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2019-06-27 Council Agenda Packet
Thursday, June 27, 2019 9:00 AM City of Fresno 2600 Fresno Street Fresno, CA 93721 www.fresno.gov Council Chambers City Council Meeting Agenda - Final Regular Meeting June 27, 2019City Council Meeting Agenda - Final The Fresno City Council welcomes you to City Council Chambers, located in City Hall, 2nd Floor, 2600 Fresno Street, Fresno, California 93721. The City of Fresno’s goal is to comply with the Americans with Disabilities Act (ADA) in all respects. The meeting room is physically accessible. If, as an attendee or participant at the meeting, you need additional accommodations such as interpreters, signers, assistive listening devices, or the services of a translator, please contact the Office of the City Clerk at (559) 621-7650 or clerk@fresno.gov. To ensure availability, you are advised to make your request at least 48 hours prior to the meeting. The agenda and related staff reports are available at www.fresno.gov, as well as in the Office of the City Clerk. The Council meeting can be viewed live on Comcast Channel 96 and AT&T Channel 99 from 9:00 a.m. and is re-played beginning at 8:00 p.m.. The meeting can also be viewed online at https://fresno.legistar.com. PROCESS: For each matter considered by the Council there will first be a staff presentation followed by a presentation from the involved individuals, if present. Testimony from those in attendance will then be taken. All testimony will be limited to three minutes per person. If you would like to speak fill out a Speaker Request Form available from the City Clerk’s Office and in the Council Chambers. The three lights on the podium next to the microphone will indicate the amount of time remaining for the speaker. The green light on the podium will be turned on when the speaker begins. The yellow light will come on with one minute remaining. The speaker should be completing the testimony by the time the red light comes on and tones sound, indicating that time has expired. A countdown of time remaining to speak is also displayed on the large screen behind the Council dais. No documents shall be accepted for Council review unless they are submitted to the City Clerk at least 24 hours prior to the Council Agenda item being heard. Following is a general schedule of items for Council consideration and action. The City Council may consider and act on an agenda item in any order it deems appropriate. Actual timed items may be heard later but not before the time set on agenda. Persons interested in an item listed on the agenda are advised to be present throughout the meeting to ensure their presence when the item is called. AGENDA ITEMS MARKED WITH AN ASTERISK (***) ARE SUBJECT TO MAYORAL VETO OR RECONSIDERATION Page 2 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final El Consejo de la Ciudad de Fresno da la bienvenida al City Council Chambers, ubicado en la Alcaldía (City Hall), do piso, 2600 Fresno Street, Fresno, California 93721. El objetivo de la Ciudad de Fresno es cumplir con la Ley de Americanos con Discapacidades (ADA) en todo aspecto. La sala para juntas es físicamente accesible. Si usted, como asistente o participante de la junta, necesita acomodaciones adicionales coma intérpretes, lenguaje de señas, aparatos auditivos, o los servicios de un traductor, por favor comuníquese con la Oficina del Secretario Municipal llamando al (559) 621-7650 o al clerk@fresno.gov. Para asegurarse de la disponibilidad, se le recomienda llamar y hacer su petición por lo menos 48 horas antes de la junta. La agenda y los reportes de personal correspondientes están disponibles en el www.fresno.gov, o en la Oficina del Secretario Municipal. Las juntas del Municipio se pueden ver en el Canal 96 de Comcast y el Canal 99 de AT&T a las 9:00 a.m. y otra vez empezando a las 8:00 p.m. La junta también se puede ver en el internet en el https://fresno.legistar.com PROCESO: Por cada asunto que escuche el Consejo Municipal, habrá una presentación del personal seguida por una presentación de los individuos involucrados, si están presentes. El testimonio de los presentes se escuchará entonces. Todo testimonio se limitará a tres minutos por persona. Si usted desea hablar, Ilene la hoja para pedir hablar disponibles en la oficina del Secretario Municipal y en la Sala Consistorial. Las tres luces en el atril junto al micrófono indicarán cuanto tiempo le queda al orador. La luz verde en el atril se prenderá cuando el orador comience. La luz amarilia se prenderá cuando quede un minuto. El orador debería estar concluyendo su testimonio cuando la luz roja prenda y ci sonido indique que se acabo su tiempo. La cantidad del tiempo que queda también aparecerá en la pantalla grande atrás del Consejo Municipal. No se aceptarán documentos para que repase el Consejo Municipal a menos que se sometan al Secretario Municipal por lo menos 24 horas antes de que se escuche la Agenda del Consejo Municipal. Este es el horario general de temas para la consideración y acción del Consejo Municipal. El consejo Municipal pudiera considerar y tomar acción en un artículo de la Agenda en el orden que considere adecuado. Artículos con una hora fijada se pueden escuchar después de la hora indicada pero no antes de la hora indicada en la agenda. Se les recomienda a las personas que estén interesadas en un artículo de la agenda, que estén presentes durante toda la junta para asegurar su presencia cuando se presente ese artículo. Page 3 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final LOS ARTICULOS MARCADOS CON TRES ASTERISCOS (***) ESTAN SUJETOS A UN VETO POR PARTE DEL ALCALDE O UNA RECONSIDERACION Tso Fresno City Council tos txais koj rau City Council Chambers, nyob rau hauv City Hall, 2nd Floor, 2600 Fresno Street, Fresno, California 93721. Lub hom phiaj ntawm nroog Fresno yuav ua kom tau txhua yam raw li txoj cai American with Disabilities Act (ADA) kom fwm txhua tus. Lub rooj sab laj txhua tus yuav tsum muaj feem koom kom tau, txawm yog cov tuaj koom, cov muaj feem rau lub rooj sab laj, yuav tsum kom muaj kev pab rau sawv daws xws li txhais lus, piav tes, tej twj mloog pob ntseg los yog ib tug txhais lus, thov hu rau Office of the City Clerk ntawm (559) 621-7650 los sis clerk@fresno.gov. Yuav kom paub tseeb tias npaj tau rau koj, koj yuav tsum tau hais ua ntej 48 xuab moos ntawm lub rooj sab laj. Daim ntawv kom tswj thiab tej ntaub ntawv cov ua dej num yuav coj los ceeb tshaj muaj nyob rau ntawm www.fresno.gov, los sis ntawm Office of the City Clerk. Council lub rooj sab laj saib pom rau hauv Comcast tshooj 96 thiab AT&T tshooj 99 thaum 9:00 teev sauv ntxoov thiab rov tso tawm thaum 8:00 teev tsaus ntuj. Lub rooj sab Iaj kuj saib tau online at https://fresno.legistar.com. TXUAS NTXIV: Txhua nqe laj txheej yuav tau pom zoo los ntawm cov council ua ntej thiab yuav tau muaj ib tug staff los cej luam dhau ntawd cov uas muaj feem cuam mam los cej luam ib tug zuj zus, yog tuaj nyob rau ntawd. Dhau ntawd yuav tso rau sawv daw los tawrn suab, ib leeg twg yuav los tawm suab tsuas pub peb(3) nas this xwb. Yog koj xav los tawm suab, mus sau rau daim ntawv (Speaker Request Form) muaj nyob rau hauv City Clerk's Office thiab nyob rau huav Council Chambers. muaj peb(3) lub teeb nyob rau ntawm lub podium uas puab rau ntawm lub (microphone) qhia tias tus neeg hais lus muaj sij haum ntev Ii cas xwb. Lub teeb ntsuab ntawm lub podium yuav cig thaum tus hais lus pib hais. Lub teeb daj yuav cig thaum tshuav ib(1) nas this. Tus hais lus yuav tsum hais kom tas rau thaum lub teeb liab cig thiab lub tswb nrov, qhia tias sij haum tas lawm. lb qhov ntxiv nyob rau saum daim (screen) loj loj dai rau tom cov council nrob qaurn yuav pom lub sij hawm dhia qis zuj zus los mus. Page 4 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final Cov council yuav tsis txais ib yam ntaub ntawv los saib ntxiv tshwj tsis yog twb muab xa rau City Clerk 24 teev thiab muab tso rau hauv daim kom tswj ua ntej council yuav los mloog tej xwm txheej. Dhau ntawd yuav muab sij hawm rau cov council los soj ntsuam thiab ua tes dej num, Coy tswv zos (City Council) yuav los ntsuam xyuas thiab leg raws tej nqe hauv daim kom tswj yog pom tias yam twg yuav tsim nyog. Mam muab lub sij hawm los xyuas raws tej txheej txheem tom qab tiam si yuav tsis yog ua ntej raws Ii daim kom tswj tau teev tseg. Cov uas txaus siab rau tei laj txheej uas tau teev tseg rau hauv daim kom tswj, xav kom nyob kom dhau lub rooj sab laj kom thaum hu txog nws thiaj nyob rau ntawd YOG QHOV MUAJ PEB LUB HNUB QUB (***) NYOB RAU HAUV DAIM KOM TSWJ YUAV RAUG MAYORAL VETO LOS SIS ROV SOJ NTSUAM DUA Page 5 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final 9:09 A.M. ROLL CALL Invocation by Reverend Dennis Wenholz, Peace Lutheran Church - Missouri Synod Pledge of Allegiance to the Flag APPROVE AGENDA APPROVE MINUTES ID19-1399 Approval of minutes for June 18, 2019 Budget hearing and June 20, 2019 Council meeting Sponsors:Office of the City Clerk CEREMONIAL PRESENTATIONS ID19-1444 Proclamation of “20th Anniversary of CLYLP’s San Joaquin Valley Institute” Sponsors:Councilmember Soria ID19-1718 Proclamation of “Alzheimer’s and Brain Awareness Month” Sponsors:Councilmember Soria COUNCILMEMBER REPORTS AND COMMENTS 1. CONSENT CALENDAR All Consent Calendar items are considered to be routine and will be treated as one agenda item. The Consent Calendar will be enacted by one motion. Public comment on the Consent Calendar is limited to three (3) minutes per speaker. There will be no separate discussion of these items unless requested by a Councilmember, in which event the item will be removed from the Consent Calendar and will be considered as time allows. 1-A ID19-1772 Approve a consultant services agreement with Campbell Strategy and Advocacy, LLC., for an amount not to exceed $180,000 for Professional Lobbying and Consulting Services in California. Sponsors:Mayor's Office Page 6 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final 1-B ID19-1763 Approve the Workforce Innovation and Opportunity Act Regional and Local Plans Program Years 2017-2021, Two (2) Year Modifications Sponsors:Office of Mayor & City Manager 1-C ID19-1916 RESOLUTION - A Resolution of the Council of the City of Fresno, California, concerning Measure C Extension Local Transportation Purposes Pass-Through Projects and Program Funds annual allocation for Fiscal Year 2019-2020 Sponsors:Office of Mayor & City Manager 1-D ID19-1744 Actions pertaining to the acquisition of a street easement and public utility easement from a portion of APN: 402-570-09, located on the northeast corner of West Audubon Drive and West Nees Avenue for $84,000 in total monetary consideration (Council District 2) 1.Adopt findings of Categorical Exemption per staff determination, pursuant to Sections 15301, 15302 and 15304 of the CEQA Guidelines 2.Approve an Agreement for Purchase and Sale of a Street Easement and Escrow Instructions in the amount of $84,000 with Fresno Supreme, Inc. and authorize the Public Works Director or designee to sign all documents necessary to complete the subject acquisition Sponsors:Public Works Department 1-E ID19-1873 Actions pertaining to the Fresno Police Officers Association (FPOA) for Unit 4: 1.***Adopt a successor Memorandum of Understanding between the City of Fresno and the Fresno Police Officers Association (FPOA) for Unit 4 - Non-Supervisory Police (Subject to Mayor’s veto) 2.***RESOLUTION - 13th Amendment to FY 2019 Salary Resolution No. 2018-159, amending salaries in Exhibit 4, Unit 4 - Non-Management Police (FPOA), as required by the Memorandum of Understanding between the City of Fresno and the Fresno Police Officers Association (Subject to Mayor’s veto) 3.***Approve a Side Letter of Agreement with the Fresno Police Officers Association (FPOA), for Unit 4 - Non-Management Police, regarding Lateral Hire Incentives (Subject to Mayor’s Veto) Sponsors:Personnel Services Department 1-F ID19-1874 Actions pertaining to the Fresno Police Officers Association (FPOA) for Unit 9 Page 7 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final 1.***Adopt a successor Memorandum of Understanding between the City of Fresno and the Fresno Police Officers Association (FPOA) for Unit 9 - Police Management (Subject to Mayor’s veto) 2.***RESOLUTION - 14th amendment to FY 2019 Salary Resolution No. 2018-159, amending salaries in Exhibit 9, Unit 9 - Police Management (FPOA), as required by the Memorandum of Understanding between the City of Fresno and the Fresno Police Officers Association (Subject to Mayor’s veto) Sponsors:Personnel Services Department 1-G ID19-1898 Actions pertaining to the design of North Avenue sewer trunk main realignment (Council Districts 3 and 5, County of Fresno): 1.Award a consultant services agreement to Carollo Engineers, Inc ., in the amount not to exceed $210,920 2.Authorize the Director of Public Utilities, or designee, to sign the agreement on behalf of the City of Fresno Sponsors:Department of Public Utilities 1-H ID19-1900 Approve an amendment to the contract with LSA Associates, Inc ., a California Corporation, in an amount not to exceed $85,110 for consulting services to add Vehicle Miles Travelled Threshold Development to the scope of the General Plan Environmental Impact Report Update and to authorize the Development and Resource Management Department Director or his or her designee to execute documents. Sponsors:Planning and Development Department Page 8 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final 1-I ID19-1876 Reject all bids for the FAX Facility Fire Alarm Upgrade project (Bid File #3638) Sponsors:Department of Transportation 1-J ID19-1935 ***Bill No. 16 - (Intro. 6/20/2019) (For adoption) -- Adding Section 11-113 of the Fresno Municipal Code, relating to an expedited, streamlined permitting process for Electric Vehicle Charging Stations. (Subject to Mayor’s veto) Sponsors:Councilmember Arias 2. SCHEDULED COUNCIL HEARINGS AND MATTERS 9:00 A.M. - Actions on the Fiscal Year 2020 Budget and related items A ID19-1924 ***RESOLUTION - Council adoption of the Fiscal Year 2019-2020 City of Fresno budget including the Annual Appropriations Resolution (Subject to Mayor’s veto) Sponsors:Office of Mayor & City Manager B ID19-1925 ***BILL - (For introduction and adoption) - Adoption of Property Tax Override Ordinance (Subject to Mayor’s veto) Sponsors:Office of Mayor & City Manager C ID19-1926 ***RESOLUTION - Adopt the FY 2020 Position Authorization Resolution (Subject to Mayor’s veto) Sponsors:Office of Mayor & City Manager D ID19-1927 ***RESOLUTION - Adopt the Fiscal Year 2020 Salary Resolution (Subject to Mayor’s veto) Sponsors:Personnel Services Department E ID19-1928 ***RESOLUTION - FY 2020 GANN Appropriation Limit Resolution (Subject to Mayor’s veto) Sponsors:Office of Mayor & City Manager F ID19-1929 ***RESOLUTION - To Adopt an Investment Policy for Public Funds for Fiscal Year 2019-2020 (Subject to Mayor’s Veto) Sponsors:Finance Department 10:05 A.M.#1 SCHEDULED COMMUNICATION ID19-1826 Appearance by Gary Doesekle to discuss the homeless issues by the Convention Center. (Speaker resides in District 4) Page 9 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final 10:05 A.M.#2 ID19-1938 Appearance by Kim Yasuda to discuss Shields/West Recycling Center. (Speaker resides in District 1) 10:15 A.M. ID19-1937 CONTINUED HEARING to consider adoption of resolutions related to the designation of properties to the Local Register of Historic Resources 1.***RESOLUTION - Designating the George Riddell Miller Home located at 617 E Carmen Avenue, Fresno, California to the Local Register of Historic Resources (Council District 1) (Subject to Mayor’s veto) 2.***RESOLUTION - Designating the Bixler Vapor Dry Cleaning Company Building located at 2049 Broadway, Fresno, California to the Local Register of Historic Resources (Council District 3) (Subject to Mayor’s veto) Sponsors:Planning and Development Department 10:30 A.M. ID19-1915 Appearance by David Love to discuss various issues 11:00 A.M. ID19-1936 WORKSHOP: Presentation by Circle K Sponsors:Councilmember Bredefeld and Vice President Caprioglio 1:30 P.M. CONTESTED CONSENT CALENDAR 1:45 P.M. ID19-1934 Approve the Fresno Yosemite International Airport Expansion Project Labor Agreement Sponsors:Vice President Caprioglio, Councilmember Soria, Councilmember Chavez and Airports Department 5:00 P.M. ID19-1715 CONTINUED HEARING to consider initiation of the Specific Plan of Page 10 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final the West Area, pertaining to approximately 7,077 acres in the West Development Area of the Fresno General Plan, filed by the Development and Resource Management Department Director 1.RESOLUTION - Initiating the Specific Plan of the West Area Draft Land Use Map and Guiding Principles and the corresponding amendment of the General Plan, and repeal or amendment of the West Area Community Plan and Highway City Neighborhood Specific Plan pertaining to approximately 7,077 acres located in the West Development Area to allow for future adoption of the Specific Plan of the West Area pursuant to Fresno Municipal Code Sections 15- 5803-C and 15-4902-B. Sponsors:Planning and Development Department 3. GENERAL ADMINISTRATION 3-A ID19-1879 WORKSHOP - Citizens’ Public Safety Advisory Board Community Based Policing Recommendation Sponsors:Mayor's Office 3-B ID19-1918 Approve Agreement with Turning Point of Central California, Inc., in the amount of $1,480,000, for Triage Center Services Sponsors:Mayor's Office 3-C ID19-1920 Approve Agreement with Fresno County Economic Opportunities Commission in the amount of $300,000 for homeless youth services emergency shelter beds Sponsors:Mayor's Office Page 11 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final 4. CITY COUNCIL 4-A ID19-1912 Actions pertaining to the donation and transfer of Southern Pacific Engine 1238 from Roeding Park to Kingsburg Railroad Depot: 1.Adopt a finding that there is no possibility that this approval will have a significant effect on the environment pursuant to CEQA guideline section 15061(b)(3) 2.***RESOLUTION - Directing the donation and transfer of Southern Pacific Engine 1238 from Roeding Park to the Kingsburg Railroad Depot (Subject to Mayor’s veto) Sponsors:Councilmember Arias 5. CLOSED SESSION 5-A ID19-1921 CONFERENCE WITH LEGAL COUNSEL-EXISTING LITIGATION - Government Code Section 54956.9, subdivision (d)(1): Reza Mohammadi v. City of Fresno, et al.; Fresno Superior Court Case No.: 16CECG01808 (Transportation). Sponsors:City Attorney's Office 5-B ID19-1939 CONFERENCE WITH LABOR NEGOTIATORS - Government Code Section 54957.6 City Negotiators: Jeffrey Cardell, Ken Phillips Employee Organizations: 1. Fresno Police Officers Association (FPOA Basic) 2. Fresno Police Officers Association (FPOA Management) Sponsors:Personnel Services Department PLEASE NOTE: UNSCHEDULED COMMUNICATION IS NOT SCHEDULED FOR A SPECIFIC TIME AND MAY BE HEARD ANY TIME DURING THE MEETING UNSCHEDULED COMMUNICATION Members of the public may address the Council regarding items that are not listed on the agenda and within the subject matter jurisdiction of the Council. Each person is limited to a three (3) minute presentation. Anyone wishing to be placed on an agenda for a specified topic should contact the City Clerk’s Office at least ten (10) days prior to the desired date. Council action on unscheduled items, if any, shall be limited to referring the item to staff for a report and possible scheduling on a future Council agenda. ADJOURNMENT Page 12 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final UPCOMING SCHEDULED COUNCIL HEARINGS AND MATTERS July 25, 2019 10:00 A.M. - HEARING pertaining to Initiating Proceedings and Declare Intention to Levy the Annual Assessment for the City of Fresno Landscaping and Lighting Maintenance District No. 1; (Citywide) July 25, 2019 10:10 A.M. - WORKSHOP - "Fresno Grizzlies Community Engagement” - Mayor's Office July 25, 2019 10:15 A.M. - Approve a consultant services agreement with Campbell Strategy and Advocacy, LLC., for an amount not to exceed $180,000 for Professional Lobbying and Consulting Services in California. August 15, 2019 10:00 A.M. - Vacation of a portion of Elgin Avenue and James Avenue, between Golden State Boulevard and State Route 99 (Council District 2). August 15, 2019 10:05 AM #1- HEARING to adopt resolutions and ordinance to annex territory and levy a special tax regarding City of Fresno Community Facilities District No. 11, Annexation No. 101 (Final Tract Map No. 5631) (west side of North Polk Avenue between West Gettysburg and Ashlan Avenues) (Council District 1) August 15, 2019 10:05 AM #2 - HEARING to adopt resolutions and ordinance to annex territory and levy a special tax regarding City of Fresno Community Facilities District No. 9, Annexation No. 40 (R-P East Development Assessor’s Parcel Number 330-021-03) (east side of South East Avenue north of East Central Avenue) (Council District 3) August 15, 2019 10:05 AM #3 - HEARING to adopt resolutions and ordinance to annex territory and levy a special tax regarding City of Fresno Community Facilities District No. 11, Annexation No. 40 (Final Tract Map No. 5587) (northwest corner of West McKinley and North Brawley Avenues) (Council District 3) Page 13 City of Fresno ***Subject to Mayoral Veto June 27, 2019City Council Meeting Agenda - Final August 15, 2019 10:10 A.M. - TEFRA Hearing for the CSCDA relating to Pleasant Village Apartments located at 3669 North Pleasant Avenue August 22, 2019 – 10:00 AM - HEARING to adopt resolutions and ordinance to annex territory and levy a special tax regarding City of Fresno Community Facilities District No. 11, Annexation No. 104 (Final Tract Map No. 6211) (west side of North Millbrook Avenue, south of East Nees Avenue ) (Council District 6) September 19, 2019 10:00 A.M. - Vacation of a portion of Divisadero Street between North Blackstone Avenue and North Abby Street (Council District 7). October 10, 2019 10:00 A.M. - HEARING - For the proposed public street vacation for a portion of North Colonial Avenue and a portion of West San Jose Avenue UPCOMING EMPLOYEE CEREMONIES July 24, 2019 (Wednesday) - 10:00 A.M. - Employee of the Summer Quarter October 23, 2019 (Wednesday) – 10:00 A.M. - Employee of the Fall Quarter November 20, 2019 (Wednesday) –2:00 P.M. - Employee Service Awards 2019 CITY COUNCIL MEETING SCHEDULE JULY 4 - NO MEETING JULY 11 - NO MEETING JULY 18 - 9:00 A.M. MEETING JULY 25 - 9:00 A.M. MEETING AUGUST 1 - NO MEETING AUGUST 8 - NO MEETING AUGUST 15 - 9:00 A.M. MEETING AUGUST 22 - 9:00 A.M. MEETING AUGUST 29 - NO MEETING Page 14 City of Fresno ***Subject to Mayoral Veto City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1399 Agenda Date:6/27/2019 Agenda #: REPORT TO THE CITY COUNCIL June 27, 2019 SUBJECT Approval of minutes for June 18, 2019 Budget hearing and June 20, 2019 Council meeting City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ Tuesday, June 18, 2019 9:00 AM City of Fresno 2600 Fresno Street Fresno, CA 93721 www.fresno.gov Council Chambers City Council President - Paul Caprioglio Vice President - Miguel Angel Arias Councilmembers: Esmeralda Z. Soria, District 2 - Vacant, Luis Chavez, Garry Bredefeld, Nelson Esparza City Manager - Wilma Quan City Attorney - Douglas T. Sloan City Clerk - Yvonne Spence, MMC Meeting Minutes - Draft Budget Hearings June 18, 2019City Council Meeting Minutes - Draft The City Council met in budget session in the Council Chamber, City Hall on the date and time written above. 9:49 A.M. ROLL CALL Councilmember Chavez was absent during roll call and joined the meeting at 10:15 A.M. President Paul Caprioglio Vice President Miguel Angel Arias Councilmember Esmeralda Z. Soria Councilmember Luis Chavez Councilmember Garry Bredefeld Councilmember Nelson Esparza Present:6 - Pledge of Allegiance to the Flag 2. SCHEDULED COUNCIL HEARINGS AND MATTERS Continued Budget Hearing ID19-1914 Vote on Motions Council President Caprioglio withdrew his motion to move $200,000 of general fund dollars from Department of Public Works Fulton Mall Street Maintenance to add two additional bike officers to District 4 to complete a 24 hour shift. Councilmember Soria motioned to allocate $100,000 to update the Tower District Specific Plan within the Departments Budget. Council Vice President Arias seconded the motion. Councilmember Soria motioned to allocate in Fiscal Year 2020, $2.5 million out of the $3.5 million Redevelopment Agency (RDA) debt repayment; in the next subsequent two years, to allocate the entire balance of the RDA debt repayment in the Housing Trust fund. She stated, later there will be a Council Housing Committee to determine how the funds will be spent for affordable housing. Councilmember Esparza seconded the motion. Councilmember Esparza withdrew his motion to add $1.2 million to affordable housing fund with a total of $2.2 million with the $1 million City of Fresno ***Subject to Mayoral Veto Page 2 June 18, 2019City Council Meeting Minutes - Draft already in place. Council Vice President Arias amended his motion to reflect the City will make available up to $1 million for new market tax credits to meet the contract obligation for the Darling Plant re-location. Councilmember Soria agreed to the amendment. Council Vice President Arias amended his motion to reflect direction to the Administration to fund $200,000 with one-time funding in the Fiscal Year 2020 budget for the administrative element of the Advance Peace Initiative and return within 90 days with a full plan for Advance Peace. Councilmember Esparza agreed to the amendment. Council Vice President Arias motioned to direct staff to set aside $90,000 in PARCs budget to fund the roof replacement at the Boys and Girls Club in West Fresno. Councilmember Soria seconded the motion. Councilmember Soria motioned to address concerns regarding the State and Federal Lobbyist: 1) Request planning session ad hoc meeting with Council for Federal and State lobbyist; 2) Receive monthly reports from Federal and State lobbyist; 3) Water lobbyist to be paid by Department of Public Utilities not General Fund, which will create cost savings. Councilmember Chavez seconded the motion. Upon call, the following members of the public addressed Council: Rev. Simon Biasell, Dianne Hanzlicek, Rev. Tim Kutzmark, Jim Grant, Aaron Foster, Gabriel Guajardo, Shen Moua, Gracie Anninis, Marisa Moraza and Kimberley McCoy all spoke regarding the Advance Peace Program; Carmen Navarro, Dr. Bill Daily and Vance Corrall spoke regarding the Senior Center. Council Vice President Arias spoke regarding page 109 Police budget - Liability Self Insurance charges and the increase by $2 million for a total of $4.7 million. He asked what happens to the money if the projections are not needed. He asked Chief Dyer what is the total cost of shots spotter and who pays for it. He asked about the recent Police audit and if there is a new program for reporting time. Staff responded. City of Fresno ***Subject to Mayoral Veto Page 3 June 18, 2019City Council Meeting Minutes - Draft Councilmember Bredefeld asked staff about page 59 regarding Professional Consulting in the amount of $1 million related to the State and Federal lobbyist and he requested a breakdown of special projects. Staff responded. ID19-1905 Letter submitted by Fresno Barrios Unidos re: City of Fresno 2020 Proposed Budget City Council adjourned at 10:36 A.M. City of Fresno ***Subject to Mayoral Veto Page 4 Thursday, June 20, 2019 9:00 AM City of Fresno 2600 Fresno Street Fresno, CA 93721 www.fresno.gov Council Chambers City Council President - Paul Caprioglio Vice President - Miguel Angel Arias Councilmembers: Esmeralda Z. Soria, District 2 - Vacant, Luis Chavez, Garry Bredefeld, Nelson Esparza City Manager - Wilma Quan City Attorney - Douglas T. Sloan City Clerk - Yvonne Spence, MMC Meeting Minutes - Draft Regular Meeting June 20, 2019City Council Meeting Minutes - Draft The City Council met in regular session in the Council Chambers, City Hall on the date and time written above. 9:16 A.M. ROLL CALL President Paul Caprioglio Vice President Miguel Angel Arias Councilmember Esmeralda Z. Soria Councilmember Luis Chavez Councilmember Garry Bredefeld Councilmember Nelson Esparza Present:6 - Invocation by Pastor Andrew Smith of the Bridge Church Pledge of Allegiance to the Flag APPROVE AGENDA City Clerk Spence announced the following changes to the agenda: File ID 19-1897 - Presentation regarding Fresno Regional Workforce Development Board's 1st Quarter Award Winner was removed from the agenda by staff and File ID 19-1864 (3-F) - ***Resolution - Adopting a Resolution to Establish Priorities in Addressing Homelessness (Subject to Mayor's veto) was moved to Consent Calendar at staff's request. On motion of Councilmember Chavez, seconded by Councilmember Esparza, the above item was adopted as amended. The motion carried by the following vote: Aye:Caprioglio, Arias, Soria, Chavez, Bredefeld and Esparza6 - APPROVE MINUTES ID19-1397 Approval of minutes for June 13, 2019. On motion of Vice President Arias, seconded by Councilmember Soria, that the above Minutes be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Soria, Chavez, Bredefeld and Esparza6 - ID19-1885 Approval of minutes of the June 10, 2019 Special Meeting Notice and Budget minutes of June 10, and June 11, 2019 City of Fresno ***Subject to Mayoral Veto Page 2 June 20, 2019City Council Meeting Minutes - Draft On motion of Vice President Arias, seconded by Councilmember Soria, that the above Minutes be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Soria, Chavez, Bredefeld and Esparza6 - CEREMONIAL PRESENTATIONS ID19-1897 Fresno Regional Workforce Development Board's 1st Quarter Award Winner. The above Proclamation was removed from the agenda by staff. ID19-1909 Presentation by the Central California Blood Center PRESENTED COUNCILMEMBER REPORTS AND COMMENTS Councilmember Bredefeld asked City Attorney Sloan about the implementation and enforcement of the no camping ordinance. City Attorney Sloan responded. Councilmember Bredefeld asked Chief Dyer if there are beds available in order to enforce the no camping ordinance and spoke regarding the resources for the Homeless Taskforce. Chief Dyer responded. Council Vice President Arias asked staff how many people have been cited, arrested or prosecuted for being homeless under the no camping ordinance. He asked how many available beds are currently used for homeless individuals. Chief Dyer and City Attorney Sloan responded. 1. CONSENT CALENDAR On motion of Councilmember Soria, seconded by Councilmember Chavez, the below CONSENT CALENDAR items were adopted. The motion carried by the following vote: Aye:Caprioglio, Arias, Soria, Chavez, Bredefeld and Esparza6 - 1-A ID19-1747 Actions pertaining to the Dakota Avenue and West Avenue Traffic Signal Modification - Bid File 3614 (Council District 1) 1.Adopt a finding of Categorical Exemption per staff ’s determination, pursuant to Section 15301(c) of the California Environmental Quality Act Guidelines (CEQA) 2.Award a Construction Contract to Sturgeon Electric California, LLC, of Chino, CA in the amount of $438,933 City of Fresno ***Subject to Mayoral Veto Page 3 June 20, 2019City Council Meeting Minutes - Draft 1-B ID19-1820 Actions pertaining to the Water Mains Installation in the Vicinity of Airways Golf Course - Bid File 3661 (Council District 4) 1.Adopt a finding of Categorical Exemption per staff ’s determination, pursuant to Class 2 Section 15302(c) (Replacement or Restoration) of the California Environmental Quality Act Guidelines 2. Award a construction contract in the amount of $482,472 to West Valley Construction Company, Inc ., of Fresno, California as the lowest responsive and responsible bidder 1-C ID19-1878 ***BILL NO. B-15 - (Intro. 6/13/2019) (For adoption) - Amending portions of the City Purchasing, Contracts and Sales Ordinance to update Chapter 4, Article 5 of the Fresno Municipal Code - Design Build Contracts to include qualification based methods of procurement. (Subject to Mayor’s veto) BILL -15 AND ORDINANCE 2019-015 ADOPTED 1-D ID19-1854 Actions related to an Aviation Land and Building Lease and Agreement with Flight Level Aviation, LLC.: 1.Adopt a finding of Categorical Exemption pursuant to Section 15301/Class 1 (Existing Facilities) of the California Environmental Quality Act Guidelines 2.Approve a Lease between the City of Fresno and Flight Level Aviation, LLC., to operate as a Fixed Based Operator and related aviation operations at Fresno Chandler Executive Airport (Council District 3) 1-E ID19-1761 Approve the award of a cooperative purchase agreement to Quinn Company of Fresno, California, for the purchase of one Caterpillar 914M wheel loader in the amount of $143,895 1-F ID19-1906 Actions related to adoption of the revised Sewer System Management Plan: 1.Adopt a finding that this approval is covered by the common sense exemption set forth in CEQA Guidelines Section 15061(b)(3) and that there is no possibility that it will have a significant effect on the environment. 2.Adopt the 2019 Revision of the Sewer System Management Plan as required by the Statewide General Waste Discharge Requirements for Sanitary Sewer Systems (Citywide) 1-G ID19-1901 ***RESOLUTION - Repealing Resolution No. 2017-339 and Clarifying Procedures for Retention and Production of Public Records Contained in Electronic Media (Subject to Mayor’s veto) City of Fresno ***Subject to Mayoral Veto Page 4 June 20, 2019City Council Meeting Minutes - Draft RESOLUTION 2019-122 ADOPTED 1-H ID19-1902 Actions related to the First Amendments to the Service Agreements with Mid-Valley Recycling, LLC, and Cedar Avenue Recycling and Transfer Station, LP (Citywide): 1. Approve a First Amendment to the Service Agreement with Mid -Valley Recycling, LLC 2. Approve a First Amendment to the Service Agreement with Cedar Avenue Recycling and Transfer Station, LP SCHEDULED COUNCIL HEARINGS AND MATTERS 9:00A.M.#1 CONTINUED BUDGET HEARING ID19-1917 Vote on Motions and Directions 1. Councilmember Soria amended her motioned to set aside $1 million for a specific senior center contingent upon there being a surplus/carryover and the first $1 million will be used from the General Fund. Council Vice President Arias seconded the motion. Motion PASSED 6-0 as amended. 2. Councilmember Chavez amended his motion to reclassify $1 million from Community Development Block Grant (CDBG) or the General Fund to PARCs budget. Council President Caprioglio seconded the motion. Motion PASSED 6-0 as amended. 3. Council Vice President Arias motioned to allocate $250,000 for grant writing consultant for PARCs department. Councilmember Soria seconded the motion. Motion was WITHDRAWN. Councilmember Bredefeld asked staff several questions regarding the need for staffing, 911 dispatchers, Community Services Officers (CSO) and the wait time on 911 calls. He asked about the eight (8) previously funded dispatchers and spoke regarding the need for staff on the Homeless Taskforce. Chief Dyer responded. Councilmember Bredefeld asked the Budget Analyst Andy Heath if the $3 million in property tax has not been budgeted for the Fiscal Year. Budget Analyst Heath responded. Council Vice President Arias asked staff how many vacancies are in the Police Department currently and how many vacancies ae there for the City of Fresno ***Subject to Mayoral Veto Page 5 June 20, 2019City Council Meeting Minutes - Draft Emergency dispatchers. He asked how much money does the Police Department save a year on attrition. Chief Dyer responded. Council Vice President Arias asked Mayor Brand if the proposed motion can be afforded on an ongoing basis. Mayor Brand responded. Council Vice President Arias does not support the amendment and withdrew his second to the motion. 4. Councilmember Bredefeld amended his motion to fund an additional five (5) Police Officers and five (5) Emergency Services Dispatchers' positions and five (5) Community Services Officers (CSO) at an estimated cost of $1.125 million. The funding for the new positions will come from 1) $700,000 from interest generated by the reserve funds and 2) additional property taxes. Council Vice President Arias withdrew his support from the amended motion. Motion FAILED for lack of second. City Council recessed at 10:09 A.M. and returned from recess at 10:15 A.M. Councilmember Bredefeld asked Budget Analyst Heath to clarify the $3 million property tax and if it does exist or does not. Budget Analyst Heath and Assistant City Manager Sumpter responded. 5. Councilmember Esparza motioned to add three (3) rank Specific and three (3) rank Specific Captain Safety Officers to the Fire Department. Councilmember Soria seconded the motion. Motion was WITHDRAWN. 6. Councilmember Soria amended her motion to fund the Fire Inspector position for six (6) months to begin in January 2020 at a cost of $42,500, funding to be added during mid-year. Councilmember Chavez seconded the motion. Motion PASSED 6-0 as amended. 7. Councilmember Chavez motioned to add $10,000 to leverage a $50,000 grant by Community Choice Energy for a feasibility study for low cost energy for residents and businesses. Councilmember Esparza seconded the motion. Motion was WITHDRAWN. 8. Council Vice President Arias motioned to set aside $500,000 from UB&C remodel for City Hall security. Councilmember Soria seconded the motion. Motion was WITHDRAWN. City of Fresno ***Subject to Mayoral Veto Page 6 June 20, 2019City Council Meeting Minutes - Draft 9. Councilmember Soria amended her motion to add $800,000 for the completion of the quiet zone and safety upgrade construction near Fresno High School; specifically the Shields/Maroa area near the railroad tracks. The funding will be $100,000 from District 1 infrastructure dollars and District 1 will work with the Administration for Public Works Department to fund the remaining $700,000 and to include the carryover in the General Fund for Fiscal Year 2020. Councilmember Esparza seconded the motion. Motion PASSED 6-0 as amended. Councilmember Bredefeld asked Councilmember Soria to explain the completion of the quiet zone. Council President Caprioglio asked if there was a way the obligation could be shared with the Railroad and the School Districts to save money in the budget. Councilmember Soria responded. 10. Council President Caprioglio motioned to use General Fund savings from Capital Projects of $350,300 for the multigenerational center. Councilmember Chavez seconded the motion. Motion was WITHDRAWN. 11. Council President Caprioglio motioned to increase Operational Street Maintenance Repair Program by $400,000. Council Vice President Arias seconded the motion. Motion was WITHDRAWN. 12. Councilmember Chavez motioned to eliminate the Water Lobbyist from Department of Public Utilities budget. Councilmember Bredefeld seconded the motion. Motion was WITHDRAWN. 13. Councilmember Soria motioned to have a plan to address apartment dwellers and commercial user’s access and the use of the Convenience Centers. Council Vice President seconded the motion. Motion was WITHDRAWN. 14. Councilmember Esparza motioned to add $1.2 million to affordable housing funds for a total of $2.2 million with the $1 million already in place. Councilmember Soria seconded the motion. Motion was WITHDRAWN. 15. Councilmember Esparza motioned to add $85,000 for Contract City of Fresno ***Subject to Mayoral Veto Page 7 June 20, 2019City Council Meeting Minutes - Draft Consultants to conduct tax increments financing analysis for affordable housing. Councilmember Chavez seconded the motion. Motion PASSED 5-0 Councilmember Soria absent. 16. Councilmember Esparza amended his motion to move the Neighborhood Services Department to the City Attorney's Office and requested a nine (9) month re-evaluation report of what has transpired as a result of the reorganization. Council Vice President Arias seconded the motion. Motion PASSED 6-0 as amended. 17. Councilmember Chavez motioned to include $10,000 for Lane and Burrows Neighborhoods under the Neighborhood Revitalization Team. Council Vice President Arias seconded the motion. Motion was WITHDRAWN. Councilmember Soria left the meeting at 10:44 A.M. 18. Council Vice President Arias amended his motion to reflect the City will make available up to $1 million for new market tax credits to meet the contract obligation for the Darling Plant re-location. Councilmember Soria seconded the motion. Motion PASSED 5-0 as amended, Councilmember Soria absent. 19. Council Vice President Arias amended his motion to set aside an additional $50,000 from Transformative Climate Communities (TCC) funding to hire a consultant to gather correct data so staff can make recommendations on policy for the Anti-Displacement Taskforce. Councilmember Chavez seconded the motion. Motion PASSED 5-0 as amended, Councilmember Soria absent. 20. Council Vice President Arias amended his motion to set aside $250,000 within the DARM Department for Environmental Impact Report (EIR) if needed to support the industrial compatibility study. Council President Caprioglio seconded the motion. Motion PASSED 5-0 as amended, Councilmember Soria absent. 21. Councilmember Soria amended her motion to add $50,000 from the City of Fresno ***Subject to Mayoral Veto Page 8 June 20, 2019City Council Meeting Minutes - Draft General Fund/carryover for this Fiscal Year for a total of $100,000. An additional $200,000 will be funded from Workforce Development Board and $100,000 will be contingent upon the $200,000 Workforce Development Board contribution. Council Vice President Arias seconded the motion. Motion PASSED 6-0 as amended. 22. Council Vice President Arias amended his motion to add up to $50,000 towards the pilot connection program from the California Veterans home to the Downtown Hub. The State funding is pending and if there is no commitment by the State, the funding will be set aside if necessary. Councilmember Chavez seconded the motion. Motion PASSED 5-0 as amended, Councilmember Soria absent. 23. Councilmember Soria amended her motion to add two (2) paralegal positions for the PRA for a total of $164,000 and up to $50,000 for legal services for the Mayor's Office. Councilmember Chavez seconded the motion. Motion PASSED 6-0 as amended. 24. Council Vice President Arias motioned to fund a Liquor Inspections: Investigator/Expenses in the amount of $97,000, Increase Contract Counsel line item from $175,000 to $200,000 and to transfer all or some of Code Enforcement functions to City Attorney's Office at no net cost to the City Attorney's budget. Councilmember Chavez seconded the motion. Motion was WITHDRAWN. 25. Councilmember Esparza motioned to reallocate $50,000 for budget analyst at no cost within the City Attorney's budget. Councilmember Chavez seconded the motion. Motion PASSED 5-0 Councilmember Soria absent. 26. Councilmember Esparza motioned to fund and authorize two additional legal investigators in the amount of $85,000 for a total of $170,000 to the City Attorney's budget. Councilmember Chavez seconded the motion. Motion was WITHDRAWN. 27. Councilmember Esparza motioned to move the Neighborhood Services Department to the City Attorney's Office to 1) The Neighborhood Services Department, as described in the Mayor's proposed Fiscal Year 2020 Budget, City of Fresno ***Subject to Mayoral Veto Page 9 June 20, 2019City Council Meeting Minutes - Draft including all of its functions, authority, and resources, shall be reorganized to be under the City Attorney; 2) The transfer shall be effective as of July 1, 2019 (date of transfer). The effects upon represented personnel should be minimal, as this action was already proposed to be separated from DARM in the Mayor's proposed Budget, and merely transfers oversight authority, and represented employees will continue to perform the same job functions for the same compensation and employment terms. Nonetheless, the Personnel Director and City Attorney shall immediately provide notice to affected bargaining units and allow for comment on the effects, if any, of this transfer; 3) All equipment, supplies, vehicles, facilities, office space, contracts, and all other resources currently assigned to the applicable code enforcement functions and personnel and necessary to carry out this motion shall be transferred to the City Attorney's Office. The Administration shall coordinate with the City Attorney to provide substantially the same necessary and efficient City Hall office space to allow for minimal disruption of code enforcement activities, with at least much space as is being provided currently for the applicable code enforcement activities; in the event the allocation of physical space and resources cannot be agreed upon, the Council will give direction on the unresolved issues; 4) All funding, as described in the proposed Budget for Neighborhood Services, of $10,430,000, and related fine and fee revenue, interdepartmental charges, and grants, necessary to carry out this motion shall be transferred to the City Attorney's Office, without interruption, as of the date of transfer. The intent is for this transfer to be over-all budget neutral; 5) All 80 employees designated in the proposed Budget for Neighborhood Services shall as of the date of transfer be added to and under the authority of the City Attorney, as will also be reflected in the Position Authorization Resolution; 6) Council hereby directs the Administration, Staff, and the City Attorney to take all actions necessary to implement this motion. Councilmember Soria seconded the motion. Motion PASSED 6-0. 28. Council Vice President Arias motioned to add $50,000 for a Records Consultant and $61,000 for a Records Supervisor position for a total of $111,000 to the City Clerk's budget. Councilmember Soria seconded the motion. Motion was WITHDRAWN. 29. Councilmember Chavez amended his motion to add $20,000 to be paid City of Fresno ***Subject to Mayoral Veto Page 10 June 20, 2019City Council Meeting Minutes - Draft by Department of Public Utilities, $10,000 in sprinkler repairs and $10,000 for water use for the Fresno Fair green space water on the corner of Maple and Butler. Council President Caprioglio seconded the motion. Motion PASSED 5-0 as amended, Councilmember Soria absent. 30. Councilmember Chavez motioned to add $40,000 for the Fresno Historic Society. Councilmember Esparza seconded the motion. Motion PASSED 5-0 Councilmember Soria absent. 31. Councilmember Chavez amended his motion to identify $500,000 to help with the funding gap for the Cesar Chavez Foundation project using Community Development Grant (CDBG), HOME, Housing and Urban Development (HUD), Redevelopment Agency (RDA) or General Fund dollars. Council Vice President Arias seconded the motion. Motion PASSED 5-0 as amended, Councilmember Soria absent. 32. Council President Caprioglio motioned to move $200,000 from account 57101 - Land Acquisition in General City Purpose Department and if the money is not spent, it will go into the Multigenerational Center. Councilmember Chavez seconded the motion. Motion was WITHDRAWN. 33. Council Vice President Arias motioned to cut the Federal and State lobbyist from the Fiscal Year 2020 budget. Councilmember Bredefeld seconded the motion. Motion FAILED 2-3, Council President Caprioglio, Councilmember Chavez and Councilmember Esparza vote no. 34. Councilmember Esparza motioned to move $50,000 from discretionary funding to the base budget for all Council districts. Council Vice President Arias seconded the motion. Motion PASSED 5-0 Councilmember Soria absent. 35. Council Vice President Arias amended his motioned to reflect $60,000 of one-time funding to pay for the infrastructure for a Public Safety memorial. Councilmember Soria seconded the motion. Motion PASSED 5-0 as amended, Councilmember Soria absent. 36. Council Vice President Arias amended his motion to set aside $300,000 City of Fresno ***Subject to Mayoral Veto Page 11 June 20, 2019City Council Meeting Minutes - Draft for one-time funding to implement recommendations made by the Immigration Affairs Committee. If the money is not used it will stay in the General Fund. Councilmember Chavez seconded the motion. Motion PASSED 3-2 as amended, Council President Caprioglio and Councilmember Bredefeld vote no. 37. Council Vice President Arias amended his motion to add $1.05 million of one-time funding for infrastructure for each district to receive $150,000 for fixing sidewalks, curbs, gutters and trimming trees. Councilmember Chavez seconded the motion. Motion PASSED 5-0 as amended, Councilmember Soria absent. 38. Council Vice President Arias amended his motion to set aside $200,000 and direct staff and Administration to work with local leaders to assess the Advance Peace program and other options to reduce gun violence in the City of Fresno and bring back a proposal in 90 days for the Advance Peace program. Councilmember Esparza seconded the motion. Motion PASSED 3-2 as amended, Council President Caprioglio and Councilmember Bredefeld vote no. Councilmember Chavez supports the motion and stated the Advance Peace program is not to pay individuals money to not shoot others but it is a beneficial program for the City of Fresno. Upon call, Chief Dyer and Aaron Foster addressed Council and spoke regarding the Advance Peace program. Council President Caprioglio and Councilmember Bredefeld expressed opposition and their concerns with the Advance Peace program and setting money aside until the program has a fully set plan. City Council recessed for lunch at 12:13 P.M. and returned from lunch at 1:44 P.M. Council Vice President Arias left the meeting at 1:44 P.M. 39. Council President Caprioglio motioned to appropriate $4 million to a City of Fresno ***Subject to Mayoral Veto Page 12 June 20, 2019City Council Meeting Minutes - Draft Multigenerational Center. Councilmember Esparza seconded the motion. Motion was WITHDRAWN. 40. Council President Caprioglio motioned to move $200,000 of General Fund dollars from Department of Public Works Fulton Mall Street maintenance and add two (2) additional bike officers to District 4 to complete a 24 hour shift. Councilmember Chavez seconded the motion. Motion was WITHDRAWN. 41. Councilmember Esparza amended his motion to reflect the total operating budget for Council will be 97% of the Mayor's operating budget, or a $700,000 increase to be split evenly among the seven (7) Districts with $50,000 allocated in this budget and the remaining balance at mid-year carryover. Council President Caprioglio seconded the motion. Motion PASSED 4-0 as amended, Council Vice President Arias and Councilmember Soria absent. Council Vice President Arias returned to the meeting at 1:47 P.M. 42. Council Vice President Arias motion to set aside $100,000 from the existing DARM budget to update the Tower District Specific Plan. Councilmember Chavez seconded the motion. Motion PASSED 5-0 Councilmember Soria absent. 43. Councilmember Soria amended her motion to add $1 million to develop the Housing Trust Fund using the General Fund carryover. Councilmember Esparza seconded the motion. Motion PASSED 5-1 as amended, Councilmember Bredefeld votes no. 44. Council Vice President Arias amended his motion to direct staff to set aside $90,000 in the PARCs budget to fund the roof replacement at the Boys and Girls Club in West Fresno and to be funded by Community Development Block Grant (CDBG). Councilmember Chavez seconded the motion. Motion PASSED 5-0 as amended, Councilmember Soria absent. 45. Councilmember Soria amended her motion to eliminate the Water Lobbyist, and that the State Lobbyist will handle Water lobbying and any City of Fresno ***Subject to Mayoral Veto Page 13 June 20, 2019City Council Meeting Minutes - Draft water duties to be paid by Department of Public Utilities and direct Administration to sit with Ad Hoc Council Committee to discuss priorities before every session. Councilmember Chavez seconded the motion. Motion PASSED 4-2 as amended, Council Vice President Arias and Councilmember Bredefeld vote no. The following are new motions and will be voted on June 27, 2019: 46. Councilmember Esparza motioned to add $300,000 towards Capitol Project and move it from Fiscal Year 2023 to Fiscal Year 2021 and to amend Capitol Project to reflect only First Street between McKinley and Olive and the remainder to be separated out to its own project. Council Vice President Arias seconded the motion. 47. Councilmember Esparza motioned to add five (5) Community Service Officers (CSO) to the Police Department. Council Vice President Arias seconded the motion. 48. Council President Caprioglio motioned to appropriate $1.5 million to PARCS to purchase and bring up to code a building located at Bulldog Lane and Sixth for the El Dorado Neighborhood to be funded with property tax. Councilmember Soria seconded the motion. 49. Council President Caprioglio motioned to direct staff to pursue the loan and appropriate $10 million for Section 108 loan to build a Multigenerational Center in District 4. The removal of the $2 million currently designated in the Fiscal Year 2020 budget for the Multigenerational Center is contingent on receiving the full amount of the Section 108 loan. Councilmember Chavez seconded the motion. 50. Council President Caprioglio motioned to fund and complete Fountain Way and Cedar neighborhood for paving with funding from Community Development Block Grant (CDBG), property taxes, and/or ending fund balance. Councilmember Chavez seconded the motion. 51. Council President Caprioglio motioned to appropriate $672,000 from the Economic contingency reserve to fund and pave alleys in the El Dorado City of Fresno ***Subject to Mayoral Veto Page 14 June 20, 2019City Council Meeting Minutes - Draft neighborhood. Councilmember Soria seconded the motion. Upon call, there was no public comment. 9:00 A.M.#2 - JOINT MEETING OF THE FRESNO REVITALIZATION CORPORATION AND CITY OF FRESNO IN ITS CAPACITY AS HOUSING SUCCESSOR TO THE REDEVELOPMENT AGENCY. ID19-1797 Receive Annual Report and Approve FY 19-20 Program Income Budget for the City of Fresno in its capacity as Housing Successor to the Redevelopment Agency of the City of Fresno The above item was introduced to Council by Redevelopment Administrator Murphey, Redevelopment Agency Department. Upon call, there was no public comment. APPROVED On motion of Councilmember Chavez, seconded by Councilmember Soria, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Soria, Chavez, Bredefeld and Esparza6 - 9:00 A.M.#3 - Actions on the Fiscal Year 2020 Budget and related items - CONTINUED FROM June 11, 2019 THE BELOW ITEMS WERE CONTINUED TO JUNE 27, 2019 A.ID19-1869 ***RESOLUTION - Council adoption of the Fiscal Year 2019-2020 City of Fresno budget including the Annual Appropriations Resolution (Subject to Mayor’s veto) B.ID19-1822 ***BILL - (For introduction and adoption) - Adoption of Property Tax Override Ordinance (Subject to Mayor’s veto) C.ID19-1871 ***RESOLUTION - Adopt the FY 2020 Position Authorization Resolution (Subject to Mayor’s veto) D.ID19-1832 ***RESOLUTION - Adopt the Fiscal Year 2020 Salary Resolution (Subject to Mayor’s veto) E.ID19-1870 ***RESOLUTION - FY 2020 GANN Appropriation Limit Resolution (Subject to Mayor’s veto) City of Fresno ***Subject to Mayoral Veto Page 15 June 20, 2019City Council Meeting Minutes - Draft F.ID19-1765 ***RESOLUTION - To Adopt an Investment Policy for Public Funds for Fiscal Year 2019-2020 (Subject to Mayor’s Veto) 10:00 A.M. ID19-1808 TEFRA HEARING - To hear and consider information concerning the proposed issuance of tax -exempt bonds by the California Enterprise Development Authority for the purpose of financing the development, construction, installation, equipping and furnishing of two facilities by United Health Centers of the San Joaquin Valley, and certain other matters relating thereto 1.***RESOLUTION - A Resolution of the Council of the City of Fresno, California, approving the issuance by the California Enterprise Development Authority of not to exceed $12,000,000 aggregate principal amount of the California Enterprise Development Authority ’s Revenue Bonds for the purpose of financing the cost of developing, constructing, installing, equipping and furnishing two facilities for the benefit of United Health Centers of the San Joaquin Valley, and other matters relating thereto herein specified (Requires 5 affirmative votes) (Subject to Mayor’s veto) The item was called to order at 1:49 P.M. The above item was introduced to Council by Principal Accountant Hardcastle, Finance Department. Upon call, there was no public comment. RESOLUTION 2019-124 ADOPTED On motion of Vice President Arias, seconded by Councilmember Chavez, that the above Action Item be adopted. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 10:05 A.M.#1 ID19-1895 HEARING to consider Amendments to Conditional Use Permit No. C-16-033, located on the southwest corner of East Belmont and North Van Ness Avenues. (Council District 3) 1.AMEND Conditional Use Permit No. C-16-033 to establish a Type City of Fresno ***Subject to Mayoral Veto Page 16 June 20, 2019City Council Meeting Minutes - Draft 20 alcohol license (Package Store - sale of beer and wine for consumption off the premises where sold) to temporarily allow a net increase of one liquor license in Census Tract 6, the area in which the project is located, for no more than nine months, conditioned upon the operator purchasing another liquor license from within that Census Tract to transfer it outside of the City within that nine months. The item was called to order at 1:51 P.M. The above item was introduced to Council by Council Vice President Arias, District 3. Upon call, the following member of the public addressed Council: Esther Delahaye. APPROVED On motion of Vice President Arias, seconded by Councilmember Chavez, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 10:05 A.M.#2 ID19-1904 CONTINUED HEARING to Consider Adoption of the 551st Amendment to the Master Fee Schedule Resolution No. 80-420 to Increase Fire Facility Impact Fees (Fire Impact Fees); Acceptance and Adoption of the Public Review Draft Nexus Study Reports for the Fire Impact Fee Program (Citywide). 1.Adopt a Finding of Statutory Exemption that a Fire Facilities Impact Fee update is exempt pursuant to Public Resources Code Section 21080(b)(8) and Section 15273 of the California Environmental Quality Act (CEQA) Guidelines. 2.***RESOLUTION - 551st Amendment to the Master Fee Schedule Resolution No. 80-420 to Adjust Citywide Fire Impact Fees. (Subject to Mayor’s Veto) 3.RESOLUTION - Establishing Findings Pursuant to California Government Code Sections 65961 and 66498.1(c)(1), Finding that Failure to Impose the Increased Fire Impact Fee on New Development, Including Approved Vesting Tentative Maps, Would Place Future and Existing Residents in a Condition Dangerous to Their Health and Safety. City of Fresno ***Subject to Mayoral Veto Page 17 June 20, 2019City Council Meeting Minutes - Draft The item was called to order at 1:55 P.M. The above item was introduced to Council by Assistant Director Benelli, Public Works Department. Upon call, there was no public comment. Council Vice President Arias requested staff to explain the findings that were sent in a tray memo to Council. He requested a friendly amendment to the motion to no longer waive fire fees related to commercial and industrial without Council approval. Councilmember Chavez and Councilmember Esparza agreed to the amendment. City Manager Quan and Director Mozier responded. City Attorney Sloan stated fees may be waived through an objective across the board program that does not trigger prevailing wage, if Council waives fees, Ad Hoc per project it is more likely Council will trigger prevailing wage for the project. RESOLUTION 2019-125 ADOPTED RESOLUTION 2019-126 ADOPTED On motion of Councilmember Chavez, seconded by Councilmember Esparza, that the above Action Item be adopted as amended. The motion carried by the following vote: Aye:Arias, Chavez, Bredefeld and Esparza4 - No:Caprioglio1 - Absent:Soria1 - 10:15 A.M. ID19-1834 HEARING to consider adoption of resolutions related to the designation of properties to the Local Register of Historic Resources 1.***RESOLUTION - Designating the George Riddell Miller Home located at 617 E Carmen Avenue, Fresno, California to the Local Register of Historic Resources (Council District 1) (Subject to Mayor’s veto) 2.***RESOLUTION - Designating the Bixler Vapor Dry Cleaning Company Building located at 2049 Broadway, Fresno, California to the Local Register of Historic Resources (Council District 3) (Subject to Mayor’s veto) City of Fresno ***Subject to Mayoral Veto Page 18 June 20, 2019City Council Meeting Minutes - Draft The item was called to order at 2:04 P.M. The above item was introduced to Council by Historic Preservation Specialist Van onna, DARM Department. Upon call, there was no public comment. Council Vice President Arias requested this item be continued to the June 27, 2019 agenda. On motion of Vice President Arias, seconded by Councilmember Chavez, that the above Action Item be continued. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 10:30 A.M. ID19-1842 HEARING to Consider Adoption of the 552nd Amendment to the Master Fee Schedule Resolution No. 80-420 to Add, Adjust, or Delete Various Development Fees Associated with the Current Planning and Building Divisions of the Development and Resource Management Department (Citywide). 1.***RESOLUTION - 552nd Amendment to the Master Fee Schedule No . 80-420, Making Various Changes to the Regulatory, Development, and User Fees in the Current Planning and Building and Safety Services Division of the Development And Resource Management Department (Subject to Mayor’s veto) The item was called to order at 2:05 P.M. The above item was introduced to Council by Assistant Director Sanchez, DARM Department and Project Director Nicole Kissam, with NBS. Upon call, there was no public comment. Councilmember Bredefeld asked staff to address and outline the four fees referenced in the staff report. Assistant Director Sanchez responded. Council Vice President Arias asked Project Director Kissam to explain the City of Fresno ***Subject to Mayoral Veto Page 19 June 20, 2019City Council Meeting Minutes - Draft proposed fees, the requested fee from BIA and final fees being recommended by staff. Planning Manager Emerson responded. He spoke regarding the time it takes to process plans and the additional funding resources for the Planning Department. Project Director Kissam responded. RESOLUTION 2019-127 ADOPTED On motion of Vice President Arias, seconded by Councilmember Chavez, that the above Action Item be adopted. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 1:30 P.M. CONTESTED CONSENT CALENDAR 3. GENERAL ADMINISTRATION 3-A ID19-1858 Approve use of Fresno Municipal Code Section 4-502(d), Design Build Qualification Method of procurement for the FATforward Terminal Expansion and Parking Structure Projects at Fresno Yosemite International Airport The above item was introduced to Council by Director Meikle, Airports Department. Upon call, there was no Council discussion and no public comment. APPROVED On motion of President Caprioglio, seconded by Councilmember Chavez, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 3-B ID19-1816 Approve an Agreement with Tutor Perini/Zachry/Parsons, a Joint Venture (TPZP) for City of Fresno Plan Review and Construction Management Services Related to the California High Speed Rail Project (Council Districts 1, 2, and 3). The above item was introduced to Council by Deputy City Engineer Avitia, City of Fresno ***Subject to Mayoral Veto Page 20 June 20, 2019City Council Meeting Minutes - Draft Public Works Department. Upon call, there was no Council discussion and no public comment. APPROVED On motion of Vice President Arias, seconded by President Caprioglio, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 3-C ID19-1821 Actions pertaining to the Traffic Signal Installation Project at Bullard Avenue and Grantland Avenue - Bid File 3628 (Council District 2) 1.Adopt a finding of Categorical Exemption per staff ’s determination, pursuant to Section 15301(c) of the California Environmental Quality Act Guidelines (CEQA) 2.Approve an Inter-fund Loan Agreement between the Developer Cash-in-Lieu Improvements Fund and the Cash -in-Lieu Loan Fund, pursuant to Article VI of the City of Fresno Reserve Management Act and Article IV of the Taxpayer Protection Act, providing for a $803,000 loan 3.Award a Construction Contract to American Paving Co ., of Fresno, CA in the amount of $553,617, and authorize the Public Works Director or Designee to sign a standardized contract on behalf of the City Upon call, there was no Council discussion and no public comment. APPROVED On motion of Councilmember Bredefeld, seconded by Councilmember Chavez, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 3-D ID19-1756 Actions pertaining to Initiating Proceedings and Declare Intention to Levy the Annual Assessment for the City of Fresno Landscaping and Lighting Maintenance District No. 1; and setting the public hearing for July 25, 2019 at 10:00 a.m. (Citywide) 1.RESOLUTION - Initiating proceedings for the annual levy of City of Fresno ***Subject to Mayoral Veto Page 21 June 20, 2019City Council Meeting Minutes - Draft assessment 2.RESOLUTION - Of Intention to levy and collect the annual assessment Upon call, there was no Council discussion and no public comment. RESOLUTION 2019-128 ADOPTED RESOLUTION 2019-129 ADOPTED On motion of Councilmember Chavez, seconded by Councilmember Bredefeld, that the above Action Item be adopted. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 3-E ID19-1795 Actions pertaining to the Ashlan Avenue Overlay Project from West Avenue to Valentine Avenue - Bid File No 3607 (Council District 1) 1.Adopt a finding of Categorical Exemption per staff determination, pursuant to Section 15301(c) of the CEQA guidelines 2.Award a construction contract in the amount of $1,325,116.60 to Dave Christian Construction Co., Inc. Upon call, there was no Council discussion and no public comment. APPROVED On motion of Vice President Arias, seconded by Councilmember Chavez, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 3-F ID19-1864 ***RESOLUTION - Adopting a Resolution to Establish Priorities in Addressing Homelessness (Subject to Mayor’s Veto) The above item was moved to Consent Calendar and approved as one motion. RESOLUTION 2019-123 ADOPTED On motion of Councilmember Soria, seconded by Councilmember Chavez, that the above Action Item be adopted. The motion carried by City of Fresno ***Subject to Mayoral Veto Page 22 June 20, 2019City Council Meeting Minutes - Draft the following vote: Aye:Caprioglio, Arias, Soria, Chavez, Bredefeld and Esparza6 - 3-G ID19-1872 Approve Agreement with Focus Strategies in the amount of $155,000 for Homeless Emergency Aid Program Project Management Services The above item was introduced to Council by Council Vice President Arias, District 3. Upon call, the following members of the public addressed Council: Yonas Paulos, Brandi Villegas, Desire Martinez, Sylvia and Jay Justice Lima. APPROVED On motion of Vice President Arias, seconded by Councilmember Chavez, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 3-H ID19-1855 Award a service contract to Partners In Control, Inc ., dba Enterprise Automation, in the amount of $622,069 for the City of Fresno’s Tank 3 Surface Water Treatment Facility CitectSCADA/Wonderware Historian Upgrade and Configuration Integration (Council District 4) (RFP 3658) The above item was introduced to Council by Director Carbajal, Public Utilities Department. Upon call, there was no Council discussion and no public comment. APPROVED On motion of President Caprioglio, seconded by Councilmember Chavez, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 3-I ID19-1856 Actions pertaining to the design of the Recycled Water Distribution City of Fresno ***Subject to Mayoral Veto Page 23 June 20, 2019City Council Meeting Minutes - Draft System, Southwest Quadrant (Council District 3 and Fresno County) 1.Approve the Fourth Amendment to the Professional Consultant Services Agreement with Blair, Church & Flynn Consulting Engineers, in the amount of $285,900 2.Authorize the Director of Public Utilities, or designee, to sign the Fourth Amendment on behalf of the City of Fresno Upon call, there was no Council discussion and no public comment. APPROVED On motion of Vice President Arias, seconded by Councilmember Chavez, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 3-J ID19-1859 Actions pertaining to the Recycled Water Transmission Main, Southwest Quadrant, Project SW4 (Bid File 3505) (Council Districts 3 and 7): 1.Award a construction contract to Teichert Construction, in the amount of $12,740,399 2.Authorize the Director of Public Utilities, or designee, to sign the contract on behalf of the City of Fresno Upon call, there was no Council discussion and no public comment. APPROVED On motion of Vice President Arias, seconded by Councilmember Chavez, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 3-K ID19-1860 Actions pertaining to the Recycled Water Transmission Main, Southwest Quadrant, Project SW1D (Bid File 3504-2) (Council District 3 and County): 1.Award a construction contract to Emmett ’s Excavation, Inc., in the amount of $13,153,194 2.Authorize the Director of Public Utilities, or designee, to sign the contract on behalf of the City of Fresno Upon call, there was no Council discussion and no public comment. City of Fresno ***Subject to Mayoral Veto Page 24 June 20, 2019City Council Meeting Minutes - Draft APPROVED On motion of Vice President Arias, seconded by Councilmember Chavez, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - 3-L ID19-1903 Approval of a Third Amendment to the Agreement entered between the City of Fresno and the Central California Society for the Prevention of Cruelty to Animals. Upon call, there was no Council discussion and no public comment. Council Vice President Arias directed staff to continue with the Request for Proposal (RPF) process and expressed his concerns with the SPCA not meeting their obligations of their contract. APPROVED On motion of Councilmember Chavez, seconded by President Caprioglio, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez and Bredefeld4 - No:Esparza1 - Absent:Soria1 - 4. CITY COUNCIL ID19-1907 Actions pertaining to an ordinance adding Section 11-113 of the Fresno Municipal Code, relating to an expedited, streamlined permitting process for Electric Vehicle Charging Stations. 1. Adopt a finding pursuant to CEQA Guidelines 15061(b)(3) that there is no possibility that this approval will have a significant effect on the environment. 2. BILL - (For introduction)- Adding Section 11-113 of the Fresno Municipal Code, relating to an expedited, streamlined permitting process for Electric Vehicle Charging Stations. The above item was introduced to Council by Council Vice President Arias, District 3. City of Fresno ***Subject to Mayoral Veto Page 25 June 20, 2019City Council Meeting Minutes - Draft Upon call, there was no public comment. Councilmember Bredefeld asked how many vehicle stations is the City of Fresno anticipating. Council Vice President Arias responded. BILL 16 INTRODUCED AND LAID OVER On motion of Vice President Arias, seconded by Councilmember Chavez, that the above Action Item be approved. The motion carried by the following vote: Aye:Caprioglio, Arias, Chavez, Bredefeld and Esparza5 - Absent:Soria1 - PLEASE NOTE: UNSCHEDULED COMMUNICATION IS NOT SCHEDULED FOR A SPECIFIC TIME AND MAY BE HEARD ANY TIME DURING THE MEETING UNSCHEDULED COMMUNICATION Upon call, the following members of the public addressed Council: David Love, Akifa Frost, Brandi Villeges, Nicole Linder, Marijaree Mason Center, Jay Justice Lima, Yonas Paulos, Patricia Ellis and Deserie Martinez. 5. CLOSED SESSION City Council recessed for Closed Session at 3:11 P.M. and returned from Closed Session at 3:49 P.M. There was no announcements after Closed Session. 5-A ID19-1880 CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION - Government Code Section 54956.9, subdivision (d)(2): 1. Claim of Davis Moreno Construction DISCUSSED 5-B ID19-1908 CONFERENCE WITH LABOR NEGOTIATORS - Government Code Section 54957.6 City Negotiators: Jeffrey Cardell, Ken Phillips Employee Organizations: 1. International Union of Operating Engineers, Stationary Engineers, Local 39 (Local 39) City of Fresno ***Subject to Mayoral Veto Page 26 June 20, 2019City Council Meeting Minutes - Draft 2. Fresno City Employees Association (FCEA) 3. Fresno Police Officers Association (FPOA Basic) 4. International Association of Firefighters, Local 753, Unit 5 (Fire Basic) 5. Amalgamated Transit Union, Local 1027 (ATU) 6. International Brotherhood of Electrical Workers, Local 100 (IBEW) 7. Fresno Police Officers Association (FPOA Management) 8. International Association of Firefighters, Local 753, Unit 10 (Fire Management) 9. City of Fresno Professional Employees Association (CFPEA) 10. City of Fresno Management Employees Association (CFMEA) 11. Operating Engineers, Local Union No. 3, Fresno Airport Public Safety Supervisors (FAPSS) 12. Operating Engineers, Local Union No. 3, Fresno Airport Public Safety Officers (FAPSO) 13. Unrepresented Employees in Unit 2 (Non-Represented Management and Confidential Classes): Airport Public Safety Manager Assistant City Attorney Assistant City Manager Assistant Controller Assistant Director Assistant Director of Personnel Services Assistant Director of Public Utilities Assistant Director of Public Works Assistant Police Chief Assistant Retirement Administrator Budget Analyst Budget Manager Chief Assistant City Attorney Chief Information Officer Chief of Staff to Councilmember Chief of Staff to the Mayor City Attorney City Attorney Investigator City Clerk City Engineer City Manager Community Coordinator Community Outreach Specialist Controller Council Assistant Deputy City Attorney II Deputy City Attorney III City of Fresno ***Subject to Mayoral Veto Page 27 June 20, 2019City Council Meeting Minutes - Draft Deputy City Manager Director Director of Aviation Director of Development Director of Personnel Services Director of Public Utilities Director of Transportation Economic Development Coordinator Economic Development Director Executive Assistant to Department Director Executive Assistant to the City Attorney Executive Assistant to the City Manager Fire Chief Governmental Affairs Manager Human Resources Manager Independent Reviewer Internal Auditor Investment Officer Labor Relations Manager Management Analyst II Payroll Accountant Payroll Manager Police Chief Principal Budget Analyst Principal Internal Auditor Public Affairs Officer Public Works Director Retirement Administrator Retirement Benefits Manager Senior Budget Analyst Senior Deputy City Attorney I Senior Deputy City Attorney II Senior Deputy City Attorney III Senior Human Resources/Risk Analyst Senior Law Clerk Supervising Deputy City Attorney DISCUSSED ADJOURNMENT City Council adjourned in memory of Peter Vang at 3:49 P.M. City of Fresno ***Subject to Mayoral Veto Page 28 June 20, 2019City Council Meeting Minutes - Draft City of Fresno ***Subject to Mayoral Veto Page 29 City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1444 Agenda Date:6/27/2019 Agenda #: CEREMONIAL PRESENTATION June 27, 2019 Proclamation of “20th Anniversary of CLYLP’s San Joaquin Valley Institute” City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ CITY OF FRESNO Office of Councilmember Esmeralda Soria ___________________________________________ ESMERALDA SORIA, Councilmember, District 1 _____________________________________________ __________________________________________ LEE BRAND, Honorable Mayor PAUL CAPRIOGLIO, Council President, District 4 _____________________________________________ __________________________________________ MIGUEL ARIAS, Council Vice-President, District 3 LUIS CHAVEZ, Councilmember, District 5 _____________________________________________ __________________________________________ GARRY BREDEFELD, Councilmember, District 6 NELSON ESPARZA, Councilmember, District 7 Is hereby presented in honor of: The Chicano Latino Youth Leadership Project WHEREAS, The Chicano Latino Youth Leadership Project is an organization whose mission is based on developing “California’s Future Leaders” through enhancing youth leadership skills and promoting their involvement in the community as well as their pursuit of higher education; and WHEREAS, This year marks the 20th Anniversary of the San Joaquin Valley Institute which was founded by Chicano Latino Youth Leadership Project alumni who were residents of Fresno; and WHEREAS, The San Joaquin Valley Institute offers an insightful program that increases youth awareness of local community issues through active civic engagement opportunities and provides informational workshops about university requirements to both students and parents; and WHEREAS, The Chicano Latino Youth Leadership Project has worked in collaboration with the California Latino Legislative Caucus, the UC and CSU systems, the California Community Colleges system, the Association of Independent California Colleges & Universities, along with over 50 private foundations and organizations; and WHEREAS, The City of Fresno recognizes the invaluable experience provided by the San Joaquin Valley Institute and its impact in the personal and professional achievements of our local youth. NOW, THEREFORE BE IT RESOLVED, that the City of Fresno Mayor and City Council does hereby proclaim June 27th, 2019 as: “San Joaquin Valley Institute Day” in the City of Fresno IN WITNESS WHEREOF, we have hereunto set our hands and affixed the seal of the City of Fresno, California, this 27th day of June 2019. City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1718 Agenda Date:6/27/2019 Agenda #: CEREMONIAL PRESENTATION June 27, 2019 Proclamation of “Alzheimer’s and Brain Awareness Month” City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ CITY OF FRESNO Office of Councilmember Esmeralda Soria ________________________________________ ESMERALDA SORIA, Councilmember, District 1 _____________________________________________ __________________________________________ LEE BRAND, Honorable Mayor PAUL CAPRIOGLIO, Council President, District 4 _____________________________________________ __________________________________________ MIGUEL ARIAS, Council Vice-President, District 3 LUIS CHAVEZ, Councilmember, District 5 _____________________________________________ __________________________________________ GARRY BREDEFELD, Councilmember, District 6 NELSON ESPARZA, Councilmember, District 7 Is hereby presented to: Alzheimer’s Association of Fresno WHEREAS, June is Alzheimer's and Brain Awareness Month and its goal is to raise awareness about Alzheimer’s, other dementias, and the importance of brain health. Throughout the month, purple is worn to signify support for Alzheimer’s; and WHEREAS, On June 21st those affected by the disease are honored by The Longest Day, which lands on the summer solstice to outshine the darkness of Alzheimer's. On this day, Alzheimer’s patients are encouraged to fundraise and participate in activities that raise awareness, while honoring family and friends affected by the disease; and WHEREAS, In the United States, Alzheimer’s is the 6th leading cause of death, and there is no known cure. There are 5.8 million people currently diagnosed with the disease, and 16 million care providers assisting people with Alzheimer’s. Awareness of early signs and symptoms is essential to get treatment and create a plan of care; and WHEREAS, In the city of Fresno the Alzheimer’s Association partners with UCSF, Fresno and the Valley Caregiver Resource Center to offer three Caregiver Conferences each year. They help caregivers fill out applications for care grants, provide them with central valley chat forums to provide referrals, education, and care consultations over the phone or in person; and NOW, THEREFORE BE IT RESOLVED, that the City of Fresno Mayor and City Council does hereby proclaim June 2019 to be: “Alzheimer’s and Brain Awareness Month ” In the City of Fresno IN WITNESS WHEREOF, we have hereunto set our hands and Affixed the seal of the City of Fresno, California, this 27 th day of June 2019. City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1772 Agenda Date:6/27/2019 Agenda #:1-A REPORT TO THE CITY COUNCIL June 27, 2019 FROM:JOHN ELLIS, Government Affairs Manager Office of the Mayor & City Manager SUBJECT Approve a consultant services agreement with Campbell Strategy and Advocacy,LLC.,for an amount not to exceed $180,000 for Professional Lobbying and Consulting Services in California. RECOMMENDATION Staff recommends that the City Council approve the extension of a consultant services agreement with Campbell Strategy and Advocacy,LLC.,for an amount not to exceed $180,000.The term of the agreement is one year with the option to extend for an additional six months. EXECUTIVE SUMMARY The Office of the Mayor and City Manager seeks City Council approval to extend a professional consultant services agreement with Campbell Strategy and Advocacy,LLC.,the City’s current state lobbyist,to continue performing professional lobbying and consulting activities regarding State governmental activities for 12 months, with a possible additional six-month extension. BACKGROUND All functions of the City are significantly affected by state legislative votes and administrative actions in Sacramento.From funding and revenue streams that can help ensure the City can build affordable housing and address homelessness,to support for local road,transit and trail programs,to the possibility that some reconstituted form of redevelopment zones could be in the works,what happens in the state capitol affects the entire state. The City of Fresno engaged a state lobbyist on June 16,2016,for the first time since 2012.The hiring of Campbell Strategy and Advocacy,LLC.,was a pivotal move for the City,coming at a time of great change for local governments.In the past three years as the City’s lobbyist,Campbell’s biggest strength has been helping the City receive much needed state funding.As the state’s fifth-largest City -and one with a numerically small legislative delegation -it had been difficult for Fresno to make its voice heard as it was often drowned out by the Bay Area and Los Angeles-area delegations. City of Fresno Printed on 3/16/2023Page 1 of 3 powered by Legistar™ File #:ID19-1772 Agenda Date:6/27/2019 Agenda #:1-A its voice heard as it was often drowned out by the Bay Area and Los Angeles-area delegations. Campbell worked nearly two decades as a state capitol staffer,including serving as chief of staff to Assembly Speakers Toni Atkins and John Perez.That clout and insight has brought significant benefits to Fresno on multiple fronts.A prime example of this was Transformative Climate Communities.Fresno secured half of the $140 million allocated in the bill that authorized the program.In addition,Campbell played a critical role in helping Mayor Brand and the state’s other Big City Mayors secure $500 million address the state’s homelessness challenge.Fresno’s direct allocation was $3.1 million.This year,Campbell is again helping as the Big City Mayors work on securing a second round of homelessness money as the City works to move people off the streets and ultimately into permanent housing. Campbell and his team,led by lobbyist Angie Manetti,helped the City secure money by coordinating meetings with the appropriate State agencies,following up to stress City priorities,and meeting with the Assembly Speaker’s office,budget subcommittee chairs and Capitol staff.Along the way, Campbell Strategy and Advocacy,LLC.,staffers tracked the appropriations to ensure money slated for the City stayed on track. In addition to appropriations,it is important that the City is represented in order to coordinate review of all legislative proposals that may affect the City and its residents.Campbell Strategy and Advocacy,LLC.,has deep relationships with the Governor’s Office,key legislative leaders and committee staff,and the Governor’s cabinet members.Fresno remains its sole City client,and Campbell’s team’s familiarity with the budget and legislative negotiating process and key actors have proven - and will continue to prove - beneficial for the City. As stated in the Scope of Services in the attached agreement,Campbell Strategy and Advocacy’s top priority for the City will be seeking significant discretionary funds,such as in housing and homelessness.As part of Campbell Strategy and Advocacy’s lobbying effort,the firm will continue to review all bills introduced and amended throughout the Legislative Session to identify those that affect the City,will make recommendations as to whether the City should support,oppose,seek amendments to,or simply monitor bills of interest.Campbell Strategy and Advocacy,LLC.,will have a focused lobbying strategy for each bill of interest to the City,and its work has helped derail legislation that could have financially harmed the City.The firm has also shown that it will go beyond straightforward lobbying on bills.When necessary,it has built coalitions of cities or other entities that share our vision for certain legislative proposals -bad or good.This strategy has helped the City mount successful campaigns to defeat or win approval for important legislation.The firm will also maintain and build on key relationships that will be vital to executing successful strategies on behalf of the City. To date,Campbell Strategy and Advocacy,LLC.,has proven that no other state firm has developed the web of relationships in both the legislative and executive branches that are necessary for the City to get its fair share of both resources and attention at the state level. ENVIRONMENTAL FINDINGS Approval of the consultant services agreement amendment is not a “project”as defined by Public Resources Code Section 21803 (CEQA Guidelines Section 15378)because the organizational and administrative activities as identified in the consultant agreement will not result in direct or indirect physical changes in the environment. City of Fresno Printed on 3/16/2023Page 2 of 3 powered by Legistar™ File #:ID19-1772 Agenda Date:6/27/2019 Agenda #:1-A LOCAL PREFERENCE Local preference was not implemented because Campbell Strategy and Advocacy,LLC.,is uniquely qualified. FISCAL IMPACT Funding for the period beginning July 2019 will be included as a part of the FY 2020 Proposed Budget. Any extension of the contract would be part of the FY 2021 Proposed Budget. Attachments: Draft Consultant Services Agreement Scope of Services City of Fresno Printed on 3/16/2023Page 3 of 3 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1763 Agenda Date:6/27/2019 Agenda #:1-B REPORT TO THE CITY COUNCIL June 27, 2019 FROM:BLAKE KONCZAL, Executive Director Fresno Regional Workforce Development Board BY:WILMA QUAN, City Manager Office of the Mayor & City Manager SUBJECT Approve the Workforce Innovation and Opportunity Act Regional and Local Plans Program Years 2017-2021, Two (2) Year Modifications RECOMMENDATION Staff recommends the City Council approve the Workforce Innovation and Opportunity Act (WIOA) Regional and Local Plans Program Years (PYs) 2017-2021, Two (2) Year Modifications. EXECUTIVE SUMMARY The California Workforce Development Board’s (CWDB)Strategic Workforce Development Plan for California has a broad vision and outlines ambitious goals for how the public workforce system can work with its partners to shape and support economic prosperity across the state and its regions. Under WIOA,the state has established 14 Regional Planning Units (RPUs)within the State of California that align workforce development activities and resources within the context of a larger regional economy and to develop and deploy available resources to provide coordinated and efficient services to job seekers and employers.Each RPU is required to develop a regional strategic plan. The Fresno Regional Workforce Development Board (FRWDB)is one (1)of eight (8)Workforce Development Boards in the designated San Joaquin Valley and Associated Counties RPU.The other local boards include Kern-Inyo-Mono, Kings, Madera, Merced, San Joaquin, Stanislaus, and Tulare. On July 27,2018,the state released the Regional and Local Plan Modification Guidance for 2017- 2021 (WSD-18-01),which provides guidance for the preparation and submission of both the local and regional workforce plans required by WIOA.As outlined in the directive,the final plan must be submitted to the state board no later than August 1, 2019. The RPUs are required to submit updated Modifications required to align the Regional Plan with the City of Fresno Printed on 3/16/2023Page 1 of 3 powered by Legistar™ File #:ID19-1763 Agenda Date:6/27/2019 Agenda #:1-B The RPUs are required to submit updated Modifications required to align the Regional Plan with the state plan, including the following areas: 1)Coordinate and integrate reentry and workforce services to the formerly-incarcerated and other justice-involved individuals, 2)Multi-Craft Core Curriculum (MC3) pre-apprenticeship partnerships, and 3)Regional self-assessments using Indicators of Regional Coordination and Alignment. Modifications required to align the Local Plan with the state plan include the following areas: 1)Department of Social Services CalFresh programs, 2)Local Child Support Agencies to provide workforce services to unemployed,underemployed, and payment-delinquent non-custodial parents, 3)Programs that serve individuals with disabilities,including detail on strategies to implement Competitive Integrated Employment, 4)Requirements pertaining to services for English Language Learners,the Foreign Born,and Refugees, and 5)Other changes to regional and local plans made pursuant to changes in labor market and economic conditions or in other factors affecting the implementation of local or regional plans are submitted as modifications to the regional or local plan they propose to modify. The directive mandates that each local board must hold public meetings for stakeholders to ensure opportunities to participant in and provide feedback on the local and regional plans as part of the initial development of the plan modifications.These meetings were held in October and November 2019. Attendees included the following: 1)Organizations providing services to the re-entry population, 2)English learners,as well as adult education partners,refugee resettlement agencies, immigration services providers, 3)Human Service program leads and providers, 4)Community college and other education partners, and 5)Disability organizations associated with the Department of Rehabilitation. WIOA mandates that the draft plan be released for a 30-day public comment period.To meet this requirement,FRWDB staff released the draft plans for a 30-day public comment period on February 1,2019.Comments were due no later than March 4,2019.There were no comments in disagreement with the draft plans received during the public comment period,and there were no comments received that resulted in significant changes to the initial draft plan. As outlined in the Directive,the final plans,with all required signatures,must be submitted to the CWDB no later than August 1, 2019. BACKGROUND WIOA Sections 106 and 107 and California UI Code Sections 14221-14222 require that local boards submit a comprehensive four (4)year regional and local plan to the state board.Under WIOA,a biennial update of regional and local plans is required in order to ensure plans remain current and account for “changes in labor market and economic conditions or in other factors affecting the implementation of the local plan”(29 U.S.Code §3123).The State Board has also made changes toCity of Fresno Printed on 3/16/2023Page 2 of 3 powered by Legistar™ File #:ID19-1763 Agenda Date:6/27/2019 Agenda #:1-B implementation of the local plan”(29 U.S.Code §3123).The State Board has also made changes to the State Plan,which requires that the Local Boards update their plans to keep them consistent with the policy direction of the State Plan as referenced in the Executive Summary above. ENVIRONMENTAL FINDINGS By the definition provided in the California Environmental Quality Act (CEQA)Guidelines section 15378 the approval of this agreement does not qualify as a “project,” as defined by CEQA. LOCAL PREFERENCE Local preference was not considered since this item does not include a bid or award of a construction or services contract. FISCAL IMPACT There is no increase in Net City Cost associated with the Recommended Action.The FRWDB is 100%funded by non-City sources.These have their origin primarily with the United States Department of Labor, being supplemented by other federal and State of California grants. Attachment:Regional and Local Plans PY-17-21, Two (2) Year Modifications City of Fresno Printed on 3/16/2023Page 3 of 3 powered by Legistar™ Workforce Innovation and Opportunity Act Local Plan Biennial Modification Program Years 2017 – 2021 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD (FRWDB) 2019 BIENNIAL MODIFICATION TO 2017-2021 LOCAL PLAN TABLE OF CONTENTS PRINCIPAL NARRATIVE Page I. Collaboration with the CalFresh Employment and Training Program and Strengthened Partnership with Fresno County Department of Social Services A. Braiding Resources and Coordinating Service Delivery for People Receiving CalFresh to Participate in Workforce Services, Sector Pathway Programs, Supportive Services and Retention Efforts 4 B. Workforce System Collaboration with Community Organizations Serving Specific CalFresh Populations 4 C. Workforce Services Available to People Receiving CalFresh That Are Funded by Local/Regional Partners 4-5 D. Partner’s Roles in Helping Provide Services to and Integrating People Receiving CalFresh Into Sector Pathway Programs 5 E. Coordination among Partners to Provide Supportive Services to this Population and Facilitate Program Completion 5 F. Strategies to Retain Participants in Regional Sector Pathway Programs and Employment 5 II. Partnership with Fresno County Department of Child Support Services A. Existing Workforce and Education Program Partnerships 1. Partners’ Collaboration to Provide Supportive Services to Enhance Job Retention 5-6 2. Comprehensive Services to Facilitate Labor Market Success and Career Advancement 6 3. Impact of WIOA Eligibility Criteria on Serving the Target Population 6 4. Other Obstacles to Serving the Child Support Program Population 6-7 5. Strategies to Motivate and Support Participation 7 6. Opportunities for and Obstacles to Local Partnerships 7 B. Plans for Building Successful Partnerships or Scaling up Existing Successful Partnerships 1. Strategies to Support Participant Retention in Training Programs 7 2. Existing, New and Prospective Workforce and Training Partnerships 7 3. Braiding Resources and Coordinating Service Delivery 7 4. Coordination with Community-Based Organizations to Serve the Target Population 8 5. Referral Processes and Systems 8 C. Working with Fresno County Department of Child Support Services to identify incentives to increase the success of NCPs’ sustained participation in local workforce programs 8 III. Partnerships and Engagement to Support Greater Opportunities for Competitive Integrated Employment A. AJCC Staff Knowledge and Training Needs about Serving Individuals with Intellectual or Developmental Disabilities and about Programs and Resources Available for the Target Population 8-9 B. Planned Coordination with DOR Point of Contact Regarding Services and Resources for the Target Population Who Are Vocational Rehabilitation Consumers 9 C. DOR Collaboration in Outreach to Employers and Partners to Support Opportunities for Individuals with Intellectual or Developmental Disabil ities to Achieve Competitive Integrated Employment 9 IV. Collaborative Strategies to Strengthen Services for English Language Learners, Foreign Born Individuals and Refugees A. Sharing Resources and Coordinating Services for the Target Population 9-10 B. Increasing Access to Sector Pathway Programs 10 C. Ensuring the Availability of Support Services 10-11 D. Promoting Retention in Training, on the Job and in Career Path Progression 11 Page 1 of 186 E. Coordination and Alignment with Other Plans and Planning Partners 11-12 F. Coordination with the National Farmworker Jobs Program 12 G. Recognizing and Replicating Best Practices 12 V. Other Modifications to FRWDB’s 2017-2021 Local Plan A. Progress on Local Plan Goals 12-13 B. Local Workforce System Priorities 13 SUPPLEMENTAL NARRATIVE Page Attachment A: Stakeholder and Community Outreach and Involvement in the Two -Year Review of the Local Plan 1. Overall Strategy for Community Outreach and Stakeholder Engagement to Support Modification of the Local Plan A. Approach to Conducting Population/Partnership-Specific Input Sessions 14-15 B. Use of an Experienced Facilitator to Guide and Support Discussion 15 C. Capturing Community and Stakeholder Input 15 D. Harnessing Intelligence from On-Going Stakeholder Engagement 15 E. Strengthening Communities of Support around Key Populations and Partnerships 16 2. Specific Efforts to Outreach to the Community and Engage Stakeholders in Discussions on FRWDB’s New Partnership with CalFresh A. Outreach Activities 16-17 B. Efforts to Engage Required CalFresh Partners 17 C. Communication with the State Board regarding CalFresh Forum 17 D. Documentation of Efforts 17 3. Specific Efforts to Outreach to the Community and Engage Stakeholders in Discussions on FRWDB’s New Partnership with Fresno County Department of Child Support Services A. Outreach Activities 18 B. Efforts to Engage Required Child Support/Non-Custodial Parent Partners 18 C. Communication with the State Board regarding Child Support/Non-Custodial Parent Forum 18 D. Documentation of Efforts 18 4. Specific Efforts to Outreach to the Community and Engage Stakeholders in Discussions on FRWDB’s New and Enhanced Partnership with Competitive Integrated Employment Initiative Partners A. Outreach Activities 19 B. Efforts to Engage Competitive Integrated Employment Partners and Key Stakeholders 19 C. Communication with the State Board regarding Competitive Integrated Employment Forum 19 D. Documentation of Efforts 19-20 5. Specific Efforts to Outreach to the Community and Engage Stakeholders in Discussions on FRWDB’s New and Enhanced Partnership with Organizations Serving English Language Learners, Foreign Born Individuals and Refugees A. Outreach Activities 20 B. Efforts to Engage Partners and Key Stakeholders in Improving Services to English Language Learners, Foreign Born Individuals and Refugees 20 C. Communication with the State Board regarding Forum on English Language Learners, Foreign Born Individuals and Refugees 20 D. Documentation of Efforts 20-21 6. Efforts to Outreach to the Community and Engage Stakeholders in Discussions on FRWDB’s Overall Approach to Workforce Programming and Planning through a General Community Forum A. Outreach Activities 21 B. Efforts to Engage Partners and Key Stakeholders in Providing Input on General Workforce System Planning 21 C. Communication with the State Board regarding General Community Forum on Workforce System Planning 21 Page 2 of 186 D. Documentation of Efforts 22 7. Publication of Draft for Public Comment A. Notice on the Availability of the Draft Plan for Public Review and Comment 22 B. Opportunities and Mechanisms for Public Comment 22 C. Results of Invitation for Public Comment 22-23 D. Documentation of Efforts 23 Attachment B: CalFresh Participants – Background and Assessment of Need 1. Overview of the Size and Characteristics of the Total CalFresh Recipient Population 24 2. Overview of the Size and Characteristics of CalFresh E&T Participants 24 3. Types of Workforce Services Needed by the Target Population 24 4. Employment Barriers Experienced by the Target Population and Resources Available to Address Barriers 25 5. Collaboration among the WDB, the Fresno County Department of Social Services, and CalFresh E&T Providers 25 6. Quality and Level of Intensity of Partner Services 25 7. Information Sharing among Partners 25-26 Attachment C: Unemployed, Underemployed and Payment Delinquent Non -Custodial Parents – Background and Assessment of Need 1. Overview of the Size of the Child Support Program Population in Fresno County 27 2. Types of Services Needed by the Targeted Population 27 3. Services Currently Being Provided and How the Workforce-Child Support Partnership Will Modify Types and Quantity of Services Provided 27 4. Barriers Experienced by Child Support Program Participants and Resources to Address Barriers 28 5. Planned Information Sharing to Evaluate Need 28 Attachment D: Engagement with Local Competitive Integrated Employment Partners 1. Engagement with Local Partners to Increase Competitive Integrated Employment for Jobseekers with Intellectual or Developmental Disabilities 29 2. Competitive Integrated Employment Partners (List) 29 3. Planned Coordination with the CIE Local Planning Agreement Partners 29 Attachment E: English Language Learners, Foreign Born Individuals and Refugees – Background and Assessment of Need 1. Overview of Target Population Demographics 30 2. Barriers to Employment and Specialized Needs of the Target Population 30-31 3. Identified Gaps in Workforce System Services for the Target Population 31 4. Outreach and Recruitment Strategies for the Target Population 31 5. Coordination and Alignment among Partners in Serving the Target Population 31-32 Attachment F: Public Comments in Disagreement with Local Plan 33 Exhibits 34-186 Page 3 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD (FRWDB) 2019 BIENNIAL MODIFICATION TO 2017-2021 LOCAL PLAN - PRINCIPAL NARRATIVE I. COLLABORATION WITH THE CALFRESH EMPLOYMENT AND TRAINING PROGRAM AND STRENGTHENED PARTNERSHIP WITH FRESNO COUNTY DEPARTMENT OF SOCIAL SERVICES The CalFresh program in Fresno County is administered by the Fresno County Department of Social Services (DSS), which is responsible for all TANF and related public welfare programs. The FRWDB and our network of AJCCs have a long history of working with DSS on welfare-to-work related projects. The two agencies regularly cross refer clients in accordance with procedures outlined in the partner MOU. Because the CalFresh population is tremendously diverse, this target group is served by all types of education, social services and support organizations. Fresno County DSS has implemented a CalFresh Employment and Training (CFET) Program, using a third-party provider model. DSS contracts with Reading and Beyond, a local non-profit organization that was an early implementer of CFET programs. This model, known as the California Bridge Academy, provides an 18-month program. Its design is flexible and provides basic education, supportive services and training in demand occupations with the goal of the participant moving into a job, then a better job and, ultimately, a career. The Bridge Academy in Fresno County works closely with adult education, the community college system and community-based organizations. Coordination with the AJCCs and the workforce system has grown and CFET participants use the center as a resource for job search. The responses below address approaches for both the CalFresh population and CFET participants. For additional information concerning background and needs assessment of participants in CalFresh and the CFET Program in Fresno County, please refer to description provided in Attachment B. A. Braiding Resources and Coordinating Service Delivery for People Receiving CalFresh to Participate in Workforce Services, Sector Pathway Programs, Supportive Services and Retention Efforts: Given the size and diversity of the population that participates in the CalFresh Program, individuals in this target group are served by many of the workforce system partners and allied stakeholders. The coordination of services to support these job seekers is built on a customer-focused approach, where individual aptitudes, circumstances and priorities are assessed and a service strategy is customized to meet education, training and support needs. When CalFresh participants seek services through the AJCC, they are oriented not just to the services provided under WIOA, but to programs and resources available through the one-stop partners and other local service agencies. A service plan is developed that addresses the full range of needs. Often this will include training provided by local providers, including but not limited to: local education programs and Fresno City College, which prepare participants for careers in regional target sectors, such as construction, manufacturing, and healthcare. Linking participants to community- based resources for housing, medical, legal and other services is part of FRWDB’s braided strategies that ensure participants are equipped to complete training and succeed in the workplace. B. Workforce System Collaboration with Community Organizations Serving Specific CalFresh Populations: For both CalFresh participants and those enrolled in E&T activities, the foregoing response addresses the strategies used by the workforce system to coordinate and leverage resources from stakeholders of all types. Individuals with additional barriers to employment (e.g. job seekers with disabilities, formerly incarcerated individuals, migrant and seasonal farmworkers) will often qualify for specific types of funding and programs, and, in some cases, are referred by those programs to the AJCC and other workforce system providers. County and state justice system agencies, WIOA Section 167 Farmworker programs, the State Department of Rehabilitation (DOR), veterans services programs, refugee support agencies and other organizations with a unique, population-specific focus are part of the workforce system’s extended network of partners. Referrals, co-enrollments and coordinated service delivery are commonplace among stakeholders. C. Workforce Services Available to People Receiving CalFresh That Are Funded by Local/Regional Partners:. Most organizations providing education, training and support services to CalFresh individuals do not use CalFresh enrollment status as a basis for eligibility/participation and do not record this data. Therefore, baseline service levels for most education, training and support programs are not available. Some programs and providers do collect Page 4 of 186 information regarding their participants’ CalFresh status. For example, in PY 2017-2018, the FRWDB served a total of 1,366 CalFresh participants in our WIOA Title I formula-funded programs. Even without the availability of baseline service levels, our recent biennial modification planning and community and stakeholder engagement process revealed that opportunities exist to serve a greater number of CalFresh participants and increase the number of CFET participants by the partners’ working together to promote services to this population. Under the WDB’s leadership, the one-stop partners will collaborate with DSS to identify and develop strategies to specifically market workforce and training programs for CalFresh participants D. Partners’ Roles in Helping Provide Services to and Integrating People Receiving CalFresh into Sector Pathway Programs: The FRWDB is committed to ensuring that participants’ training is focused on demand occupations within priority sectors that hold promise for career advancement, wage gains and a family supporting income. FRWDB provides career exploration, job readiness preparation, career guidance, case management, work- based learning and referrals to training that are sector pathway-focused. CalFresh participants benefit from this focus by participating in services designed to qualify them for jobs that will lead to careers with good wages and benefits. The FRWDB continues to lead discussions among the workforce system stakeholders, including our education partners, regarding the development of coursework and work-based learning strategies focused on regional sector pathways. Examples include a Maintenance Mechanic program, developed under the SlingShot grant, which is offered by Fresno City College, and curricula to support MC3 Pre-Apprenticeship training sponsored by the region’s Building Trades Councils. E. Coordination among Partners to Provide Supportive Services to this Population and Facilitate Program Completion: WIOA, CFET, the Rehabilitation Act and many other programs for which some CalFresh participants may qualify allow for a portion of funds to be used to provide a variety of support that enable participation in services and training and successful transition to employment. For individuals needing supportive services (e.g. housing, medical) that may exceed the resources available through public workforce and education programs, referrals are made to public and non-profit providers throughout the county, such as Department of Social Services, Fresno County Housing Authority, WestCare Foundation, and the Fresno Rescue Mission. As described above, the delivery of services to CalFresh and other workforce system participants begins with assessment and service planning. These services are critical in identifying support needs and form the basis for designing a program of support that will ensure a participant’s success. Additional information on supportive services is provided in Attachment B. F. Strategies to Retain Participants in Regional Sector Pathway Programs and Employment: AJCC staff and representatives of our workforce services partners (e.g. EDD, DOR, local education agencies) orient all prospective candidates to workforce, education and training services that are available to support their career goals. This is followed by assessment and service planning that not only ensure that suitable workforce services are identified, but that customers understand the actions required to advance on a career path that will pay family sustaining wages. These include gaining work experience in an occupation and, frequently, continuing education and training to secure credentials that businesses recognize and value. II. PARTNERSHIP WITH FRESNO COUNTY DEPARTMENT OF CHILD SUPPORT SERVICES The new state-level partnership between the California Workforce Development Board and the California Department of Child Support Services sets the stage for delivering more intensive workforce services to a greater number of non- custodial parents (NCPs) population. FRWDB fully supports the state’s mandate that local partnerships be formed to improve labor market outcomes for unemployed, underemployed and non-custodial parents. Both the workforce system, which is led by the FRWDB, and Fresno County Child Support Services have implemented mechanisms including referral processes to improve workforce service delivery for targeted NCPs. For background information on the target group and an assessment of need, please refer to information provided in Attachment C. A. Existing Workforce and Education Program Partnerships 1. Partners’ Collaboration to Provide Supportive Services to Enhance Job Retention : The population comprising non- custodial parents with child support orders, who are unemployed, underemployed or payment delinquent, is extremely diverse and experiences a vast array of circumstances. Some individuals are completely disconnected from the labor market, having never worked a traditional job and possessing few marketable skills. Others may be Page 5 of 186 formerly incarcerated individuals, including those who are recently released and, therefore, unemployed. Still others may be English language learners, persons with disabilities, disconnected youth or older workers. What they share in common is their status with regard to child support payments, employment and the ability to command family supporting wages within the marketplace. Given the diversity of the population and the spectrum of support needs that is likely to exist, AJCC staff will work individually with each non-custodial parent to determine supportive service needs. Staff is experienced in assessing needs at various levels and in surveying the com munity for resources. Foremost on the list of support services to be addressed are those corresponding to fundamental needs. While WIOA and other federally-funded programs that comprise the one-stop partners may be able to make support funds available on a one-time or short-term basis to meet these needs, AJCC staff works to develop linkages with local organizations to address these needs. AJCC and workforce system partner staff will also work with NCP customers to determine if there may be resources within their personal networks (e.g. family members, friends) that may be able to assist with fundamental support needs. Other “stabilizing” services may include counseling and health services, which can be obtained through referrals to a wide range of agencies, including Fresno County Department of Behavioral Services, the Department of Public Health, and the Fresno County Public Defender’s Office’s Clean Slate Program, along with private, non-profit and community resources such as WestCare Foundation and Turning Point of Central California. Support services that enable participation in training and a successful transition to employment generally include assistance with transportation, child care, work-related clothing, tools and similar services. Such services are available from WIOA, through other one-stop/AJCC partners (when NCPs are co-enrolled in these programs) and through various community agencies. AJCC staff works with all organizations to coordinate services to ensure the full range of customer support needs continue to be met throughout program participation and following job placement. 2. Comprehensive Services to Facilitate Labor Market Success and Career Advancement : As indicated above, AJCC staff and representatives of our workforce services partners (e.g. EDD, DOR, local education agencies) orient all prospective candidates to workforce, education and training services that are available to support their career goals . This is followed by assessment and service planning that not only ensure that suitable workforce services are identified, but that participants understand the actions required to advance on a career path that will pay family sustaining wages. These include gaining work experience in an occupation and, frequently, continuing education and training to secure credentials that businesses recognize and value. Staff will work with each NCP to establish employment goals. Based on the child support obligations of targeted NCPs, the partners recognize that they need to identify employment paying wages sufficient to meet these obligations and provide enough remaining income so that the NCP can support him/herself. Therefore, staff may recommend that NCPs consider em ployment options where an entry-level worker can earn relatively good wages after minimal training or while learning on the job. Among the regional priority industries offering such opportunities are construction, healthcare, manufacturing and transportation and logistics. Entry-level occupations in these industries include: carpenters, ironworkers, medical assistants, licensed vocational nurses, phlebotomists, psychiatric technicians, maintenance mechanics, welders, truck drivers, supply chain coordinators, and warehouse associates. Energy-related jobs such as solar installers also offer such opportunities, albeit in smaller numbers. 3. Impact of WIOA Eligibility Criteria on Serving the Target Population: Based on dialog with leadership and staff of Fresno County Department of Child Support Services and with other system partners that serve targeted NCPs (e.g. social services, probation and parole agencies), two features of WIOA eligibility criteria - selective service registration and documentation of right to work - may impact the ability of NCPs to participate in federally-funded workforce services. With regard to selective service, local boards can review circumstances and have the authority to “forgive” the non-compliance with registration requirements, allowing non-registrants to participate in WIOA. The state has published guidance on required collection of right to work documentation for various services under WIOA. While NCPs lacking documentation could use Basic Career Services at the center and be referred to non-federally-funded programs for assistance, the AJCC would be unable to provide such individuals WIOA Individualized Career Services. 4. Other Obstacles to Serving the Child Support Program Population : Local Child Support professionals and others that work with the NCP population have indicated that the main obstacle to providing workforce services to the Child Support Program population is individual NCPs themselves. According to representatives from Fresno County Department of Child Support Services, some NCPs referred to WIOA/AJCC services will be interested in the opportunity to prepare for jobs that can lead to family-supporting wages and in Child Support Services “incentives,” which are described below. Still, others are afraid to participate in government programs or will not initially be convinced that any “public program” to which Fresno County Department of Child Support Services is making Page 6 of 186 referrals would be beneficial. Key to making the partnership work will be the stakeholders’ developing and promoting messages to NCPs that are benefits-focused and clearly demonstrates that workforce services offer a path to in- demand jobs, careers and good wages. 5. Strategies to Motivate and Support Participation: Fresno County Department of Child Support Services, like local child support agencies (LCSAs) throughout the state, acknowledges that its first priority is to ensure that the county’s children are financially supported and well cared for. To this end, LCSAs have at their disposal a series of “enforcement tools,” such as revocation of drivers’ and professional licenses, attachment of wages, and imposing liens. Conversely, there are several “motivation tools” that Fresno County Department of Child Support Services is willing to utilize to encourage NCPs to take advantage of workforce programs and services. Among these are: restoration of licenses; revisiting support orders to ensure they reflect the current circumstances of the NCP; deferring or lessening the requirement for payment during the time in which NCPs are engaged in workforce services, training and job search; and, in specialized cases, forgiving a portion of past due payments. The WDB, Child Support Services and other stakeholders all agree that the best tool to motivate and support NCPs’ engagement with the workforce system is providing good and accurate information about child support obligations; payment options; labor market and employment opportunities; and services that can lead to well-paying jobs with career ladder potential. Again, under the current partnership, creating clear, positive messaging will be the partners’ top priority. 6. Opportunities for and Obstacles to Local Partnerships: A major obstacle to co-case management and establishing local partnerships is the release of information and data sharing. Many agencies are bound to confidentiality and are unable to share information that may reduce redundancy in providing services. The FRWDB will continue to develop and/or reinforce effective partnerships across WIOA programs and other community based organizations (CBOs) to provide individuals the employment, education, and training services they need. In an effort to meet this goal, the FRWDB has been participating in a project to pilot data sharing software, CommunityPro. CommunityPro offers an integrated system-wide referral management and reporting system that allows each partner agency to keep and enhance its current data tracking systems, while allowing them to share data, track referrals, open spots in classes/workshops and available programs. By utilizing CommunityPro, FRWDB programs are able to refer to local partners/CBOs and effectively promote and develop a “no wrong door,” seamless referral system to maximize resources and better align services. B. Plans for Building Successful Partnerships or Scaling up Existing Successful Partnerships 1. Strategies to Support Participant Retention in Training Programs: FRWDB has been serving NCPs through its referral process with Fresno County Child Support Services for the last two years and both agencies are committed to maintaining communication on the services and outcomes of participants and supporting participants in achieving their employment and wage goals. Providing supportive services and leveraging “incentive tools” from Child Support Services will be key strategies to encourage participants’ retention in training and services. As we do with other job seekers, AJCC staff and partners will assist NCPs in devising long-range career plans, which may include multi-year, multi-step processes to gain work experience and develop high-demand technical skills. The planning process will provide a “road map” for participants to progress along a career path on which experience and attainment of skills and credentials will increase their earning power. 2. Existing, New, and Prospective Workforce and Training Partnerships: FRWDB and Fresno County Department of Child Support Services have an existing referral process that has been instrumental in serving court ordered NCPs that are in contempt due to unpaid child support payments. The FRWDB will work with Fresno County Child Support Services to develop an additional referral process for NCPs that are not mandated to participate in WIOA services. Child Support staff will distribute marketing materials provided by the AJCC to encourage these individuals to seek out WIOA services. A jobseeker that is interested in WIOA Individualized Career Services will arrive to the AJCC with the referral form and staff at the AJCC will assist him/her in becoming enrolled, if eligible, or refer them to suitable partner agencies. 3. Braiding Resources and Coordinating Service Delivery: Through its existing relationship with the FRWDB, Child Support Services will be connected to the entire workforce system, including the WIOA-mandated one-stop partners and a host of local government programs, community agencies, and faith-based organizations that are stakeholders in and contributors to workforce service delivery. AJCC staff will function as the principal case managers for NCPs enrolled in workforce programs, but will make referrals and promote co-enrollments, as appropriate and necessary, to training and service partners, thereby accessing additional resources. Page 7 of 186 4. Coordination with Community-Based Organizations to Serve the Target Population: Given the diverse nature of the target population and the fact that NCPs, generally, do not identify themselves as such, local CBOs are often not aware of the number of individuals from the target population that they are serving. This is true of the WDB itself, as AJCC staff is often unaware that a participant has an order for payment of child support. Staff indicates that an issue signaling payment delinquency is a participant having a suspended driver’s license. Under the partnership between Child Support and the FRWDB, NCPs will have access to a wide range of public and private programs that collaborate on a regular basis with the AJCC and the workforce system. These linkages will allow NCPs to access services and support resources that not only enable their participation in training, but make supporting them selves possible on entry-level wages, while making child support payments. 5. Referral Processes and Systems: The Fresno County partners have developed two referral processes: one for court ordered NCPs and a second process for voluntary referrals. Fresno County Department of Child Support Services provides a referral form to participants to access Basic Career Services through the AJCCs. For court ordered referrals, the NCP will call the Point of Contact (POC) at a preferred Workforce Connection office (our AJCCs) to schedule an initial visit. The participant arrives to a scheduled appointment and provides the POC with the referral form, completes the Universal Release Form and receives a tour of the resource room. The jobseeker attends orientation, and, if interested in receiving WIOA services, staff assists the NCP in completing the WIOA eligibility and enrollment process. Once enrolled, jobseekers participate in a variety of WIOA services and a report will be generated to show the status of activities. A letter stating participation in services is provided to the jobseeker upon request. For voluntary NCPs, the Child Support Services staff will also provide marketing materials and information on services offered by the AJCC and the system partners. C. Working with the Local Child Support Agency to Identify Incentives to Increase the Success of Non- Custodial Parents Sustained Participation in Local Workforce Programs Tools and incentives to promote participation and retention are those described under item A.5, above. III. PARTNERSHIPS AND ENGAGEMENT TO SUPPORT GREATER OPPORTUNITIES FOR COMPETITIVE INTEGRATED EMPLOYMENT During the course of reviewing and modifying our 2017-2021 Local Plan and as a result of our community and stakeholder engagement process, FRWDB and partners within the local workforce system have developed a clear understanding of the goals set at the state level by the State Department of Rehabilitation (DOR), the Department of Developmental Services (DDS) and the State Department of Education (DOE) in connection with their agreement to increase competitive integrated employment (CIE) opportunities for individuals with intellectual or developmental disabilities. We became familiar with the CIE Blueprint and with the guidance the state agencies have provided to their local counterparts with regard to the development of Local Partnership Agreements (LPAs) to support the expanded use of CIE throughout California. On October 18, 2018, the FRWDB convened stakeholders from the disability services community in a forum focused on use of CIE. Among those invited were representatives of the local agencies that represent the state CIE partners: the DOR District Office; the regional center serving Fresno County; and local education agencies. Those participating in the forum learned that, while the presumed LPA partners have agreed to meet and work toward the development of an LPA, as of the publication of this Plan Modification, the LPA has not been finalized. The LPA partners have not communicated to the workforce system their preferences on how we should work to support the LPA’s goals on CIE expansion. Therefore, this section of the Modification simply expresses the FRWDB’s and the workforce system partners’ willingness to support the LPA partners’ approach and efforts once they are determined; describes the FRWDB’s significant experience and capabilities in serving individuals with disabilities; and suggest s various ways in which the workforce system could support DOR in its employer engagement efforts in furtherance of the CIE goals. For additional information on the LPA partners and anticipated plans to increase the availability of CIE in Fresno County, please refer to descriptions provided in Attachment C. A. AJCC Staff Knowledge and Training Needs about Serving Individuals with Intellectual or Developmental Disabilities and about Programs and Resources Available for the Target Population: Both FRWDB/AJCC staff and managers and staff representing the system partners have expressed interest in training from the LPA partners about the workforce-related needs and barriers of individuals with intellectual disabilities (ID) and developmental disabilities (DD), as the workforce system, overall, has limited experience working with this target group. FRWDB, Page 8 of 186 however, already works closely with DOR in many ways. In addition to having the agency’s staff co-located within the AJCC, center staff works closely with DOR to assess customers’ needs and determine circumstances when individuals with disabilities would benefit from co-enrollment in WIOA and DOR programs. The “Ticket to Work” program is co-located in the Fresno Comprehensive AJCC. Training in which FRWDB, AJCC and partner staff has participated include DOR’s “Serving Customers with Disabilities,” TTY, and a course on “Mental Health First Aid,” provided by the Department of Behavioral Health. The FRWDB is currently working with partners to provide additional training in disability sensitivity and awareness training for AJCC staff. In addition to acknowledging the need for CIE-specific training, the partners have identified a number of topics in which training is desired. These include: disability awareness; working with customers with mental health issues; understanding dual diagnosis; reducing stigma; and understanding trauma. State guidance on the CIE initiative indicates that DOR and State Board leadership will ensure that training is available for AJCC staff and that the DOR District Office will assign a point of contact to support the workforce system’s CIE activities. FRWDB will work with state and local CIE partners to secure training for AJCC frontline staff and system stakeholders. B. Planned Coordination with DOR Point of Contact Regarding Services and Resources for the Target Population Who Are Vocational Rehabilitation Consumers: FRWDB has not yet been assigned a DOR point of contact for the CIE expansion initiative. We anticipate that this will occur following the completion of the LPA. We intend to work closely with our DOR-assigned contact to engage with contractors that serve the target population and to coordinate our services with the LPA partners. C. DOR Collaboration in Outreach to Employers and Partners to Support Opportunities for Individuals with Intellectual or Developmental Disabilities to achieve Competitive Integrated Employment: As indicated above, FRWDB and AJCC staff currently collaborates with DOR to serve participants with disabilities. Supporting DOR’s business outreach efforts to expand the use of CIE would be a natural extension of our current, productive working relationship. While DOR has not communicated its goals or its approach to increasing CIE opportunities throu gh the LPA, we envision being able to support DOR’s efforts in several ways. We are prepared to work with DOR representatives to develop messaging about CIE opportunities that focuses on the assets that individuals from the target group bring to the work place. Currently, there is no significant coordination of business outreach between DOR, FRWDB Business Services Staff and AJCC staff. However, the FRWDB will work with DOR’s Business Specialist to develop an outreach plan and identify companies that are capable of implementing work experience and training activities under “earn and learn” models. In addition, the FRWDB will harness talent from across the local workforce system to support CIE efforts. IV. COLLABORATIVE STRATEGIES TO STRENGTHEN SERVICES FOR ENGLISH LANGUAGE LEARNERS, FOREIGN BORN INDIVIDUALS AND REFUGEES The needs of immigrants, refugees and individuals in the process of developing English fluency are of paramount importance to the social and economic well-being of Fresno County. Of the approximately 930,450 people who call the county home, over 50 percent are Hispanic or Latino and one in every five individuals is foreign -born. The FRWDB is committed to working across disciplines with stakeholders from education, economic development, socia l services and workforce development to ensure that immigrant job seekers and their families have access to a broad range of services that will reduce barriers they encounter in the labor market and to training and other services that prepare them for opportunities in high-growth/high-demand occupations in local and regional priority sectors. A key element of our approach to effectively serving and meeting the unique needs of English language lea rners and immigrants from wide ranging backgrounds and circumstances is regular communication with organizations that serve them and businesses that employ them or seek to hire them. This on-going dialog among stakeholders is reflected in the following descriptions of strategies, partnerships and priorities in servi ng this target population. As described below, the implementation of a state-funded English Language Learner (ELL) Workforce Navigator Pilot Project has enabled us to transform this dialog into effective plans of action on behalf of immigrants and their fa milies living throughout the county. For background information on the target group and an assessment of need, please refer to descriptions provided in Attachment E. A. Sharing Resources and Coordinating Services for the Target Population: The narrative that follows describes the various ways that stakeholders in Fresno County work in collaboration and partnership to address the workforce Page 9 of 186 needs of immigrants, refugees and English language learners. FRWDB plays a central role in coordinating agencies, programs and resources. B. Increasing Access to Sector Pathway Programs: The Local Plan developed by FRWDB in 2017 outlines steps that were being taken at that time to ensure access to various education and workforce services for English language learners. FRWDB’s efforts to braid resources and coordinate service delivery for English learners, the foreign born and refugees, includes but not limited to the following: Participating in local partner meetings to share information, foster collaboration, and encourage co-enrollment; Aligning adult basic education measures of basic skills proficiency with the State Center Adult Education Consortium (SCAEC) to share resources and avoid duplicating services; Utilizing the Workforce Navigator model to effectively support and facilitate workforce success; Providing on-going, targeted outreach to CBOs to develop new partnerships and strengthen current ones; Modifying AJCC MOUs to include commitments to serve target populations through co-enrollment strategies; and Making workforce processes more accessible, with “no wrong door” for English language learners’ to access services. While assisting English language learners in improving their fluency and attaining academic credential s is fundamental to increasing their prospects for well-paid jobs, for most in this target group, the need to earn a family- supporting income is critical. Fresno County workforce system partners (including the AJCC, EDD, education providers and CBOs) recognize that this target group needs long-term interventions that will include on-ramps and off-ramps from education to better jobs and careers. Workforce system partners are successful in assisting job seekers in finding entry-level employment in priority sector careers. Industries where immigrants and those learning English are experiencing the most success include construction, manufacturing, healthcare and transportation/logistics, all of which offer a path to good wages with minimal time spent in formal tr aining. Examples of occupations in these industries include: construction laborers, welders, machine operators, home health aides, custodians, and truck drivers. As described in Section V of this Plan Modification, educational partners are developing and offering more courses in demand sectors and the system’s use of work-based models provides “earn and learn” opportunities that are welcomed by customers. C. Ensuring the Availability of Support Services: In partnership with the Madera County WDB, the FRWDB implemented the ELL Navigator Pilot, providing referrals to ELL and immigrant populations for services such as immigration assistance, increased access to community resources and community based organizations. In addition, the pilot provided funding for ESL classes, GED classes, vocational training, such as truck driving, and transitional jobs in occupations such as office clerks and outreach coordinators. Furthermore, the program also provided translation and evaluation of foreign degrees to assist individuals in obtaining employment or entering higher education. Eligible individuals were also referred to the AJCC for WIOA employment and training services. The pilot ended in December 2018. However, utilizing lessons learned from the pilot, the FRWDB has created a permanent Workforce Services Navigator position. The Navigator evaluates each participant’s need for services to support their participation in training and job search and their success on the job. The target population is diverse, ranging from refugees who completed college in their home countries, to immigrants with low literacy in their native languages. And, while economic circumstances may vary, the vast majority of individuals in the target group are low income and they generally have limited skills with which to compete in the labor market. Because of limited resources and the frequent need to participate in multiple activities and services, access to various forms of support can be critical. In addition to utilizing a portion of WIOA Title I allocation to provide support, AJCC staff works closely with partners to secure services for participants. Braiding resources has created stronger collaboration and infrastructure to support dual enrollment, which enhances access to not only technical education and industry-focused career pathways tailored to the needs of English language learners, but also to assist participants in identifying and overcoming obstacles. These include, but are not limited to, housing vouchers, energy assistance, emergency food and food pantries, and transportation assistance. Other forms of support (e.g. legal, immigration and translation) may be provided by various organizations with which FRWDB and the AJCC collaborate, such as: Centro La Familia, the San Joaquin College of Law-New American Legal Clinic, Fresno Unified DREAM Resource Center, and the Mexican Consulate. Many of the one-stop partners programs (e.g. Rehabilitation Act, Title V of the Older Americans Act) also offer a range of supportive services to individuals enrolled in their programs. For those who qualify and need services Page 10 of 186 from those programs, referrals resulting in co-enrollment may be made. Partners with which enrollment is common include: DOR for vocational rehabilitation, job training, and placement services; Ticket to Work for career counseling, vocational rehabilitation, job placement, and training; and the current Title V providers, the National Council on Aging and Senior Service America, Inc., for job search assistance and work experience opportunities. D. Promoting Retention in Training, on the Job and in Career Path Progression: As suggested above, the keys to promoting the progression of ELL and immigrant job seekers into self-sustaining and family-supporting careers are: career information; career planning; and the availability of flexible and modular services offering a variety of on- and off-ramps. Collaborating across organizations and disciplines, the workforce system partners and allied stakeholders all recognize the need to balance the immediate income requirements of the target groups with their need to build language and technical skills that will qualify them for well -paid jobs. Developing this balance starts by making available comprehensive information about the labor market and careers in the region. Using this information, stakeholders assist customers in devising long-range career plans, which may include multi-year, multi-step processes to gain work experience and develop technical skills. The more flexible and diverse services are, the greater the likelihood that participants will remain engaged or periodically re-engage over the long-term. Community- based and education partners offer strategic resources for such engagement. The availability of training and services during the evening, on weekends, during agricultural “slow-down” periods and at remote locations all contribute to customers taking advantage of services over time. Through convening of stakeholders by the Workforce Services Navigator, the AJCC partnership, the adult education consortium and other providers are continuing to strategize and innovate on best practices as described in subsection G, below. E. Coordination and Alignment with Other Plans and Planning Partners: The local workforce services plan most closely aligned to the mission and objectives of the FRWDB and the local workforce system is the Annual Plan of the State Center Adult Education Consortium (SCAEC), which serves Fresno and Madera counties and border communities in Kings and Tulare counties. The current SCAEC Plan’s Executive Summary indicates “We improved collaboration with local Workforce Boards by working closely on the ELL Navigator Pilot. Our primar y goals for this year will be to increase adult basic education availability, especially in rural areas, expand courses for immigrants, concentrating on ESL and Citizenship classes.” The following information is also excerpted from the Consortium’s 2018-2019 Annual Plan. Regional Need #1 Gaps in Service/ Regional Needs Need to offer more short term CTE courses, as recommended by employers and LMI data. How do you know? What resources did you use to identify these gaps? Basing their decisions on LMI data, we have heard requests for specific, short-term CTE courses from Local Workforce Development Boards, employers, advisory committee members, and industry - education partnership groups, such as the San Joaquin Valley Manufacturing Alliance. Often our adult schools do not have the curriculum, nor the instructors, to provide needed CTE classes. How will you measure effectiveness/progress towards meeting this need? We will measure effectiveness by collecting data on enrollment, attendance, program completion rates, the number of students employed or advanced, and students transitioning into community college. Regional Need #3 Gaps in Service/ Regional Needs Need to expand courses for immigrants, including VESL, ESL and Citizenship classes. How do you know? What resources did you use to identify these gaps? This gap was identified by the region in its original analysis of gaps. According to the data and statistics gathered from the Census and Regional Fact Sheet, there is a high immigrant population and a limited number of noncredit, introductory ESL classes. How will you measure effectiveness/progress towards meeting this need? Monitor the increase in ESL course offerings, as well as, track students' level advancement, retention, and completion rates. Page 11 of 186 As suggested by the foregoing excerpts, FRWDB and the Consortium agencies work together to address the needs of immigrants, refugees and those learning English. F. Coordination with the National Farmworker Jobs Program: FRWDB’s 4-Year Local Plan currently describes various ways in which the FRWDB, AJCC staff, and system partners collaborate with Proteus, Inc., which is the WIOA 167 Migrant and Seasonal Farmworker (MSFW) Program grantee for Fresno County. Under the current WIOA partner MOU, MSFW staff is co-located in the Selma AJCC affiliate site and works closely with AJCC staff to provide referrals and co-enrollment opportunities between the two programs. Proteus’ leadership and staff are connected to the local workforce system not only as the MSFW provider, but also as a WIOA service provider for Dislocated Workers, Adult and Youth programs for the last 18 years. Proteus manages affiliate AJCC sites in Selma and Reedley, providing basic career services, individualized career services and training services. With the Proteus MSFW and AJCC staff working together to serve and co-case manage participants, they are able to ensure that eligible MSFW participants and eligible WIOA participants have access to the full array of services provided by both programs. Proteus staff regularly participates in AJCC provider and partner meetings, staff development and cross- training events. G. Recognizing and Replicating Best Practices: While strong, effective practices for collaboration and service delivery exist throughout the county and among many providers, the best example of collaboration and alignment of services to support the needs of English learners and immigrant customers is the ELL Workforce Navigator Pilot Project. The project has resulted in the expansion of coordination among the AJCC, local CBOs SCAEC, the community college district and many other organizations to recruit, serve, train and place individuals from this target group. Based on partnerships and strategies developed under the pilot, the FRWDB’s Workforce Services Navigator will continue to spearhead additional innovations, such as increasing the number of ELL customers that co-enroll into WIOA Title II programs, including ESL and HiSET; making available alternative methods of instruction, when Adult School is not in session (e.g. the community college’s pronunciation course during the summer); and offering assistance to secure formal review and evaluation of foreign degrees, credentials and prior learning. V. OTHER MODIFICATIONS TO FRWDB 2017-2021 LOCAL PLAN The current four-year Local Workforce Plan for Fresno County was developed to ensure compliance with WIOA requirements for preparation and publication of such plans by local boards and was structured in accordance with guidance outlined in State Workforce Services Directive WSD16-07. Submitted to the State Board in March 2017 as part of the SJVAC RPU’s regional and local plan package, Fresno County’s plan was later approved and signed by the County’s Chief Elected Official and the WDB Chairman. In July 2017, the plan received the Governor’s approval and will remain in effect, guiding local programs and service priorities, through June 2021. In conjunction with the biennial update and modification process, agency leadership has reviewed the current plan to determine both progress made on goals and where local priorities may have evolved or shifted. Outcomes of this review are highlighted below. A. Progress on Local Plan Goals: Much of the FRWDBs Local Workforce Plan’s content concentrates on program design, program operations and system alignment among partners and stakeholders. Consequently, our plan indicated a number of goals focused on these areas, including the following. Sector Strategies: The FRWDB had a two part goal under the Sector Strategies model. The first goal was to expand the one-stop delivery system to include specialized sector-based orientations. This goal has been accomplished with the implementation of sector-based orientations for government, healthcare, manufacturing and trades provided at the comprehensive AJCC. These orientations are conducted by individuals that are experts in the various sectors. They provide information on wages, minimum hiring requirements, available training and the application p rocess for these high demand sectors. The second goal set by FRWDB under the Sector Strategies model was to open sector one-stops for government, healthcare, manufacturing, and trades. In 2015, the FRWDB opened its first sector one - stop for the government sector. As indicated in the local plan, the FRWDB planned to open AJCCs for healthcare, manufacturing and trades. However, this phase of the goal has not been fully realized. While the initial plan to open additional sector one-stops has not been fully implemented, it is still a work in progress. The FRWDB has extended the timeframe to have the model fully implemented by 2021. Page 12 of 186 Work-Based Learning Opportunities: Under the current plan, our goal was to expand our Manufacturing Internship Program into additional sectors. This has been accomplished and, beginning in 2018, the FRWDB has added automotive and logistics to the sectors served by this model. FRWDB will continue to evaluate local demand occupations to build on this model. Another expansion in our work-based learning programs is the development of the transitional jobs model. Under this model, individuals are placed into work -based learning opportunities to assist in the development of skills and employment history. This model has been used in industries such as Wastewater Treatment, Construction Trades, and Green Energy. Maximizing coordination with Wagner-Peyser: To align with State’s goal to integrate Wagner-Peyser staff into the AJCCs, the FRWDB worked with the local EDD office to co-locate EDD staff at the Fresno Comprehensive AJCC. This goal was accomplished in July 2018, with relocation of all of the EDD staff from the Fresno Elm office to the Fresno Comprehensive AJCC, which is now a full-service EDD location. B. Local Workforce System Priorities: The process of strategic planning and establishing goals for the workforce system is integral to the work of the FRWDB, its administrators and staff. With the implementation of WIOA in 2015 and the 2016 publication of State guidance on regional and local workforce plans, Fresno County has adopted planning strategies and approaches that are broader than in the past, focusing more intensively on supporting regional goals and collaboration with system partners. This approach also aligns our efforts more closely to the three core objectives of the State Plan: demand driven skills attainment, upward mobility and equity for individuals with barriers to employment, and system alignment. In examining the objectives of our current plan as part of the two- year update, we recognize that some Fresno County priorities have evolved or changed altogether over the last 24 months. While these shifts in priority do not fundamentally alter our goals, they do signal that a strengthened economy and changes in the pool of workers seeking employment bring new opportunities and challenges. Upon evaluation of the ELL pilot project, the FRWDB was able to identify areas of weakness in the current process flow and learned that there was a major need for a Workforce Services Navigator to ensure all participants have access to services tailored to meet their specific circumstances. Therefore, the FRWDB will be amending the current process flow to be more customer-centered and will be adding the position of Workforce Services Navigator to ensure special populations such as English language learners and foreign-born individuals (as well as justice-involved individuals, individuals with disabilities, NCPs, and individuals receiving CalFresh) do not get lost in the system. In addition, the FRWDB has been exploring ways to better serve all WIOA participants with a more customer-centered approach. In our experience working with individuals under WIA and WIOA, the most common reasons for participants’ failing to complete the program are hurdles that arise due to family issues, such as: 1) lack of support and/or negative influences from family members, 2) parents dealing with school-related issues with children in the home and 3) family illness or need to care for elderly family members. In an effort to address these issues, the FRWDB submitted an application and was selected to participate in the Family-Centered Employment Community of Practice pilot project. Through this pilot, the FRWDB will be able to identify best practices in designing and implementing family-centered employment strategies to expand the Workforce Board’s ability to successfully serve participants. Page 13 of 186 ATTACHMENT A SUPPLEMENTAL NARRATIVE STAKEHOLDER AND COMMUNITY OUTREACH AND INVOLVEMENT IN THE TWO-YEAR REVIEW OF THE LOCAL PLAN The FRWDB initiated a process for the biennial review and modification of our local plan that involved not only management and staff of o ur agency, but a wide range of workforce system partners, local stakeholders and representatives of the communities that we serve. The content of the FRWDB’s Local Plan Modification is substantially influenced by and representative of organizations and individuals committed to developing and maintaining a prepared and capable local workforce. 1. Overall Strategy for Community Outreach and Stakeholder Engagement to Support Modification of the Local Plan The primary method of obtaining community and stakeholder input on the Local Plan Modification was to invite participation in a series of five public forums. Four of the forums were focused on the principal partnerships and populations to be addressed by the Plan Modification and the fifth was a general community forum , during which participants were asked to share ideas and recommendations on priorities that should shape workforce development service delivery in Fresno County. At the opening of each forum, participants were informed of the session’s objectives, which were: To give stakeholders and the community the opportunity to weigh in on the needs of the target group being discussed; To learn from service providers, stakeholders and customers about best practices in meeting service needs; To identify gaps in services; and To hear recommendations for improving the content, availability and quality of services for the target group under consideration. A. Approach to Conducting Population/Partnership-Specific Input Sessions: For each of the five (5) forums, an agenda was published so that invited stakeholders and members of the community were informed in advance of what, specifically, would be discussed. Each session was scheduled for approximately two hours. The forums addressed the following topics: 1. Collaborating with CalFresh Employment and Training Programs 2. Improving Services to Individuals with Disabilities through Competitive Integrated Employment 3. Improving Coordination and Collaboration among Stakeholders to Strengthen Services to English Language Learners, Foreign Born Individuals and Refugees Page 14 of 186 4. Strengthening Partnerships with Local Child Support Agencies to Serve Non-Custodial Parents 5. Community Forum on Local Workforce Planning The general community forum was held after regular work hours to enable members of the community to participate. B. Use of an Experienced Facilitator to Guide and Support Discussion To promote neutrality and encourage open input during the forums, FRWDB engaged David Shinder to serve as facilitator for the initial forum and to train selected staff in techniques to train staff in techniques for facilitating the remaining forums. David is well qualified for both the facilitator and train-the-trainer functions as he has more than 35 years of experience in the field of workforce development and has facilitated hundreds of forums and planning sessions in his career. He is the principal author of the San Joaquin Valley and Adjacent Counties (SJVAC) 2017-2021 Regional Plan and has extensive past experience working in Fresno County and throughout the San Joaquin Valley. C. Capturing Community and Stakeholder Input: To promote contribution to the planning process by a wide range of organizations and points of view, FRWDB used several methods to inform stakeholders and the community about the forums. These included: Direct email to partners and a broad array of stakeholders, including organizations listed in the State Board’s Directory of Planning Partners Posting of meeting notices in the AJCCs Posting of the agenda and meeting notices on the FRWDB’s website Posting of meeting announcements on the State Board’s website (following e-mail notification to designated State Board staff) The forums were audio recorded and the recordings were used as the basis for developing summary notes for each forum. Meeting notes are attached as exhibits to this Plan Modification. D. Harnessing Intelligence From On-Going Stakeholder Engagement The forums held as part of the process to modify and update FRWDB’s 2017-2021 Local Plan represent just a small part of the many ways in which the local board gathers stakeholder input on an on -going basis. Examples of other on-going stakeholder engagement activities include regular meetings between WDB/AJCC representatives and managers and staff of DOR, where a wide range of issues are discussed regarding services for customers with disabilities. Summaries of several of these meetings are attached as Exhibit A-1-a. Page 15 of 186 E. Strengthening Communities of Support around Key Populations and Partnerships The forums held as part of the process to update and modify the Local Plan produced the ancillary benefit of fostering communities of practice and support around priority populations and issues. While the WDB is diligent in bringing together the one-stop partners on a monthly basis to discuss a wide range of issues pertaining to the delivery of services to job seekers and businesses in Fresno County, the forums have served to foster and/or strengthen partnerships on specific issues. Dialogs are taking place among many stakeholder on strategies to best serve English language learners, partnerships to promote the expansion of competitive integrated employment for individuals with intellectual and developmental disabilities, and process to increase the referrals of NCPs to workforce programs to bolster their earning power and ability to support their children. The WDB anticipates using community forums in the future as a means to capture the interest of the community and engage stakeholders in issues-specific conversations. 2. Specific Efforts to Outreach to the Community and Engage Stakeholders in Discussions on FRWDB’s New Partnership with CalFresh A community and stakeholder forum on the CalFresh Employment and Training Program was held at the Fresno Comprehensive AJCC on October 24, 2018 from 2:30 p.m. until 4:30 p.m. To promote dialog and secure feedback and recommendations from stakeholders and members of the community that participated in th e forum, the following questions/talking points were presented for the group’s consideration: Are CalFresh Employment and Training programs currently available in the local area? If so, what services are provided and which are the organizations providing them? What types of workforce services are needed to help people receiving CalFresh succeed in the local labor market? What barriers to employment are faced by CalFresh recipients and what resources are available to help assist them to overcome those barri ers? What partnerships currently exist or could be developed among the local workforce system, the county agency that manages CalFresh, and other organizations that provide or could provide services to CalFresh recipients? How do the partners work with one another and how do they share information? Are CalFresh recipients being referred to programs that prepare them for high demand jobs in the region’s priority sectors? What services or systems are in place that could help CalFresh recipients succeed in such programs and on the job? A. Outreach Activities: On September 25, 2018, a notice regarding the forum was placed on the FRWDB website. A printed notice was posted at Page 16 of 186 the Fresno Comprehensive AJCC and all affiliate AJCC sites in Fresno County. B. Efforts to Engage Required CalFresh Partners: On September 25, 2018, direct emails were sent to CalFresh stakeholders, including those on the State Directory. C. Communication with the State Board regarding CalFresh Forum: On September 20, 2018, email notification about the forum was sent to the designated contact persons at the State Board. D. Documentation of Efforts: Attached are the following items that document outreach and engagement efforts on this topic. Exhibit A-1-b: Sample flyers and promotional Information Exhibit A-1-c: Sample outreach-related email communication Exhibit A-1-d; Documentation of notification on forum to State Board Exhibit A-1-e: List of individuals and organizations invited to participate in forum Exhibit A-2-a: List of individuals that participated in forum, included their contact information Exhibit A-2-b: Sign-in sheet(s) for forum Exhibit A-2-c: Exhibit A-2-g: Forum agenda Exhibit A-2-d: Forum presentation (PowerPoint) Exhibit A-2-e: Meeting notes summarizing the content of forum discussions 3. Specific Efforts to Outreach to the Community and Engage Stakeholders in Discussions on FRWDB’s New Partnership with Fresno County Child Support Services A community and stakeholder forum on Partnership with Child Support to Serve Non-Custodial Parents was held at the Fresno Comprehensive AJCC on October 10, 2018 from 3:00 p.m. until 5:00 p.m. To promote dialog and secure feedback and recommendations from stakeholders and members of the community that participated in the forum, the following questions/talking points were presented for the group’s consideration: What barriers to employment are most common among targeted NCPs? What are NCPs’ service needs (particularly with regard to job skills and employment) and what services are currently available? What organizations collaborate locally to promote skills development, employment and career advancement for targeted NCPs? Among the NCP service partners, (e.g. Child Support, Family Court, AJCCs, training providers and community-based organizations), what referral and information sharing systems are in place? Page 17 of 186 What strategies and tools are used to motivate and incentivize NCPs’ acting on referrals, participating in training/skills development and retention in employment? How can local organizations work better to ensure positive employment and career outcomes for NCPs? A. Outreach Activities: On September 25, 2018, a notice regarding the forum was placed on the FRWDB website. A printed notice was posted at the Fresno Comprehensive AJCC and all affiliate AJCC sites in Fresno County. B. Efforts to Engage Required Child Support/Non-Custodial Parent Partners: On September 25, 2018, direct emails were sent to Child Support Program/NCP stakeholders, including those on the State Directory. C. Communication with the State Board regarding Child Support/Non- Custodial Parent Forum: On September 20, 2018, email notification about the forum was sent to the designated co ntact persons at the State Board. D. Documentation of Efforts: Attached are the following items that document outreach and engagement efforts on this topic. Exhibit A-1-b: Sample flyers and promotional Information Exhibit A-1-c: Sample outreach-related email communication Exhibit A-1-d: Documentation of notification on forum to State Board Exhibit A-1-e: List of individuals and organizations invited to participate in forum Exhibit A-3-a: List of individuals that participated in forum, included their contact information Exhibit A-3-b: Sign-in sheet(s) for forum Exhibit A-3-c: Forum agenda Exhibit A-3-d: Forum presentation (PowerPoint) Exhibit A-3-e: Meeting notes summarizing the content of forum discussions 4. Specific Efforts to Outreach to the Community and Engage Stakeholders in Discussions on FRWDB’s New and Enhanced Partnerships with Competitive Integrated Employment Initiative Partners A community and stakeholder forum on Improving Services to Individuals with Disabilities was held at the Fresno Comprehensive AJCC on October 18, 2018 from 9:00 a.m. until 11:00 a.m. To promote dialog and secure feedback and recommendations from stakeholders and members of the community that participated in the forum, the following questions/talking points were presented for the group’s consideration: Page 18 of 186 How are DOR and the workforce system (i.e. the local Board and the AJCCs) currently working together with local partners (such as regional centers, special education and Workability programs, among others) to support the employment goals of individuals with intellectual disabilities and developmental disabilities? Are efforts underway for the partners to collaborate on the use of CIE for job seekers with ID/DD? Have discussions begun on the development of a Local Partnership Agreement to create more CIE opportunities? If not, how can this be accelerated? Have workforce system staff received training in serving individuals with ID/DD and are they knowledgeable about programs and services available to assist this target group? What additional training and information is needed? How are DOR and the local workforce system working together to outreach to employers and partners to support individuals with ID/DD in achieving CIE? If efforts are not yet underway, what will be done? Have recruitment, referral and employer engagement strategies been defined? If not, what is planned? A. Outreach Activities: On September 25, 2018, a notice regarding the forum was placed on the FRWDB website. A printed notice was posted at the Fresno Comprehensive AJCC and all affiliate AJCC sites in Fresno County. B. Efforts to Engage Competitive Integrated Employment Partners and Key Stakeholders: On September 25, 2018, direct emails were sent to the CIE partners and disability services stakeholders, including those on the State Directory. C. Communication with the State Board regarding Competitive Integrated Employment Forum: On September 20, 2018, email notification about the forum was sent to the designated contact persons at the State Board. D. Documentation of Efforts: Attached are the following items that document outreach and engagement efforts on this topic. Exhibit A-1-b: Sample flyers and promotional Information Exhibit A-1-c: Sample outreach-related email communication Exhibit A-1-d: Documentation of notification on forum to State Board Exhibit A-1-e: List of individuals and organizations invited to participate in forum Exhibit A-4-a: List of individuals that participated in forum, included their contact information Exhibit A-4-b: Sign-in sheet(s) for forum Exhibit A-4-c: Forum agenda Exhibit A-4-d: Forum presentation (PowerPoint) Page 19 of 186 Exhibit A-4-e: Meeting notes summarizing the content of forum discussions 5. Specific Efforts to Outreach to the Community and Engage Stakeholders in Discussions on FRWDB’s New and Enhanced Partnerships with Organizations Serving English Language Learners, Foreign Born Individuals and Refugees A community and stakeholder forum on Improving Services for English Language Learners, Foreign Born Individuals and Refugees was held at the Fresno Comprehensive AJCC on October 3, 2018 from 10:00 a.m. until 12:00 p.m. To promote dialog and secure feedback and recommendations from stakeholders and members of the community that participated in the forum, the following questions/talking points were presented for the group’s consideration: What are the needs of individuals in this category? What are the principal barriers to employment faced by these individuals? What partnerships and collaborative efforts exist that enable local organizations to provide services to meet these needs? What outreach and recruitment strategies are effective in connecting individuals from these target groups to skills training and livable wages? What strategies are in place to provide these individuals with job skills and training that will enable them to progress into livable wage jobs and careers? Where do gaps in services exist for this target population and what can we do to bridge these gaps? A. Outreach Activities: On September 25, 2018, a notice regarding the forum was placed on the FRWDB website. A printed notice was posted at the Fresno Comprehensive AJCC and all affiliate AJCC sites in Fresno County. B. Efforts to Engage Partners and Key Stakeholders in Improving Services to English Language Learners, Foreign Born Individuals and Refugees: On September 25, 2018, direct emails were sent to ELL and immigrant stakeholders, including those on the State Directory. C. Communication with the State Board regarding Forum on English Language Learners, Foreign Born Individuals and Refugees: On September 20, 2018, email notification about the forum was sent to the designated contact persons at the State Board. D. Documentation of Efforts: Attached are the following items that document outreach and engagement efforts on this topic. Exhibit A-1-b: Sample flyers and promotional Information Exhibit A-1-c: Sample outreach-related email communication Exhibit A-1-d: Documentation of notification on forum to State Board Page 20 of 186 Exhibit A-1-e: List of individuals and organizations invited to participate in forum Exhibit A-5-a: List of individuals that participated in forum, included their contact information Exhibit A-5-b: Sign-in sheet(s) for forum Exhibit A-5-c: Forum agenda Exhibit A-5-d: Forum presentation (PowerPoint) Exhibit A-5-e: Meeting notes summarizing the content of forum discussions 6. Efforts to Outreach to the Community and Engage Stakeholders in Discussions on FRWDB’s Overall Approach to Workforce Programming and Planning through a General Community Forum A general community forum on Local Workforce Planning was held at the Fresno Comprehensive AJCC on November 1, 2018 from 5:30 p.m. to 7:00 p.m. To promote dialog and secure feedback and recommendations from stakeholders and members of the community that participated in the forum, the following questions/talking points were presented for the group’s consideration: What services and support do job seekers need to help prepare for and find work? What types of training are most needed in the area? Do people in the community have a good understanding of the programs and services that are available to assist them? If not, what is the best way to get the word out? Are there specific gaps between the services that are available and the services that people need? If so, how can we bridge those gaps? If you were writing the local workforce p lan, what would your priorities be and why? A. Outreach Activities: On September 25, 2018, a notice regarding the forum was placed on the FRWDB website. A printed notice was posted at the Fresno Comprehensive AJCC and all affiliate AJCC sites in Fresno County. B. Efforts to Engage Partners and Key Stakeholders in Providing Input on General Workforce System Planning: On September 25, 2018, direct emails were sent to stakeholders, including those on the State Directory. C. Communication with the State Board regarding General Community Forum on Workforce System Planning: On September 20, 2018, email notification about the forum was sent to the designated contact persons at the State Board. Page 21 of 186 D. Documentation of Efforts: Attached are the following items that document outreach and engagement efforts on this topic. Exhibit A-1-b: Sample flyers and promotional Information Exhibit A-1-c: Sample outreach-related email communication Exhibit A-1-d: Documentation of notification on forum to State Board Exhibit A-1-e: List of individuals and organizations invited to participate in forum Exhibit A-6-a: List of individuals that participated in forum, included their contact information Exhibit A-6-b: Sign-in sheet(s) for forum Exhibit A-6-c: Forum agenda Exhibit A-6-d: Forum presentation (PowerPoint Exhibit A-6-e: Meeting notes summarizing the content of forum discussions 7. Publication of Draft for Public Comment On February 1, 2019, the FRWDB opened a 30-day public comment period on the Local Plan Modification that concluded on March 2, 2019. The 30-day public comment period was run in tandem with the comment period for the Biennial Modification to the SJVAC RPU’s Regional Plan. A. Notice on the Availability of the Draft Plan for Public Review and Comment: On February 1, 2019, FRWDB placed a notice in the Fresno Bee and posted the notice to the WDBs website, informing the community of the 30-day public comment period and the availability of the plan electronically on the WDB’s web site or in print at the FRWDB administrative office. Email notices about the availability of the draft were also sent to all stakeholders invited to participate in the community forums. In addition, notification on the public comment process was emailed to the designated State Board contacts. B. Opportunities and Mechanisms for Public Comment: To ensure that comments to the plan are captured accurately, the FRWDB requested that all comments be made in writing. Written comments could be submitted by email to WIOAplan@workforce-connection.com or in print by mail and hand delivery to the FRWDB Administrative Office, Attn: Blake Konczal, 2125 Kern Street, Suite 208, Fresno, CA 93721. C. Results of Public Comment: At the conclusion of the public comment period, a total # comments were received. Based on these comments, the following adjustments were made to the draft Local Plan Modification: To be provided after the public comment period ends Page 22 of 186 Number comments expressed disagreement with the Local Plan Modification. These comments are incorporated into Attachment F. D. Documentation of Efforts: The following items document the public comment process: Exhibit A-7-a: Copy of notice in the Fresno Bee Exhibit A-7-b: Sample Email Message to Stakeholders Exhibit A-7-c: List of Stakeholders to Whom Message Were Sent Exhibit A-7-d: Email Message Notifying State Board Contacts Page 23 of 186 ATTACHMENT B SUPPLEMENTAL NARRATIVE CALFRESH PARTICIPANTS – BACKGROUND AND ASESSSMENT OF NEED The information below supplements content provided in Section II of the principal narrative. 1. Overview of the Size and Characteristics of the Total CalFresh Recipient Population: According to the Fresno County Department of Social Services (DSS) there are 80,259 non-assistance CalFresh cases in Fresno County and 11,025 Assistance CalFresh cases. Characteristics of the population include the following: Characteristic Percentage of the Total Population Percentage of the CalFresh Population CalFresh Children (under age 18) 42.5% 50.4% CalFresh Elderly Population (age 60+) 5.2% 4.1% CalFresh ESL population 49.5% 21.8% 2. Overview of the Size and Characteristics of CalFresh E&T Participants: According to the Fresno County Department of Social Services, there are there are 560 individuals receiving CFET services. Fresno County is considered a work surplus area and therefore participation in the E&T program is voluntary. Currently, the target population includes Non-Assistance CalFresh families in Southeast and Central Southwest Fresno. 3. Types of Workforce Services Needed by the Target Population: Many of the Fresno County residents receiving CalFresh services also face barriers and skill deficits that make it difficult for them to find and keep meaningful employment. Partners and stakeholders have been able to specifically identify a number of barriers that Fresno County residents face. Partners mentioned a lengthy, yet comprehensive intake process during which they are able to assess barriers early-on and take steps to address them. The most common barrier identified is lack of reliable transportation and lack of childcare. Additionally, some clients have criminal backgrounds and cannot pass a background check required for employment. This barrier can be addressed through the County’s Clean Slate program. There is also a small population of homeless participants being served by CalFresh. They receive help with housing or are directed to additional resources. Another common barrier is participants’ not being technologically savvy and having difficulties completing forms online or using texting language (i.e. abbreviated language and slang) to fill out applications and write cover letters. Overall, while the barriers are many, there are services and partnerships available to assist Fresno County residents. Page 24 of 186 4. Employment Barriers Experienced by the Target Population and Resources Available to Address Barriers: The multi-generational history of poverty, as well as Fresno County’s being one of the areas of highest concentrated poverty in the nation, indicates that virtually every type of employment barrier would be experienced by some portion of the CalFresh population. However, during the stakeholder engagement process, representatives from DSS, education, WDB/AJCC, CalFresh E&T and other stakeholder organizations and programs identified the following as significant barriers affecting the CalFresh population: lack reliable transportation; lack of reliable childcare; criminal backgrounds; and CalFresh benefits not being sufficient to sustain families. The organizations listed in the following responses provide the education, training and support services required to address and minimize or eradicate these barriers. 5. Collaboration among the WDB, the Fresno County DSS, and CalFresh E&T Providers: The partnership between the local board/AJCC and DSS is strong. The Social Services Department is a one -stop partner and an MOU has been executed between the two agencies. Referrals between the agencies occur on a regular basis and co-enrollments are not uncommon. The CFET program as it currently exists in Fresno County will no longer continue. The Fresno County Department of Social Services recently had a Request for Proposals focusing on a different population. Nonetheless, FRWDB will work to formalize its relationship with the new provider of CFET services, through the development of an MOU, with the goal of developing stronger CFET linkages. Other organizations that collaborate with Social Services, the AJCC and the CFET program in Fresno County include: State Center Community College District, Central Valley Opportunity Center, Community Action Partnership, California Rural Legal Assistance, Goodwill, Salvation Army, Fresno Ministerial Association, and the local food bank. 6. Quality and Level of Intensity of Partner Services: As described throughout the principal narrative, the CalFresh population is extremely diverse and participants in the program are served by the broadest possible range of public, non-profit and faith-based agencies in Fresno County. Most organizations serving CalFresh individuals do not use CalFresh enrollment status as a basis for eligibility/participation and do not record this data. Some programs and providers do collect information regarding their participants’ CalFresh status. For example, in PY 2017-2018, FRWDB served a total of 1,366 CalFresh participants in its WIOA Title I formula-funded programs. As suggested in the preceding response, stakeholders believe that many effective services are available for individuals receiving CalFresh benefits. These include services not only from the CFET program, but those provided by the FRWDB, DSS, Fresno County’s adult education and community college systems, other one-stop partners and community-based organizations. 7. Information Sharing among Partners: MOUs developed among the one-stop partners describe a referral process and provide for the sharing of service information between organizations assisting the same participant, when the Page 25 of 186 participant provides authorization. Such information may include results of skills assessments or other evaluation of training and workforce services needs. As with all public programs, confidentiality laws prevail with regard to sharing customer-identifying data. The FRWDB will utilize CommunityPro for referrals coming into and going out of the program, which will allow partners to share data and track referrals. Page 26 of 186 ATTACHMENT C SUPPLEMENTAL NARRATIVE UNEMPLOYED, UNDEREMPLOYED AND PAYMENT DELINQUENT NON- CUSTODIAL PARENTS – BACKGROUND AND ASESSSMENT OF NEED The information below supplements content provided in Section II of the principal narrative. 1. Overview of the Size of the Child Support Program Population in Fresno County: Fresno County Department of Child Support Services representatives report that, as of January 2019, the agency’s caseload is 47,976, of which 43,227 have established support orders. Other data and information about the target group includes: Geographic areas of high concentration with the local area 65.5% Fresno City, 18.7% Fresno Rural, 5.7% Other CA County, 6.3% Other State, 3.8% No Current Address Percentage of non-custodial parents that is unemployed 47.7% Percentage of non-custodial parents that was formerly incarcerated 22.4% Non-custodial parents’ gender 85.5% male, 14.5% female Non-custodial parents’ race/ethnicity 45.5% Hispanic, 15.6% White, 12.8% Black, 4.6% Other, 21.4% Unknown 2. Types of Services Needed by the Targeted Population: As described in the principal narrative, those identified as unemployed, underemployed and payment delinquent NCPs have diverse backgrounds and circumstances. Therefore, the services they require would include those that are most needed by the full range of job seekers that utilize the workforce system’s services. These include useful information provided by group orientations about WIOA and other workforce services and the benefits they offer; access to and support with labor market analysis and career exploration; development of service plans and career planning support; information on and referrals to training programs; assistance in accessing supportive services; individualized guidance and counseling; and job placement assistance. The relative importance of each service will vary from participant to participant, depending on an individual’s background and circumstances. 3. Services Currently Being Provided and How the Workforce-Child Support Partnership Will Modify Types and Quantity of Services Provided: The FRWDB has an existing partnership with the Fresno County Departmen t of Child Support Services in which NCPs that are in contempt of court due to unpaid child support payments are mandated to participate in WIOA services. For non-court- ordered NCPs, Fresno County Department of Child Support Services will provide NCPs with information on WIOA services. Page 27 of 186 4. Barriers Experienced by Child Support Program Participants and Resources to Address Barriers: As stated above, there is no specific set of barriers faced by targeted NCPs, as they come from diverse backgrounds and have a wide range of challenges. Each individual will be assessed as to his/her unique circumstances and as barriers are identified so too will resources to address them. For example, individuals with disabilities may be referred to DOR representatives for additional assessment and access to unique support services, such as assistive technology or help with other workplace accommodations. Individuals with basic skills deficits will be referred to education partners, and participants lacking work skills may be ref erred to classroom or work-based programs where they can acquire such skills. 5. Planned Information Sharing to Evaluate Need: Once participants sign a Universal Release Form, Child Support Services and WDB/AJCC representatives can exchange information about participant needs, services and outcomes, including employment resulting from participation. Page 28 of 186 ATTACHMENT D SUPPLEMENTAL NARRATIVE ENGAGEMENT WITH THE LOCAL COMPETITIVE INTEGRATED EMPLOYMENT PARTNERS The information below supplements content provided in Section III of the principal narrative. 1. Engagement with Local Partners to Increase Competitive Integrated Employment for Jobseekers with Intellectual or Developmental Disabilities: As described in the principal narrative, FRWDB has become familiar with state CIE goals and has convened partners from the disability services community to discuss how the workforce system can support the LPA partners in expanding CIE. Once the agreement is developed, FRWDB is prepared to contribute to the CIE initiative through provision of services to targeted job seekers and to businesses. 2. Competitive Integrated Employment Partners: The presumptive LPA partners are the following: DOR District Office San Joaquin Valley District Regional Center Central Valley Regional Center Local Education Agencies Fresno County Superintendent of Schools State Center Adult Education Consortium FRWDB remains in regular contact with representatives of the LPA partners and we look forward to working with them, their subcontractors and other stakeholders in developing more CIE opportunities for individuals with ID and DD. 3. Planned Coordination with the CIE Local Planning Agreement Partners: As described throughout the principal narrative and in the preceding responses, FRW DB is fully committed to participating as a stakeholder in the efforts of the CIE LPA. We anticipate being actively involved in the following capacity: working with DOR, its service providers, the regional center and Workability programs to provide career services to job seekers with ID/DD; supporting DOR in using an assets-based approach to promoting CIE to local businesses; and working with DOR and other stakeholders to encourage businesses to take advantage of work-based learning strategies to initially integrate individuals with ID/DD into their workforce. Page 29 of 186 ATTACHMENT E SUPPLEMENTAL NARRATIVE ENGLISH LANGUAGE LEARNERS, FOREIGN BORN INDIVIDUALS AND REFUGEES – BACKGROUND AND ASESSSMENT OF NEED The information below supplements content provided in Section IV of the principal narrative. 1. Overview of Target Population Demographics: The following workforce- related data for Fresno County’s immigrant and ELL population is excerpted from current U.S. Census Bureau estimates. County population (est.) 930,450 Race and Hispanic Origin White Alone percent 55.4% Black or African American alone, percent 5.3% American Indian and Alaska Native alone, percent 0.7% Asian alone, percent 9.6% Native Hawaiian and Other Pacific Islander alone, percent 0.2% Two or More Races, percent 4.5% Hispanic or Latino, percent 50.3% Foreign born persons, percent (2013-2017) 21.5% Language other than English spoken at home, percent of persons age 5 years + 2013-2017) 47.7% Fresno County residents with Limited English Proficiency struggle with both low educational attainment and poverty. According to the 2015 U.S. Census Bureau American Community Survey, 33.3% of Fresno County residents 18 years or older speak a language other than English and of those individuals, 29.8% in Fresno County speak English less than “very well”. This limited English proficiency is compounded by the fact that over 25% of individuals age 25 and older in Fresno counties do not have a high school diploma or equivalent and between 32% and 36% of these individuals live in families with incomes below the poverty level. Additionally, individuals that are English Language Learners and that face substantial cultural barriers often encounter language and educational challenges that make it difficult to obtain and retain employment. 2. Barriers to Employment and Specialized Needs of the Target Population: In Fresno County lack of English proficiency is a significant barrier, but there are also cultural barriers affecting the target population. Among principal barriers to employment identified by system stakeholders, community-based organizations, and workforce staff are: limited English proficiency and low literacy skills; low cultural competency; lack of transportation or the inability to obtain a driver’s license; lack of resume-writing and job interview skills; lack of computer literacy; limited knowledge of and access to benefits; immigration status issues; and previously experienced trauma, along with on-going depression and anxiety. Skilled immigrants and refugees with foreign education struggle to obtain Page 30 of 186 recognition of degrees or credentials and are unable to re -enter their profession unless they obtain a credential in the US or the state in which they wish to work. This causes professional immigrants to settle for jobs below their customary wage and skill levels. 3. Identified Gaps in Workforce System Services for the Target Population: One of the principal gaps in delivering workforce, education, training and related services in Fresno County is the delivery of services tailored to the needs of a large population of migrant and seasonal farm workers. According to Fresno County Farm Bureau, farm labor supports 20 percent of all jobs in Fresno County and 40 percent of Fresno county’s residents live in rural areas where agricultural work is the main source of income for immigrant families. For ELL individuals working in other industries, transportation becomes a major factor affecting their employability. People tend to live where they have work, and most are unable to travel long distances to services during non -work hours. ELLs may have difficulty navigating public transit, and, for those living in the rural areas, there is only one bus per day going to and from their neighborhood s to the City of Fresno. Moreover, this population faces additional barriers due to immigration status and fear, and often lacks knowledge of available programs and services. The FRWDB addresses these gaps by bringing services to customers. Staff and resources are deployed on a scheduled and/or per request basis to remote locations, or through the use of web-based and distance learning modalities. While a lack of computer literacy among many in the target group can make the latter approach challenging, the availability of technology training and access to wireless devices is making this method of service delivery increasingly more feasible. 4. Outreach and Recruitment Strategies for the Target Population: Because the population of Fresno County includes such a large number of foreign born individuals and English language learners, outreach can be done in a variety of ways from mass media, such as Spanish language radio and TV, to one-on-one interactions, using methods that rely on making individual contact. The outreach plan includes, but not be limited to: providing presentations and making services available outside of regular business hours, including on nights and weekends; attending career and resource fairs; collaborating with AJCC partners and CBOs; working with stakeholders; posting on social media; and working with local businesses and employers who understand the needs of the target population to bring services to the job sites. The Workforce Services Navigator accompanies EDD’s Migrant and Seasonal Farm W orker outreach representatives when meeting with farmworkers in the fields and at other work locations. 5. Coordination and Alignment among Partners in Serving the Target Population: FRWDB will continue to develop and/or reinforce effective partnerships across WIOA programs and other community-based organizations (CBOs) to provide individuals the employment, education, and training services they need. FRWDB refers customers to other CBOs/Partners that effectively promote a “no wrong door” approach to maximize resources and better align services. Partner meetings encourage innovation, use of promising practices, and collaboration. The wraparound services will be provided through referrals to Page 31 of 186 various community agencies including but not limited to the following: State Center Adult Education Consortium: the Central Valley Immigrant Integration Collaborative: Central California Legal Services: Proteus Inc.: Fresno County Behavioral Health: the Department of Social Services: Fresno Center for New Americans: and the Fresno Interdenominational Refugee Ministries. Using shared data systems will enhance information sharing and increase co- enrollments between partners, while insuring individuals are connected to all the available resources and services they need to succeed. As mentioned, the FRWDB will utilize CommunityPro for referrals coming into and going out of the program, which will allow partners to share data and track referrals. Page 32 of 186 ATTACHMENT F SUPPLEMENTAL NARRATIVE PUBLIC COMMENTS IN DISAGREEMENT WITH LOCAL PLAN There were no comments received in response to the publication of a draft of the FRWDB's 2019 Local Plan Modification during a 30-day public comment period. There were no comments in disagreement with the draft plan. 1. Commenter: Date Received: Method by Which Comment Communicated: Comment: 2. Commenter: Date Received: Method by Which Comment Communicated: Comment: 3. Commenter: Date Received: Method by Which Comment Communicated: Comment: Page 33 of 186 EXHIBITS Page Exhibit A-1-a Examples of on-going stakeholder engagement 35 Exhibit A-1-b Sample flyers and promotional Information 36 Exhibit A-1-c Sample outreach-related email communication 37-40 Exhibit A-1-d Documentation of notification on forum to State Board 41 Exhibit A-1-e List of individuals and organizations invited to part icipate in forum 42-45 Exhibit A-2-a List of individuals that participated in forum 46 Exhibit A-2-b Sign-in sheet for forum 47 Exhibit A-2-c Forum agenda 48 Exhibit A-2-d Forum presentation 49-59 Exhibit A-2-e Meeting notes summarizing the content of forum discussions 60-63 Exhibit A-3-a List of individuals that participated in forum 64 Exhibit A-3-b Sign-in sheet for forum 65 Exhibit A-3-c Forum agenda 66 Exhibit A-3-d Forum presentation 67-75 Exhibit A-3-e Meeting notes summarizing the content of forum discussions 76-79 Exhibit A-4-a List of individuals that participated in forum 80 Exhibit A-4-b Sign-in sheet for forum 81 Exhibit A-4-c Forum agenda 82 Exhibit A-4-d Forum presentation 83-94 Exhibit A-4-e Meeting notes summarizing the content of forum discussions 95-99 Exhibit A-5-a List of individuals that participated in forum 100 Exhibit A-5-b Sign-in sheet for forum 101 Exhibit A-5-c Forum agenda 102 Exhibit A-5-d Forum presentation 103-110 Exhibit A-5-e Meeting notes summarizing the content of forum discussions 111-115 Exhibit A-6-a List of individuals that participated in forum 116 Exhibit A-6-b Sign-in sheet for forum 117 Exhibit A-6-c Forum agenda 118 Exhibit A-6-d Forum presentation 119-126 Exhibit A-6-e Meeting notes summarizing the content of forum discussions 127-129 Exhibit A-7-a Copy of Fresno Bee public notice 130 Exhibit A-7-b Sample Email Message to Stakeholders 131 Exhibit A-7-c Public Notice Stakeholder Email List Exhibit A-7-d Email Message Notifying State Board Contacts Page 34 of 186 186 132185 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD Partner Meetings with Department of Rehabilitation FRWDB and AJCC staff has regular communication with DOR staff. In addition, on November 16, 2018, the FRWDB and DOR staff met to discuss the referral and co-enrollment process between both agencies. Staff discussed using CommunityPro, data sharing software that offers an integrated system-wide referral management and reporting system that allows each partner agency to keep and enhance its current data tracking systems, while allowing them to share data and track referrals. FRWDB and DOR staff also discussed increased DOR representation at the AJCC and has since added additional staff. FRWDB has additional meetings scheduled with DOR staff to discuss expanding services at the AJCC. FRWDB staff will be attending the partner meetings for the development of the Local Partnership Agreements. Exhibit A-1-a Examples of on-going stakeholder engagement Page 35 of 186 Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to people with disabilities and/or limited English Local Plan Stakeholder Convening Sessions The Fresno Regional Workforce Development Board is updating its Local WIOA Plans. Your participation and input is critical to developing a plan that addresses the needs of our local community. ALL MEETINGS ARE OPEN TO THE PUBLIC All public meetings will be held at the Manchester One-Stop Center 3302 N. Blackstone Ave. Suite 209 - Fresno, CA Refreshments will be served. Session Topic Date Time RSVP Improving Services to English Language Learners and Foreign Born Individuals 10/3/18 10:00 am to 12:00 pm RSVP Partnership with Local Child Support Agencies to Serve Non-Custodial Parents 10/10/18 3:00 pm to 5:00 pm RSVP Serving Persons with Disabilities Through Competitive Integrated Employment 10/18/18 9:00 am to 11:00 am RSVP Collaborating with CalFresh Employment and Training Programs 10/24/18 2:30 pm to 4:30 pm RSVP Community Forum on Local Workforce Planning 11/1/18 5:30 pm to 7:00 pm RSVP A copy of the current local plan can be downloaded at our website at www.frwdb.net Exhibit A-1-b Sample flyers and promotional information Page 36 of 186 1 Ka Xiong From:Phyllis Stogbauer Sent:Tuesday, September 25, 2018 2:31 PM To:achavez@sercalifornia.org; amcbride@uwfm.org; amota@sjcl.edu; atovar@supportkind.org; cromero@centralcallegal.org; cvivian@consulmexfresno.net; Education & Leadership Foundation; Education and Leadership Foundation; eleazar.cviic@gmail.com; Fresno Center for New Americans; golson@sjcl.edu; irbarrera@csufresno.edu; joseleonbarraza@sefceda.org; jsantana@fresnobhc.org; jshore@chcfresno.org; keith@fresnometmin.org; ken@vcbfresno.org; kenvingt@dor.ca.gov; kparmo@consulmex.net; L.Gutierrez@FCDICONNECT.org; lindal@proteusinc.org; lucky@firminc.org; Luisa@centralcallegal.org; mariam@proteusinc.org; marketing@sefceda.org; mgonzalez@centrolafamilia.org; migrantsss@fresnocitycollege.edu; njanzen@ricv.org; nvue@readingandbeyond.org; ogomez@co.fresno.ca.us; pyang@fresnocenter.org; rguimont@epuchildren.org; rmagqueda@readingandbeyond.org; sally.potter@fresnocitycollege.edu; San Joaquin College of Law/New American Legal Clinic; sbosse@co.fresno.ca.us; sceledon@fresnobhc.org; shannon.morrison@fresnolibrary.org; soakley@co.fresno.ca.us; sross@tpocc.org; vianey.gomez@centrobinacional.org; yolivares@fresnodbh.org; yrandles@wfresnofrc.org; zachd@firminc.org Subject:Fresno Regional Workforce Development Board Local Plan Stakeholder Convening Sessions Attachments:FRWDB Local Plan Public Meetings Flyer.pdf The Fresno Regional Workforce Development Board (FRWDB) is updating its Local WIOA Plan. Your participation and input is critical to developing a plan that addresses the needs of our local community. To facilitate this process, the FRWDB has scheduled a series of public convenings to get input from community members, partner agencies and local community based organizations. A flyer is attached with the dates, times and location for all of the scheduled meetings. Please RSVP to all convenings that you are interested in attending. We are looking forward to hearing from you. Regards, Phyllis Stogbauer Deputy Director of Program Services Fresno Regional Workforce Development Board 559-490-7168 Exhibit A-1-c Sample outreach-related email communication Page 37 of 186 1 Ka Xiong From:Phyllis Stogbauer Sent:Wednesday, September 26, 2018 5:28 PM To:abby.melissa@jobcorps.org; aholland@dor.ca.gov; bchamber@dor.ca.gov; Becky Barabe; danielle.beckett@edd.ca.gov; danr@proteusinc.org; davidcastillo2@whccd.edu; janet.barbeiro@scccd.edu; jeff.davis@fresnoeoc.org; jerome.countee@scccd.edu; ken.elvington@dor.ca.gov; lauralopez@co.fresno.ca.us; linda.solis@ncoa.org; lorendas@cimcinc.com; mae@proteusinc.org; mcasada@dor.ca.gov; rozanne.hernandez@scccd.edu; shelly.tarver@edd.ca.gov; sherri.watkins@statecenter.com; stunkel.katie@jobcorps.org; sylvia.garibay@edd.ca.gov; Thao, Jua (Julie); wendy.lomeli@edd.ca.gov Subject:Fresno Regional Workforce Development Board Local Plan Stakeholder Convening Sessions Attachments:FRWDB Local Plan Public Meetings Flyer.pdf The Fresno Regional Workforce Development Board (FRWDB) is updating its Local WIOA Plan. Your participation and input is critical to developing a plan that addresses the needs of our local community. To facilitate this process, the FRWDB has scheduled a series of public convenings to get input from community members, partner agencies and local community based organizations. A flyer is attached with the dates, times and location for all of the scheduled meetings. Please RSVP to all convenings that you are interested in attending. We are looking forward to hearing from you. Regards, Phyllis Stogbauer Deputy Director of Program Services Fresno Regional Workforce Development Board 559-490-7168 Exhibit A-1-c Sample outreach-related email communication Page 38 of 186 1 Ka Xiong From:Jennifer Axtell Sent:Tuesday, September 25, 2018 2:34 PM To:Jennifer Axtell Subject:FRWDB Local Plan Public Meetings Local Plan Stakeholder Convening Sessions The Fresno Regional Workforce Development Board is updating its Local WIOA Plans. Your participation and input is critical to developing a plan that addresses the needs of our local community. ALL MEETINGS ARE OPEN TO THE PUBLIC All public meetings will be held at the Manchester One-Stop Center 3302 N. Blackstone Ave. Suite 209 - Fresno, CA Refreshments will be served. Session Topic Date Time RSVP Improving Services to English Language Learners and Foreign Born Individuals 10/3/18 10:00 am to 12:00 pm RSVP Partnership with Local Child Support Agencies to Serve Non-Custodial Parents 10/10/18 3:00 pm to 5:00 pm RSVP Serving Persons with Disabilities Through Competitive Integrated Employment 10/18/18 9:00 am to 11:00 am RSVP Exhibit A-1-c Sample outreach-related email communication Page 39 of 186 2 Collaborating with CalFresh Employment and Training Programs 10/24/18 2:30 pm to 4:30 pm RSVP Community Forum on Local Workforce Planning 11/1/18 5:30 pm to 7:00 pm RSVP A copy of the current local plan can be downloaded at our website: www.frwdb.net Equal opportunity employer/program. Auxiliary aids and services are available upon request to people with disabilities and/or limited English. Fresno Regional Workforce Development Board, 7475 N. Palm Avenue, Suite 105, Fresno, CA 93711 SafeUnsubscribe™jaxtell@workforce-connection.com Forward this email | Update Profile | About our service provider Sent by jaxtell@workforce-connection.com in collaboration with Try it free today Exhibit A-1-c Sample outreach-related email communication Page 40 of 186 1 Ka Xiong From:Phyllis Stogbauer Sent:Thursday, September 20, 2018 3:54 PM To:'Bethany.Renfree@cwdb.ca.gov'; 'Michael.Dowdy@cwdb.ca.gov'; 'Rafael.Aguilera@cwdb.ca.gov' Subject:FRWDB Local Planning Meeting Schedule Attachments:FRWDB Local Plan Public Meetings Flyer.pdf Good afternoon, As requested in the Regional & Local Plans Modification state directive, I have attached the Fresno Regional Workforce Development Board’s local planning meeting schedules and location. Please contact me if you have any questions or need additional information. Regards, Phyllis Stogbauer Deputy Director of Program Services Fresno Regional Workforce Development Board 559-490-7168 Exhibit A-1-d Documentation of notification on forum to State Board Page 41 of 186 Fresno Regional Workforce Development Board Assessment of Regional Progress – Regional Forum Mailing List David Castillo – West Hills Community College Adult Ed Consortium Sherri Watkins - State Center Community College Adult Ed Consortium K. Lilles - Catholic Charities P. Yang - Fresno Center for New Americans Patrick Turner - Fresno Economic Opportunities Felipe Gaona - Fresno County Dept. of Human Services Lopez, Laura - Fresno County Dept. of Human Services Rangel, Jessica - Fresno County Dept. of Human Services Luis Santanna – Reading and Beyond Julie Thao - Fresno County Dept. of Human Services Sandra Celedon - Fresno Building Healthy Communities April Henry - Highway City Thrift Keith Bergthold - Fresno Metro Ministry Michelle Pannett - Reading and Beyond Nakia Vue - Reading and Beyond Pete Weber – Fresno Bridge Academy Rebecca Salgado – Reading and Beyond Jose Barraza - Southeast Fresno Community EDA Yolanda Randles - West Fresno Family Resource Center Yami Rodriguez - Youth Leadership Institute Kari Gibert - Fresno County Dept of Child Support Services E. Diaz - Fresno County Public Defender's Office Crystal Johnson - Fresno County Public Defender's Office Raed Nijmeddin – County of Fresno Department of Child Support Services A. Chavez – SER – Jobs for Progress Inc. Exhibit A-1-e List of individuals and organizations invited to participate in forum Page 42 of 186 Ashley McBride – United Way Fresno Aracely Mota – San Joaquin College of Law – New American Legal Clinic Alejandra Tovar - KIND Kids in Need of Defense Carmen Romero - Central California Legal Services Clarissa Vivian – Mexican Consulate Raul Moreno - Education & Leadership Foundation X. Vazquez - Education and Leadership Foundation Eleazar Valdez – Dream Resource Center Ghia Xiong - Fresno Center for New Americans G. Olson – San Joaquin College of Law – New Americans Legal Clinic; Iran Barrera – California State University - Fresno Jazmin Santana – Fresno Building Healthy Communities John Shore – Community Housing Council Ken Warkentin – Valley Center for the Blind Ken Elvington – Department of Rehabilitation Karla Paola Paramo – Consulado de Mexico; Lydia Gutierrez – Fresno Career Development Institute Inc. Linda Lopez – Proteus Inc. Lucky Siphongsay – FIRM Zachary Darrah - FIRM Luisa Medina – Central California Legal Services, Inc. Maria Macedo - Proteus Inc. Mario Gonzalez – Centro La Familia Gracilea Ramirez – Fresno City College Dream Center Naomi Janzen – Resource for Independence Reva Guimont – Exceptional Parents Unlimited Roberto Maqueda – Reading and Beyond Exhibit A-1-e List of individuals and organizations invited to participate in forum Page 43 of 186 Sally Potter – Fresno City College J. Atkinson -San Joaquin College of Law/New American Legal Clinic Sara Bosse – Fresno County Department of Public Health Sasha Feldstein - California Immigrant Policy Center Shannon Morrison – Fresno County Library Stephanie Oakey – Fresno County Department of Social Services Sharon Ross – Turning Point of Central California Vianey Gomez - Cento Binacional Para el Desarrollo Indigena Oxaqueño; Yery Olivares – Fresno Area Hispanic Foundation Yolanda Randles – West Fresno Family Resource Center Elizabeth Akinola - Administration for Community Living Araceli Holland – Department of Rehabilitation Helen Flores - Central Valley Regional Center Brian Chambers – Department of Rehabilitation Larry Wanger – Resources for Independence, Central Valley Lorenda Sanchez – California Indian Manpower Consortium, Inc. (CMIC) Sandra Macdonald – CMIC - Career Pathways for Native Youth Jaylene Marrufo – CMIC – Community Services Block Grant Program Velma White Bear - CIMC - Workforce Development Program David Falls - Tribal TANF Regina Murillo – Tribal TANF Robert Alcazar - Proteus Inc. - 167 Michelle Miller - ACLU Northern California Cliff Downing – Fresno County Probation Cindy Gonzales – Kings View Cassandra Little – Root and Rebound Christina Yee – California Youth Outreach Exhibit A-1-e List of individuals and organizations invited to participate in forum Page 44 of 186 Dan Goetz – Teen Challenge Kirk Haynes - Fresno County Probation Circles of Support & Accountability Joseph Hebert – Comprehensive Addiction Program Joseph Oaxaca - ResCare Lynn Pimental – Westcare Mark Padilla – Fresno County Sheriff Moises Mendoza – Fresno County M. Roth – Comprehensive Addiction Program Celeste Vananne - Parole - Greater Fresno Area Rayann Cruz – Butte County Office of Education Andrew Hackett - Re-Entry Solutions R. Martin – Fresno New Connection Sue Ewert - BAART Programs Susan Holt – Department of Behavioral Health Fresno County Spencer Williams – California Department of Corrections and Rehabilitation Stacy Vanbruggen - Department of Behavioral Health Fresno County Don Smith - West Care Admin Office Angie Jenkins - West Care Belmont Health & Wellness Maryann Knoy - WestCare - McKinley Plaza Jenny Gonzalez - WestCare - San Joaquin Valley Veterans Toni Harrison - WestCare - The Living Room Gary Knepper - WestCare Homefront Derrick Bressel - WestCare Liberty Plaza David Hinojosa – California EDD Workforce Services Exhibit A-1-e List of individuals and organizations invited to participate in forum Page 45 of 186 Local Plan Stakeholder Convening Collaborating with CalFresh Employment and Training Programs October 24, 2018 Attendee List 1. Pat Barr Fresno Regional Workforce Dev. Board pbarr@workforce-connection.com 2. Abeer Basidiq Fresno County DSS abasidiq@fresnocountyca.gov 3. Ralph Juinto Fresno County DSS rjuinto@fresnocountyca.gov 4. Gail Keomounpane Fresno County DSS GKeomounpane@fresnocountyca.gov 5. Pamela Wilson Community Vocational Services Inc. pm.jd@communityvocationalservices.com 6. Patricia Orosco Proteus – Reedley porosco@workforce-connection.com 7. Tamar Fagin ResCare tamar.fagin@rescare.com 8. Shannon Duncan Fresno County DSS sduncan@fresnocountyca.gov 9. Joseph Herbert Comprehensive Addiction Program jhebert@caprehab.org 10. Kelly Sisowath Fresno Bridge Academy ksisowath@readingandbeyond.org 11. Shannon Duncan Fresno County DSS sduncan@fresnocountyca.gov 12. Rebecca Salgado Reading and Beyond rsalgado@readingandbeyond.org 13. Oscar Robinson West Fresno Advanced Trans Tech bigopromotions@gmail.com 14. Laneesha Senegal Vision View Partners hopedailyls@gmail.com 15. Sherri Watkins State Center Adult Ed. sherri.watkins@statecenter.com Exhibit A-2-a List of individuals that participated in forum Page 46 of 186 Exhibit A-2-b Sign-in sheet for forumPage 47 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD ACCOMMODATIONS FOR PERSONS WITH DISABILITIES Disabled individuals and individuals who are limited English proficient who need special assistance to attend or participate in this meeting may request assistance by contacting the Fresno Regional Workforce Development Board, at 2125 Kern Street, Suite 208, Fresno, California, or by calling (559) 490-7100. Every effort will be made to reasonably accommodate individuals with disabilities or who are limited English proficient by making meeting materials available in alternative formats. Requests for assistance should be made at least three (3) working days in advance of the meeting. Community and Stakeholder Forum on: Collaborating with CalFresh Employment and Training Programs October 24, 2018 at 2:30 p.m. Workforce Connection 3302 N. Blackstone Avenue, Suite 209 Fresno, CA 93726 Mission Statement: The Fresno Regional Workforce Development Board exists to oversee the optimal administration of Workforce Innovation and Opportunity Act funds in the Fresno region. In serving both the business community and the individual job seeker with the provision of human capital development services, we hope to foster the economic vitality of the Fresno region. REMINDER: PLEASE TURN OFF CELL PHONES OR PUT ON VIBRATE 1. CALL TO ORDER Item # Description 2. Local Workforce Planning and the Biennial Updates 3. What is the CalFresh Employment and Training Program? 4. Overview of Local Plan Guidance on Workforce Partnerships with CalFresh and CalFresh Employment and Training Programs 5. Objectives of this Community Forum 6. For Your Consideration and Input 6a. Are CalFresh Employment and Training programs currently available in the local area ? If so, what services are provided and which are the organizations providing them? 6b. What types of workforce services are needed to help people receiving CalFresh succeed in the local labor market? 6c. What barriers to employment are faced by CalFresh recipients and what resources are available to help assist them to overcome those barriers? 6d. What partnerships currently exist or could be developed among the local workforce system, the county agency that manages CalFresh, and other organiz ations that provide or could provide services to CalFresh recipients? How do the partners work with one another and how do they share information? 6e. Are CalFresh recipients being referred to programs that prepare them for high demand jobs in the region’s priority sectors? What services or systems are in place that could help CalFresh recipients succeed in such programs and on the job? Exhibit A-2-c Forum agenda Page 48 of 186 Collaborating with CalFresh Employment and Training Programs Fresno Regional Workforce Development Board October 24, 2018 Exhibit A-2-d Forum presentation Page 49 of 186 Local Workforce Planning and Biennial Updates •Workforce development programs operated under the federal Workforce Innovation and Opportunity Act (WIOA) are administered in California by 45 distinct Local Workforce Development Boards (LWDBs). •In 2017, the LWDBs submitted 4-year Local Workforce Plans to the Governor, all of which were, ultimately, approved. •In accordance with WIOA requirements, a biennial review of the 4- year Local Plans is required. •California has established specific guidelines for the biennial review of Local Plans, including updates and addenda to bring the plans into alignment with California’s 2018 update of the State Workforce Plan. 2 Exhibit A-2-d Forum presentation Page 50 of 186 Required modifications to local plans must address: •New partnerships with CalFresh Employment and Training Programs •New Partnerships with Local Child Support Agencies •Enhanced Collaboration with local representatives of the California Department of Rehabilitation and other agencies within the disability services network to implement Competitive Integrated Employment models •Enhanced partnerships with local education agencies, community-based organizations and other stakeholders to serve English language learners, foreign born individuals and refugees 3 Exhibit A-2-d Forum presentation Page 51 of 186 What is the CalFresh Employment and Training Program? CalFresh is California’s version of the federal Supplemental Nutrition Assistance Program (SNAP, formerly known as Food Stamps). It is part of the Nutrition Title of the national Farm Bill. Under SNAP, Employment and Training (E&T) Programs were created to help food stamp recipients gain skills, training, or experience and increase their ability to obtain regular employment. CalFresh E&T funds can be used to provide enhanced individualized services to program participants and are a potential food stamp outreach tool for low-income working families. 4 Exhibit A-2-d Forum presentation Page 52 of 186 Overview of Local Plan Guidance on Workforce Partnerships with CalFresh and CalFresh Employment and Training Programs •The California Workforce Development Board has entered into a formal partnership with the California Department of Social Services, the County Welfare Directors Association, and California Workforce Association with the goal of improving labor market outcomes for all recipients of CalFresh. •Currently in California, 38 county human services agencies offer CalFresh Employment and Training (CalFresh E&T) program services to CalFresh participants on a voluntary basis. 5 Exhibit A-2-d Forum presentation Page 53 of 186 •According to the California State Employment and Training Plan (E&T Plan), California’s CalFresh E&T program helps CalFresh recipients gain skills, training, and work experience that will increase participants’ ability to obtain regular employment, advance on a career pathway, and achieve economic self-sufficiency. •In FY 2018, CalFresh E&T expects to serve over 100,000 CalFresh recipients. •This growth is supported by a unique funding opportunity. CalFresh E&T providers, including county human services agencies and other third-party partners, are eligible to receive uncapped federal 50 percent reimbursement for costs paid using non-federal funding to provide allowable E&T services to people receiving CalFresh. 6 Exhibit A-2-d Forum presentation Page 54 of 186 •CalFresh E&T services are delivered by county human services agencies and a variety of other service providers, including CBOs and community colleges. •Local Boards are encouraged to contact county human services agencies and invite them to participate in regional planning efforts. 7 Exhibit A-2-d Forum presentation Page 55 of 186 Objectives of this Community Forum •Give stakeholders and the community the opportunity to weigh in on the needs of this target group •Learn from practitioners about best practices in meeting service needs •Identify where gaps in services may currently exist •Hear recommendations on building and/or strengthening partnerships with CalFresh Employment and Training Programs 8 Exhibit A-2-d Forum presentation Page 56 of 186 For Your Consideration and Input •Are CalFresh Employment and Training programs currently available in the local area? If so, what services are provided and which are the organizations providing them? •What types of workforce services are needed to help people receiving CalFresh succeed in the local labor market? •What barriers to employment are faced by CalFresh recipients and what resources are available to help assist them to overcome those barriers? 9 Exhibit A-2-d Forum presentation Page 57 of 186 •What partnerships currently exist or could be developed among the local workforce system, the county agency that manages CalFresh, and other organizations that provide or could provide services to CalFresh recipients? How do the partners work with one another and how do they share information? •Are CalFresh recipients being referred to programs that prepare them for high demand jobs in the region’s priority sectors? What services or systems are in place that could help CalFresh recipients succeed in such programs and on the job? 10 Exhibit A-2-d Forum presentation Page 58 of 186 Thanks! We greatly appreciate your input. 11 Exhibit A-2-d Forum presentation Page 59 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD ACCOMMODATIONS FOR PERSONS WITH DISABILITIES Disabled individuals and individuals who are limited English proficient who need special assistance to attend or participate in this meeting may request assistance by contacting the Fresno Regional Workforce Development Board, at 2125 Kern Street, Suite 208, Fresno, California, or by calling (559) 490-7100. Every effort will be made to reasonably accommodate individuals with disabilities or who are limited English proficient by making meeting materials available in alternative formats. Requests for assistance should be made at least three (3) working days in advance of the meeting. Community and Stakeholder Forum on: Collaborating with CalFresh Employment and Training Programs October 24, 2018 at 2:30 p.m. Workforce Connection 3302 N. Blackstone Avenue, Suite 209 Fresno, CA 93726 Mission Statement: The Fresno Regional Workforce Development Board exists to oversee the optimal administration of Workforce Innovation and Opportunity Act funds in the Fresno region. In serving both the business community and the individual job seeker with the provision of human capital development services, we hope to foster the economic vitality of the Fresno region. Item # 1. Call to Order Melissa Mendes called the meeting to order at 2:35 p.m. 2. Local Workforce Planning and the Biennial Updates Workforce development programs operated under the federal Workforce Innovation and Opportunity Act (WIOA) are administered in California by 45 distinct Local Workforce Development Boards (LWDBs). In 2017, the LWDBs submitted 4-year Local Workforce Plans to the Governor, all of which were, ultimately, approved. In accordance with WIOA requirements, a biennial review of the 4-year Local Plans is required. California has established specific guidelines for the biennial review of Local Plans, including updates and addenda to bring the plans into alignment with California’s 2018 update of the State Workforce Plan. Required modifications to local plans must address: New partnerships with CalFresh Employment and Training Programs, new partnerships with local child support agencies, enhanced collaboration with local representatives of the California Department of Rehabilitation and other agencies within th e disability services network to implement Competitive Integrated Employment models, enhanced partnerships with local education agencies, community-based organizations and other stakeholders to serve English language learners, foreign born individuals and refugees. 3. What is the CalFresh Employment and Training Program? CalFresh is California’s version of the federal Supplemental Nutrition Assistance Program (SNAP, formerly known as Food Stamps). It is part of the Nutrition Title of the national Farm Bill. Under SNAP, Employment and Training (E&T) Programs were created to help food stamp recipients gain skills, training, or experience and increase their ability to obtain regular employment. CalFresh E&T funds can be used to provide enhanced individualized services to program participants and are a potential food stamp outreach tool for low-income working families. Exhibit A-2-e Meeting notes summarizing the content of forum discussions Page 60 of 186 4. Overview of Local Plan Guidance on Workforce Partnerships with CalFresh and CalFresh Employment and Training Programs • The California Workforce Development Board has entered into a formal partnership with the California Department of Social Services, the County Welfare Directors Association, and California Workforce Association with the goal of improving labor market outcomes for all recipients of CalFresh. • Currently in California, 38 county human services agencies offer CalFresh Employment and Training (CalFresh E&T) program services to CalFresh participants on a voluntary basis. • According to the California State Employment and Training Plan (E&T Plan), California’s CalFresh E&T program helps CalFresh recipients gain skills, training, and work experience that will increase participants’ ability to obtain regular employment, advance on a career pathway, and achieve economic self-sufficiency. • In FY 2018, CalFresh E&T expects to serve over 100,000 CalFresh recipients. • This growth is supported by a unique funding opportunity. CalFresh E&T providers, including county human services agencies and other third-party partners, are eligible to receive uncapped federal 50 percent reimbursement for costs paid using non-federal funding to provide allowable E&T services to people receiving CalFresh. • CalFresh E&T services are delivered by county human services agencies and a variety of other ser vice providers, including CBOs and community colleges. • Local Boards are encouraged to contact county human services agencies and invite them to participate in regional planning efforts. 4. Objectives of this Community and Stakeholder Forum Give stakeholders and the community the opportunity to weigh in on the needs of this target group Learn from practitioners about best practices in meeting service needs Identify where gaps in services may currently exist Hear recommendations on building and/or strengthening partnerships with CalFresh Employment and Training Programs 5. For Your Consideration and Input 5a. Are CalFresh Employment and Training programs currently available in the local area? If so, what services are provided and which are the organizations providing them? Shannon Duncan, Fresno County DSS – They are currently provided by Reading and Beyond, through the Fresno Bridge Academy. The components are education and job search. Kelly Sisowath, Fresno Bridge Academy – We are a free employment and training employment program. We work with DSS and our main population is CalFresh recipients. We are assisting with employment and training, and funding to eliminate barriers that participants have. We also serve Madera county. Rebecca Salgado, Reading and Beyond – Job employment and education. Job retention. 5b. What types of workforce services are needed to help people receiving CalFresh succeed in the local labor market? Rebecca Salgado – Our program is 18 months for current CalFresh recipients between the ages of 18-59. They receive in depth, one on one case management services. Long term and short term goals are established. We have a GED program. We also refer to Adult School and Fresno City College if we can’t help them. Pat Barr, Fresno Regional Workforce Development Board – We have a physical fitness program built in for the construction trade. If they can come into our program physically fit , that would be better. Shannon Duncan – We don’t serve everyone at DSS, but we do refer. Rebecca Salgado – Everyone in our program is 100% CalFresh. Kelly Sisowath –We have a four (4) week series that covers resume building, interviewing skills, soft skills, and job searching. A lot of participants need extra assistance with the ABC’s. A job, a better job, and a career job. Phyllis Stogbauer, FRWDB – Do we have an estimate of total population for Fresno county for CalFresh? Exhibit A-2-e Meeting notes summarizing the content of forum discussions Page 61 of 186 Shannon Duncan – As of September we had 80,259 non-assistance CalFresh cases. Those are cases that have CalFresh but not CalWORKs. Laneesha Senegal, Vision View Partners – We are learning what people are interested in. There are long lists of people waiting to get jobs. We teach entrepreneurships to be self -sufficient. We find that low income people want to own a business don’t understand the process. 5c. What barriers to employment are faced by CalFresh recipients and what resources are available to help assist them to overcome those barriers? Kelly Sisowath – The barriers we see is criminal backgrounds and they can’t pass background checks. We assist with expunging their record. We do have a partnership with the DOJ and the Clean Slate Program. We have a small population of homeless participants. We help with housing or get better access to resources that can assist them. Shannon Duncan – We are in an agreement with Reading and Beyond and our agreement with them ends December 31st of this year. We are changing the focus, but the focus will be on our single adults without dependents. We would target CalFresh recipients who also receive general relief. Pat Barr – Reliable transportation and childcare. Shannon Duncan – We have an On-the-Job training for specific jobs. Rebecca Salgado – In terms of disabilities if they share with us a need, we do provide assistance. We do have financial assistance. We never guarantee, but they also need to learn time management. Even after the 18 month program they can come back for further assistance if they need. Another barrier is CalFresh benefits not being enough to sustain families. We reach out to food banks and schools for help. Kelly Sisowath – At initial contact with participants there is a semi lengthy intake process. We are able to assess barriers up front and look to the next steps to help them. Laneesha Senegal – Another barrier is the younger generation having technology skills deficiencies (not being able to fill out forms online, or using text speak to fill out cover letters/applications, and not knowing how to navigate through websites to apply for employment). 5d. What partnerships currently exist or could be developed among the local workforce system, the county agency that manages CalFresh, and other organizations that provide or could provide services to CalFresh recipients? How do the partners work with one another and how do they share information? Rebecca Salgado – When our participants need a certificate, we partner with Fresno City College for the EOPS program. They can allocate funds to assist with childcare and single moms. We have an invoicing system setup so it’s easier for participants; we help to enroll them. Shannon Duncan – We don’t have a very large budget to work with multiple vendors. Rebecca Salgado – Our 18 month program is designed for participants to become self-sufficient to eliminate or reduce CalFresh assistance. Shannon Duncan – They are only eligible for 3 months for a 12 month period with us. 5e. Are CalFresh recipients being referred to programs that prepare them for high demand jobs in the region’s priority sectors? What services or systems are in place that could help CalFresh recipients succeed in such programs and on the job? Kelly Sisowath – Our participants come into our program with a goal so any referrals are beneficial for that. We get creative and help guide and prepare them. We can send them to short-term training too. Rebecca Salgado – We had someone who wanted to work with NASA but it came down to him liking science. We try to tell them what a realistic path would be, and what path of schooling/training is needed. We try to successfully determine who is ready for our 18 month program first, or refer them to an Adult School if they need a GED. They sometimes need to work on areas before starting the program. We track everything such as successes, referrals, anything we can during the program . Once they leave the program though, we don’t track that. Pamela Wilson, Community Vocational Services Inc. – What do you consider the highest demand jobs in Fresno county? Exhibit A-2-e Meeting notes summarizing the content of forum discussions Page 62 of 186 Phyllis Stogbauer – Low turnover, good benefits. Healthcare, automotive, manufacturing, logistics, construction trades and IT. Shannon Duncan – We just finished referring into a pilot. An expansion. We paired it down to select units. The new program will be targeting general relief clients. We want to target rural areas as well. Most clients have jobs so that has to be a consideration so things aren’t promised to make their situation worse. Oscar Robinson, West Fresno Advanced Trans Tech – I have been negotiating a program for 200 residents to get their class A license. Pat Barr – Stressed the importance of finding out what type of learning a person needs and if they will be a good fit for certain types of jobs. Laneesha Senegal – We are creating a social impact one-stop hub where all skills needed are in one place. People need to know the backend of understanding a career. We want to provide an onramp for skills. Tamar Fagin, ResCare – We have barriers with youth needing drivers training to get their license. Laneesha Senegal – There is a group called Many Hands Make Light Work and they help youths practice driving and written tests to prepare them. Exhibit A-2-e Meeting notes summarizing the content of forum discussions Page 63 of 186 Local Plan Stakeholder Convening Partnership with Local Child Support Agencies Public Forum October 10, 2018 Attendee List 1. Carlos Guzman Fresno County DCSS caguzman@fresnocountyca.gov 2. Ron Nijmeddin Fresno County DCSS rnijmeddin@fresnocountyca.gov 3. David Huls Fresno County DCSS dhuls@fresnocountyca.gov 4. Crystal Johnson Fresno County Public Defender cryjohnson@fresnocountyca.gov 5. Marisela Guevara Fresno County DSS mguevara@fresnocountyca.gov 6. Oscar Hinojosa State Center Adult Education oscar.h@statecenter.com 7. Pang Vangyi State Center Adult Education pang.vangyi@statecenter.com 8. Oralia Gomez Fresno County DSS ogomez@co.fresno.ca.us 9. Cynthia Rye Proteus Inc. crye@workforce -connection.com Exhibit A-3-a List of individuals that participated in forum Page 64 of 186 Exhibit A-3-b Sign-in sheet for forum Page 65 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD ACCOMMODATIONS FOR PERSONS WITH DISABILITIES Disabled individuals and individuals who are limited English proficient who need special assistance to attend or participate in this meeting may request assistance by contacting the Fresno Regional Workforce Development Board, at 2125 Kern Street, Suite 208, Fresno, California, or by calling (559) 490-7100. Every effort will be made to reasonably accommodate individuals with disabilities or who are limited English proficient by making meeting materials available in alternative formats. Requests for assistance should be made at least three (3) working days in advance of the meeting. Community and Stakeholder Forum on: Partnership with Local Child Support Agencies to Serve Non-Custodial Parents October 10, 2018 @ 3:00 p.m. Workforce Connection 3302 N. Blackstone Avenue, Suite 209 Fresno, CA 93726 Mission Statement: The Fresno Regional Workforce Development Board exists to oversee the optimal administration of Workforce Innovation and Opportunity Act funds in the Fresno region. In serving both the business community and the individual job seeker with the provision of human capital development services, we hope to foster the economic vitality of the Fresno region. REMINDER: PLEASE TURN OFF CELL PHONES OR PUT ON VIBRATE 1. CALL TO ORDER Item # Description 2. Local Workforce Planning and the Biennial Updates 3. Overview of Regional Plan Guidance regarding Partnerships with Local Child Support Agencies (LCSAs) and Services to Non-Custodial Parents (NCPs) 4. Objectives of this Community and Stakeholder Forum 5. For Your Consideration and Input 5a. What barriers to employment are most common among targeted NCPs? 5b. What are NCPs’ service needs (particularly with regard to job skills and employment) and what services are currently available? 5c. What organizations collaborate locally to promote skills development, employment and career advancement for targeted NCPs? 5d. Among the NCP service partners, (e.g. Child Support, Family Court, AJCCs, training providers and community-based organizations), what referral and information sharing systems are in place? 5e. What strategies and tools are used to motivate and incentiviz e NCPs’ in acting on referrals, participating in training/skills development and retention in employment? 5f. How can local organizations work better to ensure positive employment and career outcomes for non-custodial parents? Exhibit A-3-c Forum agenda Page 66 of 186 STRENGTHENING PARTNERSHIPS WITH LOCAL CHILD SUPPORT AGENCIES TO SERVE NON-CUSTODIAL PARENTS Fresno Regional Workforce Development Board October 10, 2018 Exhibit A-3-d Forum presentation Page 67 of 186 LOCAL WORKFORCE PLANNING AND THE BIENNIAL UPDATES Workforce development programs operated under the federal Workforce Innovation and Opportunity Act (WIOA) are administered in California by 45 distinct Local Workforce Development Boards (LWDBs). In 2017, the LWDBs submitted 4-year Local Workforce Plans to the Governor, all of which were, ultimately, approved. In accordance with WIOA requirements, a biennial review of the 4- year Local Plans is required. California has established specific guidelines for the biennial review of Local Plans, including updates and addenda to bring the plans into alignment with California’s 2018 update of the State Workforce Plan. 2 Exhibit A-3-d Forum presentation Page 68 of 186 Required modifications to local plans must address: New partnerships with CalFresh Employment and Training Programs New Partnerships with Local Child Support Agencies Enhanced Collaboration with local representatives of the California Department of Rehabilitation and other agencies within the disability services network to implement Competitive Integrated Employment models Enhanced partnerships with local educations agencies, community-based organizations and other stakeholders to serve English language learners, foreign born individuals and refugees 3 Exhibit A-3-d Forum presentation Page 69 of 186 OVERVIEW OF REGIONAL PLAN GUIDANCE REGARDING PARTNERSHIPS WITH LOCAL CHILD SUPPORT AGENCIES (LCSAS) AND SERVICES TO NON-CUSTODIAL PARENTS (NCPS) The State Workforce Development Board has entered into a formal partnership with the California Department of Child Support Services (DCSS) with the goal of improving labor market outcomes for unemployed, underemployed, and payment-delinquent non-custodial parents. The vision of DCSS is that all parents will be engaged in supporting their children. This is achieved through the interventions including: establishing paternity, locating parents, establishing child and medical support orders, enforcing and modifying child and medical support orders, and collecting and disbursing child support payments. 4 Exhibit A-3-d Forum presentation Page 70 of 186 The State Board has directed Local Boards to engage and work with LCSAs and specific partner CBOs to serve their local non-custodial parent population. Among the processes that are expected to result from workforce-child support network partnerships are referral protocols, including those from LCSAs and family court; enrollment of clients in training programs that will lead to family-sustaining wages; employment opportunities in careers within growth industries; and services that promote retention in training and on the job. 5 Exhibit A-3-d Forum presentation Page 71 of 186 OBJECTIVES OF THIS COMMUNITY AND STAKEHOLDER FORUM Provide stakeholders and the community the opportunity to weigh in on the needs of this target group Learn from practitioners about best practices in meeting service needs Identify gaps in services Hear recommendations for improving the content, availability and quality of services for unemployed, underemployed and payment delinquent non-custodial parents 6 Exhibit A-3-d Forum presentation Page 72 of 186 FOR YOUR CONSIDERATION AND INPUT What barriers to employment are most common among targeted NCPs? What are NCPs’ service needs (particularly with regard to job skills and employment) and what services are currently available? What organizations collaborate locally to promote skills development, employment and career advancement for targeted NCPs? Among the NCP service partners, (e.g. Child Support, Family Court, AJCCs, training providers and community-based organizations), what referral and information sharing systems are in place? 7 Exhibit A-3-d Forum presentation Page 73 of 186 What strategies and tools are used to motivate and incentivize NCPs’ in acting on referrals, participating in training/skills development and retention in employment? How can local organizations work better to ensure positive employment and career outcomes for non-custodial parents? 8 Exhibit A-3-d Forum presentation Page 74 of 186 Thanks! We greatly appreciate your input! 9 Exhibit A-3-d Forum presentation Page 75 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD ACCOMMODATIONS FOR PERSONS WITH DISABILITIES Disabled individuals and individuals who are limited English proficient who need special assistance to attend or participate in this meeting may request assistance by contacting the Fresno Regional Workforce Development Board, at 2125 Kern Street, Suite 208, Fresno, California, or by calling (559) 490 -7100. Every effort will be made to reasonably accommodate individuals with disabilities or who are limited English proficient by making meeting materials available in alternative formats. Requests for assistance should be made at least three (3) working days in advance of the meeting. Community and Stakeholder Forum on: Partnership with Local Child Support Agencies to Serve Non-Custodial Parents October 10, 2018 at 3:00 p.m. Workforce Connection 3302 N. Blackstone Avenue, Suite 209 Fresno, CA 93726 Mission Statement: The Fresno Regional Workforce Development Board exists to oversee the optimal administration of Workforce Innovation and Opportunity Act funds in the Fresno region. In serving both the business community and the individual job seeker with the provision of human capital development services, we hope to foster the economic vitality of the Fresno region. Item # 1. Call to Order Ka Xiong called the meeting to order at 3:06 p.m. 2. Local Workforce Planning and the Biennial Updates Workforce development programs operated under the federal Workforce Innovation and Opportunity Act (WIOA) are administered in California by 45 distinct Local Workforce Development Boards (LWDBs). In 2017, the LWDBs submitted four (4)-year Local Workforce Plans to the Governor, all of which were, ultimately, approved. In accordance with WIOA requirements, a biennial review of the four (4)-year Local Plans is required. California has established specific guidelines for the biennial review of Local Plans, including updates and addenda to bring the plans into alignment with California’s 2018 update of the State Workforce Plan. Required modifications to local plans must address: New partnerships with CalFresh Employment and Training Programs, new Partnerships with Local Child Support Agencies, enhanced collaboration with local representatives of the California Department of Rehabilitation and other agencies within the disability services network to implement Competitive Integrated Employment models, enhanced partnerships with local educations agencies, community -based organizations and other stakeholders to serve English language learners, foreign born individuals and refugees. 3. Overview of Regional Plan Guidance regarding Partnerships with Local Child Support Agencies (LCSAs) and Services to Non-Custodial Parents (NCPs) The State Workforce Development Board has entered into a formal partnership with the California Department of Child Support Services (DCSS) with the goal of improving labor market outcomes for unemployed, underemployed, and payment-delinquent non-custodial parents. The vision of DCSS is that all parents will be engaged in supporting their children. This is achieved through the interventions including: establishing paternity, locating parents, establishing child and medical support orders, enforcing and modifying child and medical support orders, and collecting and disbursing child support payments. Exhibit A-3-e Meeting notes summarizing the content of forum discussions Page 76 of 186 The State Board has directed Local Boards to engage and work with LCSAs and specific partner CBOs to serve their local non-custodial parent population. Among the processes that are expected to result from workforce-child support network partnerships are referral protocols, including those from LCSAs and family court; enrollment of clients in training programs that will lead to family-sustaining wages; employment opportunities in careers within growth industries; and services that promote retention in training and on the job. 4. Objectives of this Community and Stakeholder Forum Provide stakeholders and the community the opportunity to weigh in on the needs of this target group Learn from practitioners about best practices in meeting service needs Identify gaps in services Hear recommendations for improving the content, availability and quality of services for unemployed, underemployed and payment delinquent non-custodial parents. 5. For Your Consideration and Input 5a. What barriers to employment are most common among targeted NCPs? David Huls, Fresno County DCSS – Parts of the community are afraid to come to government agencies for all kinds of reasons. Carlos Guzman, Fresno County DCSS – A main barrier to employment is a prior incarceration history because now they have a criminal record. They now have a child support order, and their license is suspended. Top three issues are: criminal record, license expired, and lack of education/job ready skills for today’s economy. Crystal Johnson, Fresno County Public Defender – Ms. Johnson goes to court defending the individuals and finds that former incarceration is a huge impediment for future employment. Also individuals who were injured on the job, or disabled for a long period of time and don’t have the skills to do their job any more. Another barrier is a gap in employment on their resume. Ron Nijmeddin, Fresno County DCSS – Mr. Nijmeddin is on the prosecuting side of the defense and stated that some barriers are being undereducated or a High School dropout. Some folks only have a minimum wage job as laborers so they have limited skills. Being medically limited or the lack of knowledge of services is another issue. Marisela Guevara, Fresno County DSS – Our clientele is lacking financial stability and some have mental health barriers. Making sure they are stable is important not just for themselves, but for their family because they could be on their second or third family. Oralia Gomez, Fresno County DSS – Ms. Gomez has been with the department over 30 years and stated that some individuals say it’s not worth it for them to work because working wouldn’t leave them any money to become self-sufficient. Also appointment letters don’t always make it to the clients who are transient. A valid phone number might help with this. 5b. What are NCPs’ service needs (particularly with regard to job skills and employment) and what services are currently available? Carlos Guzman – Job readiness, resume writing, interviewing, and communication skills are needed to get a job. We offer referrals because we are limited with our scope of authority as an agency, but we have a customer resource page. Crystal Johnson – Places like Fresno Bridge Academy, Department of Social Services, Kingsview and Blue Sky Wellness Center provides job readiness skills. Blue Sky Wellness Center has a volunteer program that will do some onsite training for someone who has been out of the job market. Another impediment for the older population is having to apply online and they don’t know how to navigat e websites. Oralia Gomez – Welfare to W ork. Jobs 2000 connects with the public defender and the district attorney. We provide job readiness, job search assistance development , and writing. We work with Reading and Beyond and the Bridge Academy. We have vocational management services for individuals that have low cognitive skill levels and need more support but haven’t been able to get their GED. They can provide individualized support for that. We have a contract for subsidized employment. The individuals that don’t have a stable work history, we place them within our department. W e also have agreements with other county wide departments as well as some private Exhibit A-3-e Meeting notes summarizing the content of forum discussions Page 77 of 186 entities that are willing to take them on. Fresno County Library also offers job readiness. Phyllis Stogbauer, FRWDB – Fresno County Library now has a Digibus that can pull up anywhere and includes Wi-Fi, printer, tablets, and a tv to do workshops or help with resumes. 5c. What organizations collaborate locally to promote skills development, employment and career advancement for targeted NCPs? Crystal Johnson – The public defender’s office offers a Clean Slate Program that is a record clearance program. It is a free service to anyone who has a Fresno county conviction , or is low income or indigent. The clinic is open every week . A person meets with an attorney who will do background checks, assess eligibility, and files the paperwork. The only thing not provided is in court representation. Clients can apply for the program online. It is first come, first served since its only open for two (2) days a week and is appointment only. Another program called Root & Rebound provides training and employment services to women of color. 5d. Among the NCP service partners, (e.g. Child Support, Family Court, AJCCs, training providers and community-based organizations), what referral and information sharing systems are in place? Ron Nijmeddin – W e are bound by confidentially and can’t give any info about the participants. Phyllis Stogbauer – We want a more standardized process. It’s not a lot of info that we need but it needs to get back to you. One of the things being discuss ed is how do we track that? Who do we co- enroll, who do we not co-enroll? Oralia Gomez – Sometimes the release of information is because of the services that we provide. The law is very specific. 5e. What strategies and tools are used to motivate and incentivize NCPs’ in acting on referrals, participating in training/skills development and retention in employment? David Huls – One option is a compromise of arrears. Our customers don’t always know there is a program that if their case qualifies and they apply, they can get a large chunk wiped out. Phyllis Stogbauer – Asked the question “Is it totally forgiven, or just put on the backburner”? David Huls – No, it is specific and they have to pay an amount each month or a lump sum. The individuals don’t always realize that when their situation has changed it should be modified. Those are the things besides license release that our programs can help people get back on the right track. Crystal Johnson – The retraining services Workforce Connection provides. T hat’s how I incentivize people to participate when they are at the contempt stage because of all those assessment tools that you provide right at the onset. Oralia Gomez – Our best incentive is when we tell them if they do this, at the end is a job. Phyllis Stogbauer – Most don’t want to go into long-term training, they want a job right now. We try to convince them we can get them a job, but six months or a year from now, we can have them change their education and get them into a career. Pang Vangyi, State Center Adult Education – Oscar Hinojosa, my colleague has office hours at the Manchester One-Stop and our mission is to work with adult learners who don’t have a High School diploma or GED. We help them complete that education component. W e work with adults who said they work fulltime and need a class offered in the evening. We have that flexibility. We can let them know what adult school they can attend. Oscar has office hours so if someone doesn’t have a H igh School diploma or GED, it’s a “warm handoff” to Oscar and he gets them the info they need. Phyllis Stogbauer – If they are referred to us from the Jobs 2000, that is something you could talk about up front so they can start working through this and understand the program. I think we need to educate. There is a process to become job ready so we could be working with the other agencies to clear up other problems. Work together at the front end, with us referring to you so we can get a plan in place. We do an IEP with everyone. Some have been long-term unemployed and don’t know how to manage things. Exhibit A-3-e Meeting notes summarizing the content of forum discussions Page 78 of 186 David Huls – Our computer system interfaces with many other entities. Our system will find a new employer and automatically serve an income withholding order. It will determine an appropriate arrears payment that could end up being astronomical. If we are interacting as a human being working the case, we would come up with a different repayment amount if possible. Ron Nijmeddin – I love the idea of referring people prior to the time they come delinquent. Will Workforce Connection make flyers available? Phyllis Stogbauer – Yes, we do have brochures for our adult programs and special projects. We have an SRT team that works with folks. They are comprised of our WIOA staff and the partners or providers, and they sit and interview everyone because we can identity issues before we enroll them . I see a lot of potential with soft skill services. By the time they go through these programs, they are motivated and ready to find a job. If those referrals would come here, we could help you place them into those programs and then it’s a win-win for everyone. Ron Nijmeddin – When do you plan for this program to be launched? Phyllis Stogbauer – We are going to collect all the data from today and other meetings, and then we will draft our processes of what we want to implement. That is when we will pull people back in, maybe in small meetings to talk about fine-tuning some of those processes and how we can serve this population. It will be a work in progress. Sharing data and open communication is priority. Crystal Johnson – I would ask that you include the public defender offices specifically with the process that we have in place right now for those contempt clients. We are seeing some kinks we can work out and all agencies would benefit from streamlining it. 5f. How can local organizations work better to ensure positive employment and career outcomes for non-custodial parents? David Huls – Whoever is interested we will go out to an agency and give staff Child Support 101. Carlos Guzman – Communication, keeping in contact with one another. Share our goals. Oralia Gomez – Coordination between our departments. Phyllis Stogbauer – W e tried to pilot a software called Community Pro but can’t get enough people to see if it works. You refer them over to us and enter them into the system, and we can pick up that referral. You enter into agreement with this company and they put that into a vault and we can all access it. We want to come up with a shared data process for co-case management. No one wants to share their data. There needs to be a way to share and still protect it. We don’t want to share personal data, just basic questions. Plain and simple. Ron Nijmeddin – I just need to see it. That wouldn’t be my approval; it would come from a much higher source. Phyllis – Bitwise has developed a tracking system they showed us to track referrals. Cynthia Rye, Proteus Inc. – I think the word has gotten out about the child support referrals. Carlos Guzman – Inform and educate staff of particular agencies, and get your participants together to relay the info. There was an agency called Proving our Parenting Skills were we would do presentations for their case workers. Phyllis Stogbauer – We still want to protect people and utilize the ways to share data. Exhibit A-3-e Meeting notes summarizing the content of forum discussions Page 79 of 186 Local Plan Stakeholder Convening Serving Persons with Disabilities Community Forum October 18, 2018 Attendee List 1. Malika Neal Lincoln Training Center malikan@lincolntc.org 2. Juliette Cerecedes Lincoln Training Center juliettec@lincolntc.org 3. Kelly Sisowath Fresno Bridge Academy ksisowath@readingandbeyond.org 4. Sandra Martinez Reading and Beyond smartinez@readingandbeyond.org 5. Pamela Wilson Community Vocational Services Inc. pm.jd@communityvocationalservices.com 6. Cynthia McGuire Fresno County DSS cmcguire@fresnocountyca.gov 7. Jose Urbina Fresno County DSS jourbina@fresnocountyca.gov 8. Aurelio Mendoza Department of Rehabilitation aurelio.mendoza@dor.ca.gov 9. Alfonso Garcia Proteus Inc. agarcia@workforce-connection.com 10. Wendy Lomeli Employment Development Dept. wendy.lomeli@edd.ca.gov 11. Cecil Sanchez America Works of CA csanchez@americaworks.com 12. Tamar Fagin ResCare Workforce Services tamar.fagin@rescare.com 13. Maikia Thao ResCare Workforce Services maikia.thao@rescare.com 14. David Keosheyan Central Valley Regional Center dkeosheyan@cvrc.org 15. Brian Chambers Department of Rehabilitation brian.chambers@dor.ca.gov 16. Rebeca DeLeon A Ticket to Success rdeleon@tcoe.org 17. Amri Aguirre Valley Center for the Blind Amri@vcbfresno.org Exhibit A-4-a List of individuals that participated in forum Page 80 of 186 Exhibit A-4-b Sign-in sheet for forumPage 81 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD ACCOMMODATIONS FOR PERSONS WITH DISABILITIES Disabled individuals and individuals who are limited English proficient who need special assistance to attend or participate in this meeting may request assistance by contacting the Fresno Regional Workforce Development Board, at 2125 Kern Street, Suite 208, Fresno, California, or by calling (559) 490-7100. Every effort will be made to reasonably accommodate individuals with disabilities or who are limited English proficient by making meeting materials available in alternative formats. Requests for assistance should be made at least three (3) working days in advance of the meeting. Community and Stakeholder Forum on: Serving Persons with Disabilities Through Competitive Integrated Employment October 18, 2018 @ 9:00 a.m. Workforce Connection 3302 N. Blackstone Avenue, Suite 209 Fresno, CA 93726 Mission Statement: The Fresno Regional Workforce Development Board exists to oversee the optimal administration of Workforce Innovation and Opportunity Act funds in the Fresno region. In serving both the business comm unity and the individual job seeker with the provision of human capital development services, we hope to foster the economic vitality of the Fresno region. REMINDER: PLEASE TURN OFF CELL PHONES OR PUT ON VIBRATE 1. CALL TO ORDER Item # Description 2. Local Workforce Planning and the Biennial Updates 3. What is Competitive Integrated Employment? 4. Overview of Local Plan Guidance regarding Competitive Integrated Employment 5. Objectives of this Community and Stakeholder Forum 6. For Your Consideration and Input 6a. How are DOR and the workforce system (i.e. the local Board and the AJCCs) currently working together with local partners (such as regional centers, special education and Workability programs, among others) to support the employment goals of individuals with intellectual disabilities and developmental disabilities? 6b. Are efforts underway for the partners to collaborate on the use of CIE for job seekers with ID/DD? 6c. Have discussions begun on the development of a Local Partnership Agreement to create more CIE opportunities? If not, how can this be accelerated? 6d. Have workforce system staff received training in serving individuals with ID/DD and are they knowledgeable about programs and services available to assist this target group? What additional training and information is needed? 6e. How are DOR and the local workforce system working together to outreach to employers and partners to support individuals with ID/DD in achieving CIE? If efforts are not yet underway, what will be done? 6f. Have recruitment, referral and employer engagement strategies been defined? If not, what is planned? Exhibit A-4-c Forum agenda Page 82 of 186 Fresno Regional Workforce Development Board October 18, 2018 Exhibit A-4-d Forum presentation Page 83 of 186 »Workforce development programs operated under the federal Workforce Innovation and Opportunity Act (WIOA) are administered in California by 45 distinct Local Workforce Development Boards (LWDBs). »In 2017, the LWDBs submitted 4-year Local Workforce Plans to the Governor, all of which were, ultimately, approved. »In accordance with WIOA requirements, a biennial review of the 4-year Local Plans is required. »California has established specific guidelines for the biennial review of Local Plans, including updates and addenda to bring the plans into alignment with California’s 2018 update of the State Workforce Plan. 2 Exhibit A-4-d Forum presentation Page 84 of 186 Required modifications to local plans must address: »New partnerships with CalFresh Employment and Training Programs »New Partnerships with Local Child Support Agencies »Enhanced Collaboration with local representatives of the California Department of Rehabilitation and other agencies within the disability services network to implement Competitive Integrated Employment models »Enhanced partnerships with local educations agencies, community-based organizations and other stakeholders to serve English language learners, foreign born individuals and refugees 3 Exhibit A-4-d Forum presentation Page 85 of 186 »Competitive Integrated Employment (CIE) is work performed by a person with a disability (including those with intellectual disabilities and developmental disabilities) within an integrated setting that includes both individuals with and without disabilities. »CIE is full- or part-time work that: •Compensates individuals at no less than the legal minimum wage and at the same rate as non-disabled employees with the same skills, performing the same work •Yields an income comparable to that of similarly situated non- disabled individuals •Provides the same benefits available to other employees •Is at a location where employees interact with other persons who are not individuals with disabilities •Presents opportunities for advancement 4 Exhibit A-4-d Forum presentation Page 86 of 186 »In 2017, the California Department of Rehabilitation (DOR), the Department of Developmental Services (DDS) and the California Department of Education (CDE) formalized a partnership agreement around creating more opportunities for individuals with intellectual disabilities (ID) and developmental disabilities (DD) through CIE and other mechanisms. »Local Boards must submit modifications to their local plans that address how they will engage with local counterparts of the three state-level partners to align with the State CIE strategy embedded in its blueprint. 5 Exhibit A-4-d Forum presentation Page 87 of 186 »The state-level CIE partners (DOR, DDS, CDE) have developed a Local Partnership Agreement template to assist local education agencies, DOR districts and DDS regional centers in collaborating more effectively in assisting individuals with ID and DD. »Staff at AJCCs are expected to understand the needs of jobseekers with ID/DD and be knowledgeable about programs and resources that can aid in their success. »DOR’s district staff will designate a point of contact for the Local Boards to help provide linkages to service providers of individuals with ID/DD. 6 Exhibit A-4-d Forum presentation Page 88 of 186 »DOR district staff will partner with Local Boards to outreach to employers and partners to develop strategies to achieve CIE opportunities for consumers. »The State Board recommends that Local Boards support the recruitment, referral, and employer engagement efforts of DOR representatives. 7 Exhibit A-4-d Forum presentation Page 89 of 186 »Give stakeholders and the community the opportunity to weigh in on the needs of this target group »Learn from practitioners about best practices in meeting service needs »Identify where gaps in services may currently exist »Hear recommendations on implementing competitive integrated employment for individuals with intellectual disabilities and developmental disabilities. 8 Exhibit A-4-d Forum presentation Page 90 of 186 »How are DOR and the workforce system (i.e. the local Board and the AJCCs) currently working together with local partners (such as regional centers, special education and Workability programs, among others) to support the employment goals of individuals with intellectual disabilities and developmental disabilities? »Are efforts underway for the partners to collaborate on the use of CIE for job seekers with ID/DD? »Have discussions begun on the development of a Local Partnership Agreement to create more CIE opportunities? If not, how can this be accelerated? 9 Exhibit A-4-d Forum presentation Page 91 of 186 »Have workforce system staff received training in serving individuals with ID/DD and are they knowledgeable about programs and services available to assist this target group? What additional training and information is needed? »How are DOR and the local workforce system working together to outreach to employers and partners to support individuals with ID/DD in achieving CIE? If efforts are not yet underway, what will be done? 10 Exhibit A-4-d Forum presentation Page 92 of 186 »Have recruitment, referral and employer engagement strategies been defined? If not, what is planned? 11 Exhibit A-4-d Forum presentation Page 93 of 186 Thank you! We greatly appreciate your input! 12 Exhibit A-4-d Forum presentation Page 94 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD ACCOMMODATIONS FOR PERSONS WITH DISABILITIES Disabled individuals and individuals who are limited English proficient who need special assistance to attend or participate in this meeting may request assistance by contacting the Fresno Regional Workforce Development Board, at 2125 Kern Street, Suite 208, Fresno, California, or by calling (559) 490-7100. Every effort will be made to reasonably accommodate individuals with disabilities or who are limited English proficient by making meeting materials available in alternative formats. Requests for assistance should be made at least three (3) working days in advance of the meeting. Community and Stakeholder Forum on: Serving Persons with Disabilities Through Competitive Integrated Employment October 18, 2018 at 9:00 a.m. Workforce Connection 3302 N. Blackstone Avenue, Suite 209 Fresno, CA 93726 Mission Statement: The Fresno Regional Workforce Development Board exists to oversee the optimal administration of Workforce Innovation and Opportunity Act funds in the Fresno region. In serving both the business community and the individual job seeker with the provision of human capital development services, we hope to foster the economic vitality of the Fresno region. Item # 1. Call to Order Phyllis Stogbauer called the meeting to order at 9:05 a.m. 2. Local Workforce Planning and the Biennial Updates Workforce development programs operated under the federal Workforce Innovation and Opportunity Act (WIOA) are administered in California by 45 distinct Local Workforce Development Boards (LWDBs). In 2017, the LWDBs submitted four (4)-year Local Workforce Plans to the Governor, all of which were, ultimately, approved. In accordance with WIOA requirements, a biennial review of the four (4)-year Local Plans is required. California has established specific guidelines for the biennial review of Local Plans, including updates and addenda to bring the plans into alignment with California’s 2018 update of the State Workforce Plan. Required modifications to local plans must address: New partnerships with CalFresh Employment and Training Programs, new Partnerships with Local Child Support Agencies, enhanced Collaboration with local representatives of the California Department of Rehabilitation and other agencies within the disability services network to implement Competitive Integrated Employment models, enhanced partnerships with local educations agencies, community -based organizations and other stakeholders to serve English language learners, foreign born individuals and refugees. 3. What is Competitive Integrated Employment? Competitive Integrated Employment (CIE) is work performed by a person with a disability (including those with intellectual disabilities and developmental disabilities) within an integrated setting that includes both individuals with and without disabilities. CIE is full or part-time work that: Compensates individuals at no less than the legal minimum wage and at the same rate as non - disabled employees with the same skills, performing the same work Yields an income comparable to that of similarly situated non-disabled individuals Provides the same benefits available to other employees Is at a location where employees interact with other persons who are not individuals with disabilities Presents opportunities for advancement. Exhibit A-4-e Meeting notes summarizing the content of forum discussions Page 95 of 186 4. Overview of Local Plan Guidance regarding Competitive Integrated Employment In 2017, the California Department of Rehabilitation (DOR), the Department of Developmental Services (DDS) and the California Department of Education (CDE) formalized a partnership agreement around creating more opportunities for individuals with intellectual disabilities (ID) and developmental disabilities (DD) through CIE and other mechanisms. Local Boards must submit modifications to their local plans that address how they will engage with local counterparts of the three state-level partners to align with the State CIE strategy embedded in its blueprint. The state-level CIE partners (DOR, DDS, CDE) have developed a Local Partnership Agreement template to assist local education agencies, DOR districts and DDS regional centers in collaborating more effectively in assisting individuals with ID and DD. Staff at AJCCs are expected to understand the needs of jobseekers with ID/DD and be knowledgeable about programs and resources that can aid in their success. DOR’s district staff will designate a point of contact for the Local Boards to help provide linkages to service providers of individuals with ID/DD. DOR district staff will partner with Local Boards to outreach to employers and partners to develop strategies to achieve CIE opportunities for consumers. The State Board recommends that Local Boards support the recruitment, referral, and employer engagement efforts of DOR representatives. 5. Objectives of this Community and Stakeholder Forum Give stakeholders and the community the opportunity to weigh in on the needs of this target group Learn from practitioners about best practices in meeting service needs Identify where gaps in services may currently exist Hear recommendations on implementing competitive integrated employment for individuals with intellectual disabilities and developmental disabilities. 6. For Your Consideration and Input 6a. How are DOR and the workforce system (i.e. the local Board and the AJCCs) currently working together with local partners (such as regional centers, special education and Workability programs, among others) to support the employment goals of individuals with intellectual disabilities and developmental disabilities? Brain Chambers, Department of Rehabilitation – We utilized different vendors in the community to send the consumers to obtain job placement and ultimately CIE. We work with programs through Reedley College, Fresno State and we refer consumers over to these programs. We work with the Regional Center and right now we are doing Project Search. We also have a program called College to Career at Fresno City College and Regional Center. We are working with Fresno City College to refer consumers who are clients with Regional Center and who are pursuing certificates, ultimately to obtain employment. Phyllis Stogbauer, FRWDB – Is most of that educational? Brian Chambers – Educational, but Project Search is vocational. For CIE most of these programs are vocational and not academic. David Keosheyan, Central Valley Regional Center – I am the Employment Specialist at CVRC and I don’t know how W orkforce Connection works with people with intellectual disabilities. The impression I get is you work pretty quickly with folks. At the Regional Center people with intellectual disabilities we are going to take extra time with them. Phyllis Stogbauer – W e do have some individuals come in that are dislocated workers and get through the program quickly. Their Individual Employment Plan is based on what they need, and how long it will take to get that person working. We have worked with some youth/adults in the past with disabilities and have had some successes. Wendy Lomeli, Employment Development Department – Our agency has a program called the Deaf and Hard of Hearing. It includes a case manager that is sign language based, and an interpreter that translates. Challenges are seeking employers that are committed to offering employment with those accommodations. On a case by case basis we do work with DOR. We have a veterans program here at Manchester, Kings County and Madera County. We have a specialist out of Hanford targeting youth with any kind of developmental disabilities. Exhibit A-4-e Meeting notes summarizing the content of forum discussions Page 96 of 186 Juliette Cerecedes, Lincoln Training Center – I am an Employment Specialist with Lincoln Training Center and we have been working for years with the DOR and CVRC to offer support employment, vocational training, and a group setting program for adults with developmental disabilities. Currently we have a program that helps to serve those as it relates to community integrated employment, and also some others as a paid internship program. We are still waiting to get our final approval so that we can begin offering that service. The program is designed so that it will take 2-3 months. We also work with Workforce Connection. Phyllis Stogbauer – Are those paid positions? Juliette Cerecedes – Yes. Those positions pay minimum wage. There would be a paid internship and then the owner and that person would have an opportunity to find out if it is a good fit before hiring them on permanently. Phyllis Stogbauer – Do you already have employers you work with, or are you still developing that? Juliette Cerecedes – No, we are currently making those connections and waiting on our final approval. Brian Chambers – We started student services based upon what was asked for us to spend 50% of our budget. We are currently going out to school districts and telling Special Education and Administration what types of student services we offer. We are starting to work with the CIE population, especially at Clovis Unified. Phyllis Stogbauer – Is it all high school or do you go younger? Brian Chambers – Yes. The definition of disability is they have to be 16-21 years old, permanent disability, and enrolled in some sort of academia. That could be secondary, post-secondary, or home schooled. Phyllis Stogbauer – Is that all kids, the students with IEP? Brian Chambers – You have to have IEPs, 504s. 6b. Are efforts underway for the partners to collaborate on the use of CIE for job seekers with ID/DD? David Keosheyan – We are doing the local partnership agreements that were mandated by WIOA. We are working with DOR and Lincoln Training Center on the customized employment program design. Phyllis Stogbauer – Most people have soft skill issues. We don’t want to funnel people in just to get minimum wage jobs, but sometimes they want that. We take anywhere from 4-6 months before we send them on a job. David Keosheyan – Where is the overlap between what you do and what DOR does? Phyllis Stogbauer – When we are interviewing individuals and it appears there is a disability that they self-disclosed, or based on the conversation, we will refer them over and have DOR interview them. We rely on the DOR to help us make that determination if their services are best to start with. We work that out individually. Pamela Wilson, Community Vocational Services Inc. – I just need an outside resource for soft skill classes. Are we able to send them to your team to teach them like they do everybody else? Phyllis Stogbauer – Once we enroll we are tied to getting them a job. We co-enroll people all the time as long as their final outcome is employment. 6c. Have discussions begun on the development of a Local Partnership Agreement to create more CIE opportunities? If not, how can this be accelerated? Phyllis Stogbauer – We are not mandated to have an MOU but it doesn’t mean we can’t. Maybe we can come up with one shared MOU so we can talk about being co-enrolled. The big issue is how we track this. Exhibit A-4-e Meeting notes summarizing the content of forum discussions Page 97 of 186 Cecil Sanchez, America Works of CA – I’m part of America Works of CA, Ticket to Work program. I work with those with disabilities. I have approached the ARC and Lincoln Training Center. Phyllis Stogbauer – I want to have a resource guide so anyone in the community who wants to can be on a website with the services provided. 6d. Have workforce system staff received training in serving individuals with ID/DD and are they knowledgeable about programs and services available to assist this target group? What additional training and information is needed? Rebeca DeLeon, A Ticket to Success – A lot of people aren’t educated about disabilities. After the WIOA mandate it’s gotten better. In our monthly site council meetings we take turns talking about our program and the services we provide to give a better understanding. Sometimes we just don’t know. Wendy Lomeli – We have a program specialist that works with targeted and dedicated staff working with that clientele. They know the signals and behavior to look for when it comes to customers that have a disability. I would be interested in training my other staff that are mainstream in the front lines. Pamela Wilson – The persons centered training does a class for free to help your staff learn how to treat people with disabilities. Wendy Lomeli – I would give priority to my non-program staff. Phyllis – It sounds like we have a lot of good resources so we can get together and start developing some of these plans. 6e. How are DOR and the local workforce system working together to outreach to employers and partners to support individuals with ID/DD in achieving CIE? If efforts are not yet underway, what will be done? Aurelio Mendoza, Department of Rehabilitation – Some of the efforts with Shawna Glazener at the Fresno Regional workforce Development Board - Business Services Center through collaborative efforts with DOR and the Workforce Connection, have established multitudes of relationships with different employers. I provide DOR workshops as a tool to provide services, and also one-on-one sessions. The approach is tailored. We also work with EDD. Phyllis Stogbauer – When we are outreaching to employers it’s the perfect time to identify if they are willing to hire individuals with disabilities. Aurelio Mendoza – I always say the internal communication with that customer is essential. Juliette Cerecedes – People are successfully hiring people who have disabilities and they are holding their jobs. Brian Chambers – We just had the first graduation last week for Project Search and these are Regional Center clients that are getting real jobs, real wages, and opportunities. I’m encouraged by these programs. 6f. Have recruitment, referral and employer engagement strategies been defined? If not, what is planned? Brian Chambers – We recently reached out to the Department of Industrial Relations for the apprenticeship program and this is not necessarily specific for CIE, but it could incorporate that population. There is a lot of opportunity there. Aurelio Mendoza – You can search and see a multitude of resources within Fresno county providing apprenctiships in our area. Barbers, Electricians, and trades with metal. We always advocate for government employment because those are the types of businesses that individuals will be able to take time off related to their disability. There is a partnership between local businesses and West Hills College where they are tailoring curriculum with the apprentichip because they want these folks that are going through it to have the skills. It’s aligned with the wage. Wendy Lomeli – W e have a local Veteran’s employment representative that reaches out to employers and they are dedicated. Not just advocating to veterans but they have the working knowledge to advocate to employers who are willing to work with people with disabilities. Exhibit A-4-e Meeting notes summarizing the content of forum discussions Page 98 of 186 Whenever there is a Rapid Response we are trying to rehire companies that are in town. EDD offers seminars/workshops/topics that are at a lower cost for employers. That is how we try to advertise to our employers and also educate them about the tax incentives. We have informational flyers in our packets. Aurelio Mendoza – We offer Windmills Training which has a sensitivity and soft skills training. Rebeca DeLeon – We aren’t going to refer someone that can’t do the job. That comes with case management. That is the biggest thing, educating the population with sensitivity training, and giving them success stories. David Keosheyan – In March of 2022 (unless it changes) the funding for programs such as work activity and employment group programs that some of these agencies provide to folks with intellectual disabilities, is going to go away. Many more are in individual placement jobs in the community so we will have a large influx for people we have to provide CIE jobs for. Phyllis Stogbauer – A lot of those individuals that aren’t on subsidized jobs will not be able to work on their own? Juliette Cerecedes – That is where it’s customized, maybe not everyone is doing this but they could. It’s just finding out where there might be an opportunity. Talking to business owners and having a conversation. The idea is that the business owners will make a real connection with that job seeking person. Phyllis Stogbauer – We are seeing a bigger push to co-enroll. David Keosheyan – You absolutely need that. Juliette Cerecedes – The general consensus from managers at the regional centers up north was a paid internship should not be less than a year. A three month internship just doesn’t cut it. It’s not enough time to really allow that person to learn the job. They need time to discover more about the person while on the job, and allow them to really develop their skills along the way. Phyllis Stogbauer – That takes a lot of funding; paid subsidized work experience for a year at a time. Maybe it’s something we can work together on. We ourselves can’t do a one year for everybody but if were sharing that work experience with multiple agencies, that is different. We want to get back together soon so we can fine tune this before it goes into the plan. Exhibit A-4-e Meeting notes summarizing the content of forum discussions Page 99 of 186 Local Plan Stakeholder Convening Improving Services to English Language Learners and Foreign Born Individuals October 3, 2018 Attendee List 1. Rebeca DeLeon A Ticket to Success – TCOE rdeleon@tcoe.org 2. Sylvia Maydon Fresno County DSS not provided 3. Lorina Napoles Fresno County DSS lnapoles@fresnocountyca.gov 4. Ruby DeLaCruz – Caravantes Fresno County DSS rmovsesian@fresnocountyca.gov 5. Nasrin Rostami N/A golnasrin@gmail.com 6. Maria Macedo Proteus, Inc. Farmworker mariam@proteusinc.org Program 7. Forrest Jeffreys Proteus, Inc. Adult/DW fjeffreys@proteusinc.org 8. Roselinda Rolph Fresno County DSS rptorres@fresnocountyca.gov 9. Teresita Magana N/A teretmagana@yahoo.com 10. Alejandro Segura Centro La Familia asegura@centrolafamilia.org 11. Oscar Hinojosa State Center Adult Education oscar.h@statecenter.com Consortium 12. Anthony Gomez EDD – Farmworker Program anthony.gomez@edd.ca.gov 13. Adriana Chavez SER-Jobs for Progress, Inc. achavez@sercalifornia.org 14. Maikia Thao ResCare Workforce Services maikia.thao@rescare.com 15. Kajai Yang Reading and Beyond kyang@readingandbeyond.org 16. Maria Ceja Reading and Beyond mceja@readingandbeyond.org Exhibit A-5-a List of individuals that participated in forum Page 100 of 186 Exhibit A-5-b Sign-in sheet for forumPage 101 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD ACCOMMODATIONS FOR PERSONS WITH DISABILITIES Disabled individuals and individuals who are limited English proficient who need special assistance to attend or participate in this meeting may request assistance by contacting the Fresno Regional Workforce Development Board, at 2125 Kern Street, Suite 208, Fresno, California, or by calling (559) 490-7100. Every effort will be made to reasonably accommodate individuals with disabilities or who are limited English proficient by making meeting materials available in alternative formats. Requests for assistance should be made at least three (3) working days in advance of the meeting. Community and Stakeholder Forum on: Improving Services to English Language Learners and Foreign Born Individuals October 3, 2018 @ 10:00 a.m. Workforce Connection 3302 N. Blackstone Avenue, Suite 209 Fresno, CA 93726 Mission Statement: The Fresno Regional Workforce Development Board exists to oversee the optimal administration of Workforce Innovation and Opportunity Act funds in the Fresno region. In serving both the business community and the individual job seeker with the provision of human capital development services, we hope to foster the economic vitality of the Fresno region. REMINDER: PLEASE TURN OFF CELL PHONES OR PUT ON VIBRATE 1. CALL TO ORDER Item # Description 2. Local Workforce Planning and the Biennial Updates 3. Overview of Regional Plan Guidance Regarding English Language Learners, Foreign Born Individuals and Refugees 4. Objectives of this Community and Stakeholder Forum 5. For Your Consideration and Input 5a. What are the unique needs of English language learners, foreign born individuals and refugees? 5b. What are the principal barriers to employment faced by these individuals? 5c. What partnerships and collaborative efforts exist that enable local organizations to provide services to meet these needs? 5d. What outreach and recruitment strategies are effective in connecting individuals from these target groups to skills training and livable wages? 5e. What strategies are in place to provide these individuals with job skills and training that will enable them to progress into livable wage jobs and careers? 5f. Where do gaps in services exist for this target population and what can we do to bridge these gaps? Exhibit A-5-c Forum agenda Page 102 of 186 IMPROVING COORDINATION AND COLLABORATION AMONG STAKEHOLDERS TO IMPROVE SERVICES TO ENGLISH LANGUAGE LEARNERS, FOREIGN BORN INDIVIDUALS AND REFUGEES Fresno Regional Workforce Development Board October 3, 2018 Exhibit A-5-d Forum presentation Page 103 of 186 LOCAL WORKFORCE PLANNING AND THE BIENNIAL UPDATES Workforce development programs operated under the federal Workforce Innovation and Opportunity Act (WIOA) are administered in California by 45 distinct Local Workforce Development Boards (LWDBs). In 2017, the LWDBs submitted 4-year Local Workforce Plans to the Governor, all of which were, ultimately, approved. In accordance with WIOA requirements, a biennial review of the 4-year Local Plans is required. California has established specific guidelines for the biennial review of Local Plans, including updates and addenda to bring the plans into alignment with California’s 2018 update of the State Workforce Plan. Exhibit A-5-d Forum presentation Page 104 of 186 Required modifications to local plans must address: New partnerships with CalFresh Employment and Training Programs New Partnerships with Local Child Support Agencies Enhanced Collaboration with local representatives of the California Department of Rehabilitation and other agencies within the disability services network to implement Competitive Integrated Employment models Enhanced partnerships with local education agencies, community-based organizations and other stakeholders to serve English language learners, foreign born individuals and refugees Exhibit A-5-d Forum presentation Page 105 of 186 OVERVIEW OF REGIONAL PLAN GUIDANCE REGARDING ENGLISH LANGUAGE LEARNERS, FOREIGN BORN INDIVIDUALS AND REFUGEES English language learners, foreign born individuals and refugees comprise a significant percentage of California’s workers Individuals from this target group face barriers to employment that keep family-supporting wages and entering California’s middle class out of reach Practices from various regions in California and programs in other states suggest that models exist that are successful in accelerating skills acquisition and wage gains among this target group The quality and variety of partnerships, training options, career planning and support services may be key factors in achieving successful outcomes for this target population Exhibit A-5-d Forum presentation Page 106 of 186 OBJECTIVES OF THIS COMMUNITY AND STAKEHOLDER FORUM Give stakeholders and the community the opportunity to weigh in on the needs of this target group Learn from practitioners about best practices in meeting service needs Identify gaps in services Hear recommendations for improving the content, availability and quality of services for English language learners, foreign born individuals and refugees Exhibit A-5-d Forum presentation Page 107 of 186 FOR YOUR CONSIDERATION AND INPUT What are the unique needs of English language learners, foreign born individuals and refugees? What are the principal barriers to employment faced by these individuals? What partnerships and collaborative efforts exist that enable local organizations to provide services to meet these needs? Exhibit A-5-d Forum presentation Page 108 of 186 What outreach and recruitment strategies are effective in connecting individuals from these target groups to skills training and livable wages? What strategies are in place to provide these individuals with job skills and training that will enable them to progress into livable wage jobs and careers? Where do gaps in services exist for this target population and what can we do to bridge these gaps? Exhibit A-5-d Forum presentation Page 109 of 186 Thanks! We greatly appreciate your input! Exhibit A-5-d Forum presentation Page 110 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD ACCOMMODATIONS FOR PERSONS WITH DISABILITIES Disabled individuals and individuals who are limited English proficient who need special assistance to attend or participate in this meeting may request assistance by contacting the Fresno Regional Workforce Development Board, at 2125 Kern Street, Suite 208, Fresno, California, or by calling (559) 490-7100. Every effort will be made to reasonably accommodate individuals with disabilities or who are limited English proficient by making meeting materials available in alternative formats. Requests for assistance should be made at least three (3) working days in advance of the meeting. Community and Stakeholder Forum on: Improving Services to English Language Learners and Foreign Born Individuals October 3, 2018 at 10:00 a.m. Workforce Connection 3302 N. Blackstone Avenue, Suite 209 Fresno, CA 93726 Mission Statement: The Fresno Regional Workforce Development Board exists to oversee the optimal administration of Workforce Innovation and Opportunity Act funds in the Fresno region. In serving both the business community and the individual job seeker with the provision of human capital development services, we hope to foster the economic vitality of the Fresno region. Item # 1. Call to Order David Shinder called the meeting to order at 10:06 a.m. 2. Local Workforce Planning and the Biennial Updates Workforce development programs operated under the federal Workforce Innovation and Opportunity Act (WIOA) are administered in California by 45 distinct Local Workforce Development Boards (LWDBS). In 2017, the LWDBs submitted four (4)-year Local Workforce Plans to the Governor, all of which were, ultimately, approved. In accordance with WIOA requirements, a biennial review of the four (4)-year Local Plans is required. California has established specific guidelines for the biennial review of Local Plans, including updates and addenda to bring the plans into alignment with California’s 2018 update of the State Workforce Plan. Required modifications to local plans must address: New partnerships with CalFresh Employment and Training Programs, new partnerships with local child support agencies, enhanced collaboration with local representatives of the California Department of Rehabilitation and other ag encies within the disability services network to implement Competitive Integrated Employment models, and enhanced partnerships with local education agencies, community-based organizations and other stakeholders to serve English Language Learners, foreign born individuals and refugees. 3. Overview of Regional Plan Guidance Regarding English Language Learners, Foreign Born Individuals and Refugees English language learners, foreign born individuals and refugees comprise a significant percentage of California’s workers. Individuals from this target group face barriers to employment that keep family -supporting wages and entering California’s middle class out of reach. Practices from various regions in California and programs in other states suggest that models exist that are successful in accelerating skills acquisition and wage gains among this target group. The quality and variety of partnerships, training options, career planning and support services may be key factors in achieving successful outcomes for this target population. Exhibit A-5-e Meeting notes summarizing the content of forum discussions Page 111 of 186 4. Objectives of this Community and Stakeholder Forum Give stakeholders and the community the opportunity to weigh in on the needs of this target group. Learn from practitioners about best practices in meeting service needs. Identify gaps in services. Hear recommendations for improving the content, availability and quality of services for English language learners, foreign born individuals and refugees. 5. For Your Consideration and Input 5a. What are the unique needs of English language learners, foreign born individuals and refugees? Nasrin Rostami, Participant – Ms. Rostami is an English language learner. Job search has been difficult as she cannot understand everything on websites or on applications. She got connected with Ana Escareno, FRWDB ELL Navigator, who was able to provide the assistance she needed for improving her English, as well as help with job search and completing employment applications. Ruby DeLaCruz-Caravantes, Fresno County Welfare to Work Program – W orks with Assyrian clients in the Muslim faith. Many of these individuals are very educated but cannot find work. The y would like to utilize their education, but many times end up taking whatever job they can get. It is frustrating for them to look for employment. Maikia Thao, ResCare Workforce Services – Ms. Thao was born in Thailand and still struggles with adapting to the American culture. Many immigrants will go outside the house and practice the American culture, but at home, the native culture is still practiced. Believes immigrants need guidance and people to help influence them. Find out why they want to work. Is it to send money back home? So in addition to a language barrier, there is also a cultural barrier. Maria Ceja, Reading and Beyond – Some immigrants will opt to take a lower paid, lower skilled job to sustain their family rather than working on getting their GED. They feel they just need to get to work to get paid. David Shinder – Immigrants, in general tend to take lower paid, lower skills jobs to sustain their family and it minimizes their opportunity to participate in night school. Some people can manage this if the support is available to them. Teresita Magana, Participant – Ms. Magana explained that when she first came to the US, she felt very lost. She knew her English skills weren’t good, but she needed to find a job. She went to adult school to study English. She was connected with Ana Escareno, FRWDB, and got the help she needed. She had a coach and good guidance. She feels confident and motivated. Rebeca DeLeon, A Ticket to Success – A barrier for this population is fear. If someone in their family is in the US illegally, they are hesitant to receive help from social services agencies because they believe it will “raise a red flag” and they or their family member will be reported. 5b. What are the principal barriers to employment faced by these individuals? Maikia Thao, ResCare Workforce Services – Transportation to get to and from work. Many individuals in this population also do not know how to use public transportation. Roselinda Rolph, Fresno County DSS – Transportation for individuals living in the rural areas. In some rural areas, there is only one bus a day going to and from their neighborhood to Fresno. Also there is a challenge to passing the test for a Driver’s License. Kajai Yang, Reading and Beyond – Going to interviews is a barrier for some in this population. Providers can assist with guidance, writing resumes, and job interview practice, but actually going to the interview is a struggle for many. Finding a company who can interview them in their native language is difficult. Many have to settle for low paying jobs that do not re quire an interview. Individuals may be embarrassed of their limited English speaking ability. Exhibit A-5-e Meeting notes summarizing the content of forum discussions Page 112 of 186 David Shinder – Language is a big barrier in Fresno County, but there are also cultural barriers in working with this population. Ruby DeLaCruz–Caravantes, Fresno County Welfare to Work Program – There are cultural issues that are barriers to employment. Some women may not be comfortable being in the presence of a man, some men would not be comfortable being interviewed by a woman, shaking hands is not the norm in some cultures between men and women. 5c. What partnerships and collaborative efforts exist that enable local organizations to provide services to meet these needs? Ana Escareno, FRWDB – Under the ELL Navigator Pilot program, we’ve been able to partner with agencies such as the New American Legal Clinic, the Mexican Consulate, Centro La Familia, Fresno City College, the State Center Adult Education Consortium, and the Fresno County Department of Social Services. David Shinder - Noted the importance of a “warm handoff” of a client when referring them to another agency. He stated that the disability community has a very strong network of providers that know one another and work together as a network. This discussion is a great starting to building that kind of network for this population. Alejandro Segura, Centro La Familia – We partner with Community Based Organizations and Workforce Connection to refer our clients to if we do not have the resources in-house. Lorina Napoles, Fresno County DSS – We work with Centro La Familia and CalWorks. David Shinder - Asked the question “Do we have a literacy program we refer to”? Oscar Hinojosa, State Center Adult Education Consortium – The Fresno County Library does have a literacy program. They also do outreach to the rural areas. Anthony Gomez, EDD Farmworker Program – We refer to SER, Jobs for Progress, Inc. for GED, and also to Proteus and Adult Education. Phyllis Stogbauer, FRWDB – In reference to ESL or literacy programs, once the school year is completed, participants lose a lot of the skills they built while they were in school. Where do individuals go to stay engaged in the learning process when ther e are no services available during a particular time of year? 5d. What outreach and recruitment strategies are effective in connecting individuals from these target groups to skills training and livable wages? Oscar Hinojosa, State Center Adult Education Consortium – At the Consortium, we have been varying our hours. We have been thinking outside the regular hours for ESL training. Maikia Thao, ResCare Workforce Services – We also have classes for the youth after normal business hours. Most of these participants need transportation from their parents. Maria Ceja, Reading and Beyond – There needs to be more discussions like this. When we are at job fairs and different events, we’re busy recruiting and talking to clients and don’t have time to network and connect to formulate new ideas. Anthony Gomez, EDD Farmworker Program – The time of day you try to contact clients is important. Mornings and evenings are when they are home. Also, we go to the fields to reach the farmworker population. W e reach a crew of 20 – 30 people at the job sites. Roselinda Rolph, Fresno County DSS – We’re looking at social media to reach out to particular populations. Facebook is for “old people” now. The younger generation communicates via text and not the phone. Exhibit A-5-e Meeting notes summarizing the content of forum discussions Page 113 of 186 Maria Macedo, Proteus, Inc. Farmworker Program – Several times a week we post stories or events on Facebook. This has helped reach people. Maikia Thao, ResCare Workforce Services – When you talk about refugees or immigrants, the older generation will not be on social media. Most don’t have smart phones. Ruby DeLaCruz-Caravantes, Fresno County DSS – We work with a lot of non-profit organizations, but a lot of the non-profits do not have funding to hire our clients. Things are changing at our agency and we are now going to clients’ homes. Non-traditional hours will make a big difference. David Shinder – Who’s missing from this discussion? Sylvia Maydon, Fresno County DSS – Department of Education and Adult schools. Roselinda Rolph, Fresno County DSS – Employers David Shinder – Are there businesses in Fresno who have been champions for the immigrant community? Roselinda Rolph, Fresno County DSS – We have a couple of employers who will take ESL, ELL individuals, but it’s not “very vast”. One of the challenges we face is when we do have our clients placed in employment, sometimes the employer isn’t patient with the language barrier. We t ry to get the employer to understand that the employee is learning the language. It is a challenge. Phyllis Stogbauer, FRWDB – W e’ve been trying to come up with a good Incumbent Worker Training program. They have a lot of people who are mono lingual or limited English. They’re good workers and employers want to advance them ; however their English limitations prevent them from doing that. What we’re trying to figure out how can we get on the job site and provide help – employers want that too. But they don’t have the ability. Hard for an individual to work all day and then go home and spend another two hours in a class somewhere. David Shinder – Strategies that might be promising for the community of ELL. Their level of fluency will vary, but still could use some training. What about working with businesses to insert ESL training into the work day? Or maybe in the middle of the work day? The Employment Training Panel has funded a number of such projects for what we call incumbent workers. That’s a strategy that we should give some thought to. 5e. What strategies are in place to provide these individuals with job skills and training that will enable them to progress into livable wage jobs and careers? David Shinder – Our typical strategy for delivering education services tends to be during the day, during the school year, Monday through Friday. Do we need to be more agile, a little more creative, a little more modular in the way we deliver services – like looking at mobile, nights/weekends, technology? Can we harness other resources? Can we envision alternate strategies and approaches? Forrest Jeffreys, Proteus, Inc. Adult/DW – That’s what our program coordinator has done. Non- traditional hours. When it flip flopped from younger youth/older youth – we started doing weekends, evenings, going to different Chambers. It’s been successful, but we’ve had to do non-traditional hours to achieve it. Maria Macedo, Proteus, Inc. Farmworker Program – I attend a lot of job fairs to find out who provides what services so when I need to refer somebody to ESL or Adult School, I know who to send them to . We partner with EDD and go to the rural community to do health fairs to let them know services are available and how you can have access to the services. We also have a mobile unit. We go to the rural areas and depending on the funding, we do child care, high school, adult, youth fa rmworkers. One challenge we have now a lot of people have moved out of the area because of the drought. We have to go out and find people to give services to. Rental services, food vouchers, clothing. Go to the community, utilize local media. Spanish radio stations. We go out randomly and give them a list of services we provide. Exhibit A-5-e Meeting notes summarizing the content of forum discussions Page 114 of 186 5f. Where do gaps in services exist for this target population and what can we do to bridge these gaps? Adriana Chavez, SER, Jobs for Progress, Inc. – We offer different services, such as High School Fluency Program. We offer Spanish and English GED classes to farmworkers. They come in mostly from Mexico and want to learn English and we help them in Spanish also. We have classes and instruction in Spanish to get their GED. Then the next step is to get them to continue in school or get a job. We try to assist them through challenges such as transportation and child care and try to refer them. We partner with Migrant Education Program run by the Fresno County Office of Education, Proteus, Workforce Connection, and two local adult schools. We encourage them , after they obtain their GED, to go into ESL. Forrest Jeffreys, Proteus, Inc. Adult/DW – Everything that’s been talked about today is a challenge. Not a lot of follow through with literacy. I think a lot goes back to the fear factor. Also individuals may start an ELL class, but then a seasonal job comes along, so they drop out to work and then they don’t want to start over. Rebeca DeLeon, A Ticket to Success – I think working with the schools. I learn about a lot of services that are available because my kids bring the information home from school. I wonder if we could partner up with schools and send fliers home with the kids so the parents would see it. I attended a job fair at a school at the end of a school day. A lot of resources were provided for the parents. David Shinder – Using the family network to recruit candidates. Children bringing home information – we can reach a larger group. This should absolutely be a part of our strategy. Ana Escareno, FRWDB – One thing I would say about working with this population is that some are very skeptical in reaching out for services and resources. It’s better is they have a person they know and can go to directly to help…they can talk to them in their language. It’s important we continue to join forces and work together to provide services to this population. Kajai Yang, Reading and Beyond – Asked if anyone knows where to get help translating diplomas and degrees from other countries. Oscar Hinojosa stated that the international students office at Fresno City College and Fresno State are great resources. He warned, though, to be careful because there’s translation and there’s evaluation. And there can be a big cost for these services. Exhibit A-5-e Meeting notes summarizing the content of forum discussions Page 115 of 186 Community Forum on Local Workforce Planning November 1, 2018 Attendee List 1. Sasha Feldstein CIPC sfeldstein@caimmigrant.org 2. Jessica Rangel County of Fresno DSS jeramirez@co.fresno.ca.us 3. Maria L. Gonzalez Proteus, Inc. mgonzalez@proteusinc.org 4. Stan Tavares Proteus, Inc. stan@proteusinc.org 5. Deborah Edell County of Fresno DSS dedell@fresnocountyca.gov 6. Chris Zeitz Reading and Beyond czeitz@readingandbeyond.org 7. Pat R. Barr FRWDB patrbarr37@gmail.com 8. Corinna Pereira West Hills CCD corinna.pereira@whccd.edu 9. Sherri Watkins State Center Adult Ed Consort. sherri.watkins@statecenter.com Exhibit A-6-a List of individuals that participated in forum Page 116 of 186 Exhibit A-6-b Sign-in sheet for forum Page 117 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD ACCOMMODATIONS FOR PERSONS WITH DISABILITIES Disabled individuals and individuals who are limited English proficient who need special assistance to attend or participate in this meeting may request assistance by contacting the Fresno Regional Workforce Development Board, at 2125 Kern Street, Suite 208, Fresno, California, or by calling (559) 490-7100. Every effort will be made to reasonably accommodate individuals with disabilities or who are limited English proficient by making meeting materials available in alternative formats. Requests for assistance should be made at least three (3) working days in advance of the meeting. Community Forum on Local Workforce Planning November 1, 2018 at 5:30 p.m. Workforce Connection 3302 N. Blackstone Avenue, Suite 209 Fresno, CA 93726 Mission Statement: The Fresno Regional Workforce Development Board exists to oversee the optimal administration of Workforce Innovation and Opportunity Act funds in the Fresno region. In serving both the business community and the individual job seeker with the provision of human capital development services, we hope to foster the economic vitality of the Fresno region. REMINDER: PLEASE TURN OFF CELL PHONES OR PUT ON VIBRATE 1. CALL TO ORDER Item # Description 2. Local Workforce Planning and Biennial Updates 3. Why Hold a Community Forum? 4. Objectives of this Community Forum 5. For Your Consideration and Input 5a. What services and support do job seekers need to help prepare for and find work? 5b. What types of training are most needed in the area? 5c. Do people in the community have a good understanding of the programs and services that area available to assist them? If not, what is the best way to get the word out? 5d. Are there specific gaps between the services that are available and the services that peo ple need? If so, how can we bridge those gaps? 5e. If you were writing the local workforce plan, what would your priorities be and why? Exhibit A-6-c Forum agenda Page 118 of 186 Community Forum on Local Workforce Planning Fresno Regional Workforce Development Board November 1, 2018 Exhibit A-6-d Forum presentation Page 119 of 186 Local Workforce Planning and Biennial Updates Workforce development programs operated under the federal Workforce Innovation and Opportunity Act (WIOA) are administered in California by 45 distinct Local Workforce Development Boards (LWDBs). In 2017, the LWDBs submitted 4-year Local Workforce Plans to the Governor, all of which were, ultimately, approved. In accordance with WIOA requirements, a biennial review of the 4-year Local Plans is required. California has established specific guidelines for the biennial review of Local Plans, including updates and addenda to bring the plans into alignment with California’s 2018 update of the State Workforce Plan. 2 Exhibit A-6-d Forum presentation Page 120 of 186 Required modifications to local plans must address: New partnerships with CalFresh Employment and Training Programs New Partnerships with Local Child Support Agencies Enhanced Collaboration with local representatives of the California Department of Rehabilitation and other agencies within the disability services network to implement Competitive Integrated Employment models Enhanced partnerships with local educations agencies, community-based organizations and other stakeholders to serve English language learners, foreign born individuals and refugees 3 Exhibit A-6-d Forum presentation Page 121 of 186 Why Hold a Community Forum? To ensure that the interests of client populations are placed at the center of planning conversations. The California Workforce Development Board is encouraging every local board to participate in a meaningful community engagement process. The State has also encouraged Local Boards to work with stakeholders, including community-based organizations, to better understand the data, demographics, employment trends and other relevant information specific to the populations targeted by state and local plans to develop better strategies to serve them. This engagement could be conducted through specific stakeholder input sessions that are focused on these populations. 4 Exhibit A-6-d Forum presentation Page 122 of 186 Objectives of this Community Forum Give stakeholders and the community the opportunity to weigh in on the needs of the workforce Learn from practitioners about best practices in meeting service needs Identify where gaps in services may currently exist Hear recommendations on building and/or strengthening services and programs to address currently unmet needs 5 Exhibit A-6-d Forum presentation Page 123 of 186 For Your Consideration/Input What services and support do job seekers need to help prepare for and find work? What types of training are most needed in the area? Do people in the community have a good understanding of the programs and services that are available to assist them? If not, what is the best way to get the word out? 6 Exhibit A-6-d Forum presentation Page 124 of 186 Are there specific gaps between the services that are available and the services that people need? If so, how can we bridge those gaps? If you were writing the local workforce plan, what would your priorities be and why? 7 Exhibit A-6-d Forum presentation Page 125 of 186 Thanks! We greatly appreciate your input. 8 Exhibit A-6-d Forum presentation Page 126 of 186 FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD ACCOMMODATIONS FOR PERSONS WITH DISABILITIES Disabled individuals and individuals who are limited English proficient who need special assistance to attend or participate in this meeting may request assistance by contacting the Fresno Regional Workforce Development Board, at 2125 Kern Street, Suite 208, Fresno, California, or by calling (559) 490-7100. Every effort will be made to reasonably accommodate individuals with disabilities or who are limited English proficient by making meeting materials available in alternative formats. Requests for assistance should be made at least three (3) working days in advance of the meeting. Community Forum on Local Workforce Planning November 1, 2018 at 5:30 p.m. Workforce Connection 3302 N. Blackstone Avenue, Suite 209 Fresno, CA 93726 Mission Statement: The Fresno Regional Workforce Development Board exists to oversee the optimal administration of Workforce Innovation and Opportunity Act funds in the Fresno region. In serving both the business community and the individual job seeker with the provision of human capital development services, we hope to foster the economic vitality of the Fresno region. Item # 1. Call to Order Phyllis Stogbauer called the meeting to order at 5:35 p.m.. 2. Local Workforce Planning and the Biennial Updates Workforce development programs operated under the federal Workforce Innovation and Opportunity Act (WIOA) are administered in California by 45 distinct Local Workforce Development Boards (LWDBS). In 2017, the LWDBs submitted four (4)-year Local Workforce Plans to the Governor, all of which were, ultimately, approved. In accordance with WIOA requirements, a biennial review of the four (4)-year Local Plans is required. California has established specific guidelines for the biennial review of Local Plans, including up dates and addenda to bring the plans into alignment with California’s 2018 update of the State Workforce Plan. Required modifications to local plans must address: New partnerships with CalFresh Employment and Training Programs, new partnerships with local child support agencies, enhanced collaboration with local representatives of the California Department of Rehabilitation and other agencies within the disability services network to implement Competitive Integrated Employment models, and enhanced partnerships with local education agencies, community-based organizations and other stakeholders to serve English Language Learners, foreign born individuals and refugees. 3. Why Hold a Community Forum? To ensure that the interests of client populations are placed at the center of planning conversations. The California Workforce Development Board is encouraging every Local Board to participate in a meaningful community engagement process. The State has also encouraged Local Boards to work with stakeholders, including Community Based Organizations, to better understand the data, demographics, employment trends and other relevant information specific to the populations targeted by state and local plans to develop better strategies to serve them. This engagement could be conducted through specific stakeholder input sessions that are focused on these populations. Exhibit A-6-e Meeting notes summarizing the content of forum discussions Page 127 of 186 4. Objectives of this Community Forum Give stakeholders and the community the opportunity to weigh in on the needs of the workforce. Learn from practitioners about best practices in meeting service needs. Identify where gaps in services may currently exist. Hear recommendations on building and/or strengthening services and programs to address currently unmet needs. 5. For Your Consideration and Input 5a. What services and support do job seekers need to help prepare for and find work? Stan Tavares, Proteus, Inc. – Childcare, legal assistance, transportation assistance. Jessica Rangel, Fresno County Department of Social Services (DSS) – Soft skills training. Chris Zeitz, Reading and Beyond – Soft skills training. Pat Barr, FRWDB – Help with understanding and developing a spending plan for when participants begin working and making a salary. Corinna Pereira, West Hills Community College District (WHCCD) – Access to internet. 5b. What types of training are most needed in the area ? Stan Tavares, Proteus, Inc. – Construction worker, warehouse worker, truck driver, and welding. Jessica Rangel, DSS – Medical front and back office. Also align trainings with the labor market. Pat Barr, FRWDB – Bus driving and dead tree removal. 5c. Do people in the community have a good understanding of the programs and services that are available to assist them? If not, what is the best way to get the word out? Corinna Pereira, WHCCD – Hold community forums for people to come get information about training. Pat Barr, FRWDB – Have individuals who have been through the program come and share their experience and success stories at the forums. Stan Tavares, Proteus – Have a mobile unit to go where the people are and have resources available there. Jessica Rangel, DSS – Social media. Corinna Pereira, WHCCD – Social media – create Facebook page for specific communities. Sasha Feldstein, CIPC – Have opportunities for community based organizations and service providers come and hear what is available and the process so they can go back and share with their population. 5d. Are there specific gaps between the services that are available and the services that people need? If so, how can we bridge those gaps? Corinna Pereira, WHCCD – Participants are hesitant to go through training and just opt to go find a job because there are too many steps to get through the services and training. Chris Zeitz, Reading and Beyond – Agreed with Ms. Pereira that this is a barrier for clients. Clients are focused on the short term. Jessica Rangel, DSS – Agreed that the timeline is too long for most clients. Maria Gonzalez, Proteus – Agreed that there are too many hoops to jump through for participants. Exhibit A-6-e Meeting notes summarizing the content of forum discussions Page 128 of 186 Sherri Watkins, State Center Adult Education Consortium – Hold a networking night where all the funding sources come together to learn and make connections with each other. Jessica Rangel, DSS – Create a workforce continuum. Chris Zeitz, Reading and Beyond – Agreed with the creation of a workforce continuum group. Sherri Watkins, State Center Adult Education Consortium – Agreed with the creation of the continuum, including line staff and decision makers. 5e. If you were writing the local workforce plan, what would your priorities be and why? Sherri Watkins, State Center Adult Education Consortium – Pool resources to help pay clients while they are in training. Jessica Rangel, DSS – Develop a workforce continuum group to help reduce redundancy and be more purposeful with the funding each agency has. Sherri Watkins, State Center Adult Education Consortium – Take programs to where the people need the training rather than have them come to the service providers. Exhibit A-6-e Meeting notes summarizing the content of forum discussions Page 129 of 186 Exhibit A7a Copy of Fresno Bee Public NoticePage 130 of 186 Exhibit A7b Sample Email Message to StakeholdersPage 131 of 186 achavez@sercalifornia.org; Administration for Community Living <Elizabeth.akinola@acl.hhs.gov>; aholland@dor.ca.gov; amcbride@uwfm.org; amota@sjcl.edu; atovar@supportkind.org; Catholic Charities <klilles@ccdof.org>; Central Valley Regional Center <hflores@cvrc.org>; 'Chambers, Brian J@DOR' <Brian.Chambers@dor.ca.gov>; CIMC <lorendas@cimcinc.com>; CIMC - Career Pathways for Native Youth <saram@cimcinc.com>; CIMC - Community Services Block Grants <jaylenem@cimcinc.com>; CIMC - Workforce Development Program <velmaw@cimcinc.com>; cromero@centralcallegal.org; cvivian@consulmexfresno.net; David Falls (dfalls@nfr-nsn.gov); davidcastillo2@whccd.edu; Education & Leadership Foundation <raulmoreno@education-leadership.org>; Education and Leadership Foundation <xvazquez@education-leadership.org>; eleazar.cviic@gmail.com; Fresno Building Healthy Communities <sceledon@fresnobhc.org>; Fresno Center for New Americans <ghiaxiong@fresnocenter.org>; Fresno Center for New Americans <pyang@fresnocenter.org>; Fresno County Dept of Child Support Services <kgibert@co.fresno.ca.us>; Fresno County Public Defender's Office <ediaz@fresnocountyca.gov>; Fresno County Public Defender's Office 2 <cryjohnson@fresnocountyca.gov>; Fresno EOC - CDSS <pr@fresnoeoc.org>; Gaona, Felipe <FGaona@co.fresno.ca.us>; golson@sjcl.edu; Highway City Thrift <april@highwaycitycd.com>; Independent Living Centers <Lwanger@ricv.org>; irbarrera@csufresno.edu; joseleonbarraza@sefceda.org; jsantana@fresnobhc.org; jshore@chcfresno.org; Keith Bergthold <Keith@fresnometromin.org>; keith@fresnometmin.org; ken@vcbfresno.org; kenvingt@dor.ca.gov; kparmo@consulmex.net; L.Gutierrez@FCDICONNECT.org; lindal@proteusinc.org; lucky@firminc.org; Lopez, Laura <lauralopez@co.fresno.ca.us>; Luisa@centralcallegal.org; mariam@proteusinc.org; Exhibit A.7.c Public Notice Stakeholder Email List Page 132 of 186 marketing@sefceda.org; mgonzalez@centrolafamilia.org; Michelle Pannett <mpannett@readingandbeyond.org>; migrantsss@fresnocitycollege.edu; Nakia Vue <NVue@readingandbeyond.org>; Neighborhood Thrift <info@neighborhoodthrift.com>; njanzen@ricv.org; nvue@readingandbeyond.org; ogomez@co.fresno.ca.us; peterweber@sbcglobal.net; Proteus Inc - 167 <robertoa@proteusinc.org>; pyang@fresnocenter.org; Raed Nijmeddin (rnijmeddin@co.fresno.ca.us); ralcazar@proteusinc.org; Rangel, Jessica <jeramirez@co.fresno.ca.us>; Reading & Beyond <arosas@readingandbeyond.org>; Reading & Beyond <lsantanna@readingandbeyond.org>; Rebecca Salgado <Rsalgado@readingandbeyond.org>; Regina Murillo (rmurillo@nfr-nsn.gov) rguimont@epuchildren.org; rmagqueda@readingandbeyond.org; sally.potter@fresnocitycollege.edu; San Joaquin College of Law/New American Legal Clinic <jatkinson@sjcl.edu>; sbosse@co.fresno.ca.us; sceledon@fresnobhc.org; sfeldstein@caimmigrant.org; Sherri Watkins <sherri.watkins@statecenter.com>; Southeast Fresno Community EDA <joseleonbarraza@sefceda.org>; Thao, Jua (Julie) <JThao@co.fresno.ca.us>; West Fresno Family Resource Center <yrandleswfhcc@comcast.net>; Youth Leadership Institute <yrodriguez@yli.orgyli.org>; Exhibit A.7.c Public Notice Stakeholder Email List Page 133 of 186 Exhibit A-7-c Public Notice Stakeholder Email Distribution List Last Name Company Sandra Lewis 1 Computadora Gratis Para Ti, Inc. Paula Vinzant 14th District Director Andy Vidak 14th District Senator Jim Costa 16th District Congressman Vince Thao 1-800 RADIATOR & A/C Robert Macias 1st Western Group, Inc. Annette Humphry 20/20 OPTEMETRIC David Valadao 21st District Justin Mendes 21st District Director David Nunes 22nd District Jennifer Morrow 22nd District Scheduler Alisha Gallon 23rd Assembly District Jim Patterson 23rd Assembly District Craig Stigham 3 Ink Productions Joaquin Arambula 31st Assembly District Sam Mookerjee 3S Global Business Solutions, Inc. Debie Hesketh 435skin Sean Freyne 4G Wireless, Inc. MaryAlice Kaloostian 8th District Director Tom Berryhill 8th District Senator Yolanda Najar 99 CENTS - 1 ST Seng Khang 99 CENTS - KINGS CANYON RD MIKE KING A & A PORTABLES, INC. Brenda Vazquez A & B wireless corp Liliana Gonzalez A & L Truck Supply Lina Torres A & T Mobility Cordella Dixon Hackett A Better Choice Preschool Kenneth Brigham A Gentle Family Dentistry Alisa Emmet A J Excavation Michelle Daniels A Positive Outlook Marie Meneses A&M Farms Russell Laird A+ Tile & Stone Lara Ovikian AAA MEDICAL TRANSPORTATION Sam Barjoud ABA Global Natalie Garcia ABC COOLING - ALLBRITTEN Letisha Willey ABC COOLING AND HEATING David Guerra ABC COOLING AND HEATING SERVICE,INC dba ALLBRITTEN Jameel Alhomedi ABS Accounting Services Luis Allende ABSL Construction Linda Bybee AC ELECTRIC COMPANY DAVID MORTON A-C ELECTRIC COMPANY Mendi Schacherl A-C ELECTRIC COMPANY Reed Pollock Acacia Erosion Control, Inc. Ana Medina Access Plus Capital Baldev Birk Access Plus Capital Jeremy Hofer Access Plus Capital Joi Eubanks Access Plus Capital Nelson Her access plus capital Tate Hill Access Plus Capital Judy Campa Access Resources Sam Shawwa Account Resolution Group, LLC Dennis Yum ACCU Construction, Inc. Mike Machado Accurate Sawcutting Moses Garcia ACE CASH EXPRESS Maria Perez Ace Fence Company Monica Bright ACLU - NC Sean Bui Acoustical Engineering Services Exhibit A.7.c Public Notice Stakeholder Email List Page 134 of 186 Lisa Rutledge Act 1/ Apple One Employment Agency Rex Strowbridge Actias Rose Trevino Action Air Conditioning Veronica Tovar Action Air Conditioning Julie Canales ACTION AIR CONDITIONING, HEATING AND PLUMBING Ernesto Guzman ACTION AIR CONTIONING Julie Canales ACTION AIR CONTIONING Veronica Tovar ACTION AIR CONTIONING Scott McCoy Action Equipment Rentals Mary Lira Activision Blizzard Walter Allen Acumen Ted Ruiz Sr.Ad- Venture Video Percy Vasquez Adanalian & Vasquez WILLIAM MCCUNE ADAPTIVE AEROSPACE CORPORATION Adam Nunez Adavanced Construction Services Kate King ADCO Michael Rosa ADE INC. Iman Kanaan ADKO Engineering, Inc. Majdi Kanaan ADKO Engineering, Inc. Bobby Lebeouf Advanced Career Institute Rick Rodriguez ADVANCED CAREER INSTITUTE Farokh Mehrshahi Advanced Construction Solutions Adam Kirkpatrick Advanced Drainage Systems, Inc. Jessie Johnson Advanced Drainage Systems, Inc. Jessie Johnson Advanced Drainage Systems, Inc. Rodrigo Hernandez Advanced Drainage Systems, Inc. Chris Cortez Advanced Metal Works Sheng Thao Advanced Metal Works Deenen Palmer Advanced Pain Associates of CA Robert Dack Advanced Structural Design, Inc. Stephanie Perry Advantage Sales Marketing Lisa Handschumacher Advantage SCI Robi Accituno Advantek Amy Worsham ADVENTIST HEALTH Atalie Rosales ADVENTIST HEALTH Tony Escobedo AE Vacuum Sales &Services Terry Hayden Aerial Photomappping Services Barrie Rokeach Aerial/Terrestrial Photography Jorge Vizcaino Aero-Environmental Consulting Robert Canel Aerotek Sean Akin Aerotek Jennifer Carlton Aerus Electrolux Debra Perez AESCO Tamico Washington AGAPE COLLEGE OF BUSINESS AND SCIENCE Alicia Taylor Agape Incorporated Gayle Salvucci Agee Construction Corporation Andrina Majarian Agrian Cheryl Chambers Agrian Inc. Terri Greene AGRI-CENTER INSURANCE AGENCY, INC. Carole Lee Helmuth AgriLand Farming Co. Inc. Larissa Vossenkemper AGRILAND FARMING COMPANY Oscar Aguiniga Agriland Farming Company, Inc. Sandy Bain Agriland Farming Company, Inc. Mindy Samuels AGRILOGIC INSURANCE SERVICES John Aguilar John Aguilar Agri-Valley Irrigation, Inc Samuel Hernandez AHERN RENTALS Leslie Villaraza Ahtna Government Services Gabriel Perez AIM Consulting Services Exhibit A.7.c Public Notice Stakeholder Email List Page 135 of 186 Lynn Gies AIMS EDUCATION FOUNDATION Jennifer Dawson AIS Marketing Research Ed Kouzi AK Consulting Engineers, INC Tony Akel Akel Engineering Inc. Seungwon Won Albert A Webb Associates Cindy Convisser Albion Environmental, Inc. Steve Shuck ALBRIGHT ELECTRIC, INC. Patrick Keefe Albus-Keefe & Associates, Inc. Tim Patendis Alena Foods Belinda Starkey Alert Medical Training, Inc Jack Darrah ALERT-O-LITE Christy Warner Alert-O-Lite, Inc. Maria Diaz Alfonsos Jon Chessum Alin Windows Dave Merisko All American Mitch Menzes ALL COMMERCIAL LANDSCAPE SERVICES Jed Davis All Earth Construction Bernadette Bray All Family Lending & Real Estate, Inc Bill Jagger All Forces Supply Art Zubia All On Electric & Solar James Jeff ALL VALLEY ROOFING eladia Allan Co Carlos Lopez Allante Fence Company Pam Thayer-Comegys Allergy Institute Donald Wallace ALLIANCE PROTECTION & INVESTIGATION Cheri Cruz Alliant University Mark Saldivar Allied Electric Alesia Zion Allied Grape Growers Marcia Silva Allied Grape Growers 1 Pam Bandelian Allied Linoleum & Carpet Co Paul White Allied Network Solutions, Inc. Olga Martinez ALLRIGHT DIVERSIFIED SERVICE Ricardo Vicuna Allstate Pam Smith Alluvial Dental Center Donna Large Aloha Family Optometric Group SILBY HERD Alpha Poultry And Livestock Equipment, Inc. Steve Reyes ALPINE PROTECTIVE SOLUTIONS LLC Amber Shumperd ALS Construction Clerical Robert Hansen ALTA EM, Inc. Alex Metsen Alta Pacific Patrick Lowry Alta Vista Solutions, Inc. Jose Escandon Alterra Home Loans Maurine Wagner ALTOUR International Kelly McBee walker AM PAC Ashley Quintana Amazin Ming-Chen Yu AMC Consulting Engineers, Inc. Hillary Thomas Amdal In-Home Care Kim Hembree AMENITIES AVEDA DAY SPA Steve Dannemiller America 1 Environmental Services Garry Walker America Works Maggie Hollingsworth America Works Maggie Hollingsworth America Works Cecil Sanchez America Works of CA Edna Pearson America Works of CA Sidarth Mishra AMERICA WORKS OF CALIFORNIA, INC Bob Adams AMERICAN AMBULANCE Rajesh Patti American Custom Private Security,Inc. DENNIS Jones AMERICAN FILING SYSTEMS, INC Exhibit A.7.c Public Notice Stakeholder Email List Page 136 of 186 Jesse Canales AMERICAN FIRST MORTGAGE Jonathan Ko American Infrastructure Builders and AIM Consultin Jesse Solis AMERICAN LABOR ALLIANCE Carlos Quezada American Pacific Construction Ross Jenkins AMERICAN PAVING CO Luis Galaviz American Wrecking Inc Robert Aimbez America's Tire Center Deborah Money AMERIPRIDE Tom Legerski Ameristar Fence Products Brady AMF Rodeo Lanes Jan Minami AMI Concepts James Holland AMTRAK Jennifer Ramirez Amware Angel Gonzalez AMWARE PALLET SERVICES/AMWARE LOGISTICS SERVICES L Barbara Conway AMWARE PALLET SERVICES/AMWARE LOGISTICS SERVICES L Cynthia Parra AMWARE PALLET SERVICES/AMWARE LOGISTICS SERVICES L Olivia Martinez AMWARE PALLET SERVICES/AMWARE LOGISTICS SERVICES L Steve Borman AMWARE PALLET SERVICES/AMWARE LOGISTICS SERVICES L Dots Oyenuga Analysis & Solutions Consultants RON DIXSON ANCHOR ACADEMY CHARTER SCHOOL Barry Eastman ANDEAVOR Marcus Anderson Anderson Paint Store LLC Tom Holmberg Andregg Geomatics Cindi Lefor Anesthesia Consultants Inc Erendida Aispuro Angelica Corporation Aley Sisk AngeliCare In Home Companion Care Inc. Stephan Claus Angelus Waterproofing & Restoration, Inc. Linda Guthrie Animal Rescue of Fresno (ARF) Mary Chea ANLEY ELECTRIC John Maloney Anlin Windows Mike Roy Anlin Windows Lennice Najieb Ann Marie Productions Doug Griffith Anozira Incorporated Sandra Yaffe ANTHEM BLUE CROSS Tony Ogbeide ANTHONIO, INC. Anthony Avila Anthony's Laser Leveling Bruce Anthony's Laser Leveling Veronica Gonzalez ANTONINI TRUCKING Mauricio Acosta AP Land Developments Carrie Cogburn APC Contractors, Inc Patricia Preston APEX Civil EngineeringBridgegbred Amy Liang Apex Kitchen Cabinet & Granite Countertop Lyle Fester A-PLUS IN HOME CARE Mayra Nava APOYO FINANCIERO Girlie Sibulboro Apparel Arts by Gira Austin Wales Appian Staffing Kim Tate Apple One-Employment Services Brenda Rocha Appleby & Company, Inc. Nadine Gonzales Appleby & Company, Inc. Jill Parker APPLEONE Taylor Gleich APPLEONE Mona Rangel Applied Earthworks Inc. Steve Grove APPLIED TECHNOLOGY GROUP INC. Ron Mann APSI Construction Management Lydia Leong Aramark Sheri Manning-Cartwright Ararat Armenian Cemetery Tamar Fagin Arbor Jhun Pascual ARBOR NURSING CENTER Exhibit A.7.c Public Notice Stakeholder Email List Page 137 of 186 Robin Turner ArchaeoPaleo Resource Management, Inc. Leation Kirk ARCHITECTURAL TESTING Shannon Kirk Architectural Testing Inc Linda Grubb Archway Systems, Inc Hernan Montoya Arcon Structural Engineers, Inc. Jaime Navarro Ardagh Group Amber Torres ARDS Becky Rozumowicz Area West Environmental, Inc. Chris Arguello Arguello Concrete Construction. Ilia Vargas ARIA COMMUNITY HEALTH CENTER Vivian Peralta ARISE SOLAR Gobind Gill Armstrong Pet Hospital Eric Humphries Armtec Walter Arnold ARNOLDS CLEANING SERVICE Barbara Arthur Arthur & Orum Well Drilling Arthur Dyson Arthur Dyson Architects Caroline Stevens ARTHUR J. GALLAGHER & CO Clark Lewis Artic Glacier Arnold Williams Artistic Imaging Arturo g ARTWORX GRAPHICS DENI SMITH AS CONTRACTORS INC Selene Kaczor ASAP PERSONAL CARE AGENCY, INC. Gabriel Cristofaro Asbestos Instant Response, Inc STEPHANIE MARTINEZ Asbestos Services, Inc. Christina Gomez ASCENSION Jack Brewer ASDI Mittal Kumar Ashlan Inn Hotel Gina Swearington ASHMARK ARMS Tracie Graham ASKEW Donald Jimenez ASPHALT TECHNOLOGY, INC. Chad Valorosi Aspiranet, Inc Chad Valorsi, MSW, MBA ASPIRANET, INC. Kaye Campbell Asset Creation Financial DAVID DAVID Associated ENGINEERING GROUP INC Stephanie Hawthorne AT&T Kristin Houston ATHENIX BODY SCULPTING INSTITUTE Alice Celedon Athlete Fitness Equipment Kevin Dale Atkinson, Andelson, Loya, Ruud and Romo, A Profess Brett Hunter ATMF, Inc dba Ano-Tech Metal Finishing Regina Martinez Attorney Alternative Raj Atwal Atwal Insurance Daniel Buono AUDI OF FRESNO Raul Ruiz Auto Maxx Laura Ruiz AVANCE HOME HEALTH Yolanda Cervantes AVANCE HOME HEALTH Michele James Avery James Inc. Gerardo Avila Avila Project Management Kim Reimer Avtivitynut Ramiro Morales Awesome Charters & Tours Johnathan Hou Axiom Coporation TASNEEM Katabji B & H INTERNATIONAL Katherine Oakley B & K DRYWALL Janice Barnes B & K Towing Barbara Stewart B Alive Vitamins Robert COLTRA B C CONSTRUCTION Tim Hughes B&B Hughes Construction Inc. Bill Bernthold B&L Associates Ed Lanfranco B&L Mechanical Exhibit A.7.c Public Notice Stakeholder Email List Page 138 of 186 Ron Arbino B&L Mechanical, Inc. Cheryl Atabay B.A.T.S. TEMPORARY SANITATION Kate Suenram BA Inc. Tom Kaczmarski Badger Daylighting Corp. Kevin Dees Baggie Farms Mike Baines BainesGroupInc Cary Evans Bakersfield Pipe and Supply, Inc. Colleen Haraden Balance Hydrologics, Inc. Rebecca Stafford BALANCED EARTH PROFESSIONAL CLEANING SOLUTIONS Fernando Madrigal Ball and Associates Michael Poulsen Ball Tire and Automotive Pam Angulo Angulo BALOIAN PACKING Jeanne Honley Banc Home Loans SHARYN NEWMAN BANKS PEST CONTROL INC Aviva Barazani barazani stone inc Caroline Barboza Barboza Barber Academy Dale Killen Barney's Premium Foods Dawn Lopez Barrier Specialty Roofing Kamaljit Gill Baskin Julio Silva Bay Area Structural Engineers Joseph Hilke BAY INSULATION OF CALIFORNIA/BAY INDUSTRIES Dave Mc Clurg Bayshore Truck Equipment Co Cindy Dudley BBB Derek Nix BBVA (Fresno Location) Carrie Schmidt BC Schmidt Construction, Inc Brian Campbell BC Urban, LLC Clara Quintero BE.GROUP Alain Jeschien Beam & Company Bob Brown BEARING DISTRIBUTORS INC Tina Holm Beautiful Homes Painting Anne Klapste BEDROSIANS TILE AND STONE Patricia Bell BELL MEMORIALS & GRANITE WORKS Josie Reyes Bella Bod Medical Group Kathryn Tinsley Bella Casa Cleaning Crew Jessika Feil Bella Vista Behavior Services Jose Antonio Prado Bella Vista Behavior Services Marguerite Bello Bello & Associates, Structural Engineers Heidi Feeney BELMONT MEMORIAL PARK Tony Maeze Ben Franklin Construction Thomas Conti Bengal Engineering Mirla Barajas Benjamin Contracting Karman Cates Bennett Engineering Services Alyn Matumadia Bess Labs Margaret Sayah BEST TOURS & TRAVEL Carol Griggs Best Western Mariam Best Western Ann Hosford Bethesda Lutheran Communities Blair Looney Better Business Bureau Carlos Guzman Better Business Bureau Cathy Batsch Better Business Bureau Doug Ray Better Business Bureau George Hillis Better Business Bureau Kayleena Speakman Better Business Bureau Liliya Rudan Better Business Bureau Manuel Garcia Better Business Bureau Martha Pinilla Better Business Bureau Joe Devany Betts Company Laurie Medina Betts Company Exhibit A.7.c Public Notice Stakeholder Email List Page 139 of 186 James Thornton Beutler Corporation Subhash Patel Beyaz & Patel, Inc. AJ Biswas BGV INTERNATIONAL Alex Huerta BIG BROTHERS BIG SISTERS OF CENTRAL CALIFORNIA Carrie Simmons BIG REALTY Wayne Matheny Bigge Crane and Rigging Co. Sanjar Taromi Bio Filtro USA Kathryn Sabilla Bishop-Wisecarver Corporation Janelle Sanders Bitwise Industries Inc. Lois Henry BizFed Melissa Traugh BizFed Central Valley Randy Shockley BK Lighting Adam Holt BLAIR, CHURCH & FLYNN CONSULTING ENGINEERS Sarah Putica Blair, Church & Flynn Consulting Engineers Tiffany Spencer BLAIR, CHURCH & FLYNN CONSULTING ENGINEERS Michael Blankenship Blankenship & Co Mike Blankinship Blankinship & Associates, Inc Carlos Salazar B-Line Sales Inc. Shaun Cauron BLUE DOLPHIN DESIGN & ENGINEERING JAMES Roberts BLUE IRON LOGGING Corey Owens BLUE JAY WIRELESS Tim Worth Blue Valley Automotive Elizabeth Ordaz Bocca Taqueria Elizabeth Ordaz Bocca Taqueria Mike Fuentes Bodeck & Rhodes Kina McFadden BODILOGIK Hal Bolen Bolen Fransen LLP Brad Boling Boling Associates Advertising & Marketing Ron Heskett Borga Arthur Tanner Borga Steel Building & Components Hector Gonzalez Borga Steel Building & Components Richard Tapley Borga Steel Building & Components Timothy Goss Borga Steel Building & Components Amila Roberts Borga Steel Buildings & Components Tim Goss Borga Steel Buildings & Components, Inc. Laura Mendoza BORUNDA PRIVATE SEC. & PATROL Erik Bowen Bowen Engineering Elizabeth Medina Boxless Bookkeeping Freddie Boykin Boykin & Boykin Construction Inc. Emmanuel Torres BOYS & GIRLS CLUBS OF FRESNO COUNTY Chris White Boys and Girls Club of Fresno County Jim Blagg Boys and Girls Club of Fresno County Brad Peranick BP Precision Brad Young BRAD YOUNG & ASSOCIATES Bill Tillery Bradford Security Mike Spinelli Brad's Auto Body Mike Lambert Bragg / Heavy Transport Inc. JOE HARRISON BRAGG INVESTMENT COMPANY, INC. Brandon Sjulin Brandon Sjulin Deby Hergenrader Break the Barriers Linda O'Neal Break the Barriers Noel Suan brg engineering Naun Garcia Bridge Web Design Kach Hovanessian Bright Path Lighting, Inc. Cindy Hernandez Bright Path Lighting, Inc. Kristi Guadagnin Brighten Academy Kinder-Prep Preschool Glenn Elizarde BRIGHTWOOD COLLEGE (KAPLAN) Irina Zarate Brinderson Exhibit A.7.c Public Notice Stakeholder Email List Page 140 of 186 Robyn Dunn Briner & Son Landscape Mgmt Johnna Beeson BRJ & Associates, LLC Patrick McDonough Brooks Company Charlotte Wright Brooks Ransom Associates Jeff Brough Brough Construction, Inc. Curtis Snell Brown Sheet Metal & Mechanical, Inc, Bruce Hall Bruce K. Hall Construction, Inc. Randy Tosi Bruno's Iron and Metal Recycling LARRY DAVIS BRYANT FUEL TECHNOLOGIES, INC. Julie Heiman BSBC Jennifer Axtell BSC Cheryl Howard BSK Associates Joseph Boatwright BSK Associates Michael Ng BSK Associates Mark Sanchez BUFFALO WILD WINGS Michael Stern Build A Better Photograph Marty Bohigian Builders Flooring Lisa Carvalho Bullard Medical Group Michael Henebury Bulldog Recycling Siana Poretti Buona Fortuna Foods, LLC Jacque Thompson Burleson Consulting, Inc. JOHN BURTON BURTON'S FIRE, INC. Mike Anderson Bush Construction Kathy Walsh Business Waste Management Chee Moua Busseto Foods Sean Tambagahan Butler Graphic Design Jayson Brown BYRAM HEALTHCARE Stephen Coyle c Cherpol Yang C All Construction Cris Robles C H ROBLES & ASSOCIATES, INC Al Solis C of C & Sol Development Associates, LLC Jim Harris C&J Shredding Co. Angelica De Santiago C&R Enterprises World Wide Inc Angie De Santiago C&R Enterprises World Wide Inc Carolyn Childress C&R Enterprises World Wide Inc Mac Rabiei C&R Enterprises World Wide Inc Carla Kell-Smith C. Kell-Smith & Associates, Inc. Cherene Sandidge C. Sandidge & Associates Suzy Santellano C.A Reding Company Kay Toliver C.H.J., Inc. Sherri Eubank CA Bank & Trust Claudia Graves CA Dept of Corrections Les Taylor CA Employers Assn James Dunn CA Health Sciences University Leticia Grimaldo CA Liquidators Kay Coffin CA Society of Certified Public Accts Mike Demody CABLE COM Dan Payne Cable Links Construction Group Albert Sanchez Cadre Design Group, Inc. Teri Adam Caglia Diversified Management Nick Caglia Caglia Environmental Phillip Gregory Cal Engineering & Geology, Inc Bob Sidhu CAL SWIFT DISTRIBUTORS Emerson Estrada CALBEC Group Manny Saleminik Calgeotech Egnieering Consultants, Inc. Maritza Garrido California Autism Center Candra Donaldson California Autism Center & Learning Group Nicki Cerniglia California Autism Center & Learning Group Exhibit A.7.c Public Notice Stakeholder Email List Page 141 of 186 Cristina Cendejas California Autism Center and Learning Group Nicholas De La Torre California Autism Center and Learning Group Todd Fisher California Autism Center and Learning Group Valerie Ruiz California Autism Center and Learning Group Jaime Serrano CALIFORNIA BEDROOMS Alice Ford California Builder Services Scott Ford CALIFORNIA BUILDER SERVICES Teri Brymer CALIFORNIA BUSINESS MACHINES Steve Samuelian California Consulting Bob Hall California Consulting Partners, LLC Sharon Lovell California Correctional Health Care Services Beatriz Alvarez California Dairies Cheryl Powell CALIFORNIA DAIRIES Cheryll Powell CALIFORNIA DAIRIES Leann Gouveia California Dept. of Tax and Fee Administration Gretchen Flohr California Environmental Services, LLC Roxanne Gutierrez CALIFORNIA GASTROINTEROLOGY ASSOCIATES Jim Williams California Industrial Rubber Co. Steven Jackson CALIFORNIA INSTITUTE OF MEDICAL SCIENCE Ryan Stiner California Manufacturing Technology Consulting Sandra Rodriguez California Materials Testing Co. Lydia Rojo California Painting & Decorating Henry Russell California Platinum Properties Inc Cristina Rodriguez California Psychological Institute Janet Comer California Quality Interiors Tino Aguilar California Real Estate Appraisers LEON Manich CALIFORNIA REFORESTATION INC Kelly California Refrigerated Express Luis Solis CALIFORNIA RURAL LEGAL ASSISTANCE, INC. Kenny McSirren California Solar Jennifer Patino California State University, Bakersfield Liezel Ilarde California State University, Bakersfield Mark Novak California State University, Bakersfield Rhonda Dawson California State University, Bakersfield Ram Nunna California State University, Fresno Benny Joseph California Steel Fab Inc. Fabiola Jaque California Testing & Inspections,Inc. Yolanda Coronado CALIFORNIA TREE AND LANDSCAPE Jimmy Frausto California Trus Frame Sharon Gagnier California TrusFrame Samuel Heredia CalScapes Dalia Foster CALTRANS DISTRICT 06 Cynthia Reiter CalViva Health Gabriel Mejia Camarena Health Cliff Mayer Camco Mark Campbell Campbell Certified, Inc. Khach Sivas CANAAN CO. Aaron Ordaz Candies Tolteca Jose Garcia Candies Tolteca Mary Ordaz Candies Tolteca Mary Ordaz Candies Tolteca Eric Merz Candor Ags Mike Stype Cannon Sleep Kathi McIntyre CANNON SLEEP PRODUCTS - PLEASANT MATTRESS, INC. Roy Hight Canteca Foods, Inc Georgette Bozamagian CANTEEN OF FRESNO, INC. David Guerrero Cap Recovery Bob McElwain Capitol Digital Document Solutions Exhibit A.7.c Public Notice Stakeholder Email List Page 142 of 186 Don Sims CarbonWrap Solutions, LLC Carrie Cardoza Bordona Cardoza & Associates, Inc. West Espinoza Care MERIDIAN Edgar Blunt Career Pillar Edgar Sorto Cargill Food Distribution Diana Soto CARGOBARN INC. Bruce Jarvis Carlile Macy, Inc. Ralph Goldbeck Carlin Manufacturing Ronda Lewis Carlin Manufacturing LLC NORMAN CARLTON CARLTON, NORMAN B Rick Watson CART Holly Carter Carter & Co. Communications, Inc. Catherine Robles Casa Robles Realty Joe Jannuzzi Case Foundation Company James Casey CASEY MOVING SYSTEMS Casey Smith Casey Smith Consulting Blanca Alvarez Castani Family Services Avelino Castellanos castellanos service M.Castro Castro & Castro Mark Castro Castro Law Group, PC Virginia Mendoza Catholic Charities David Martinez CBDIO Estela Hernandez CBDIO Fidelina Espinoza CBDIO Irma Luna CBDIO Oralia Maceda Cbdio Salvador Duque CBDIO Vianey Gomez CBDIO Virgilio Vega Lopez CBDIO Melissa Calvero CC: Visalia Adult School Edith Magana ccare Geanie Silva CCBE Valerie Araki CCFMG Linda Dang CCG Marianne Serpa CCG Jerry Franksen CEA Momina Jalil CECG, Inc. Kayleen Rosales, LVN CEDARBROOK MEMORY CARE COMMUNITY Lisa Poole-Johnson CEDARBROOK MEMORY CARE COMMUNITY Joshua Wiebe Cencal CNC Cici Smith Cencal Demolition Inc Drew Milczarek CenCal Fitness Mary Kay Center for Autism & Disorders (CARD) Jennifer Anooshian CENTRAL CAL METALS Steve Giuffrida Central California Blood Center Hilary Rauch CENTRAL CALIFORNIA BUILDERS EXCHANGE Jay Johnson Central California Electronics Kacey Martino Central California Endoscopy Center Manuel Romero CENTRAL CALIFORNIA LEGAL SERV. Kim Pavalich Central California Sleep Center Margaret Goode Central California SPCA Israel Lara Jr.Central Community SBDCenter Lai Saeteurn Central Star Community Services Faye Zimmer Central Trailer Repair Jennifer Faughn Central Valley Monica Mata Central Valley Bookkeeping Levonia Garcia Central Valley Childrens Services Network Mari Madsen Central Valley Community Bank Exhibit A.7.c Public Notice Stakeholder Email List Page 143 of 186 Marty Murphy CENTRAL VALLEY COMMUNITY FOUNDATION Nick Sahota Central Valley Engineering and Surveying Sergio Carrera Central Valley Engineering, Inc. Sara Janfeshan CENTRAL VALLEY EVENTS, INC. Mary Renner Central Valley Health Network Kathy Leonard Central Valley Iron Juanita Russel Central Valley Labels Natalie Corral - Huerta CENTRAL VALLEY MEDICAL SUPPLIES Paul Hall CENTRAL VALLEY MEDICAL SUPPLIES Nash Bazyani Central Valley Professionals Mary Shapiro Central Valley Regional Center Tre Ellis Central Valley Regional Center Pat Biggs Central Valley Tanks Yenedit Valencia Centro Binacional Oaxaqueño (CBDIO) Leoncio Vasquez Santos Centro Binacional para el Desarrollo Indigena Norma Trinidad-Diaz Centro Binacional para el Desarrollo Indigena Angelica Perez CENTRO LA FAMILIA Valerie Tinoco CENTRO LA FAMILIA Edgar Olivera Centro La Familia Advocacy Services Margarita Rocha Centro La Familia Advocacy Services Ilse Gallardo Centro La Familia Advocacy Services Inc Rod Garcia Century Diversified, Inc. Josh Brody CGS Incorporated Erica Cibrian CH Industrial Tech Charles Rhoads Chas Rhoads Architecture Chris Chase CHASE'S FOOTHILL PETROLEUM Arlene Chaves Chaves & Associates Sonja Speck Chick-fil-A Vickram Shah CHILDREN'S MEDICAL CENTERS OF FRESNO Rudy Reisender Choice Tecnical Services Inc Wenpei Chou Chou's Image, Inc. ZOHRAB ATARIAN CHRISS INTERNATIONAL CAT David Konold Christians in Action Rauna Sarno Christians in Action Stephanie Anderton Christians in Action Katie Bryant Cinderella Motel Corp Jim Dickey Cinquini & Passarino, Inc. John Carlson Circle Automtv Laura Ramos CIT Salim Sioufi Citadel CPM, Inc. Alicia Rios CITD Fresno Dawn Perkins City of Avenal Shawn Miller City of Clovis Leon Penney City of Clovis Water Ben Gallegos City of Firebaugh Ben Gallegos City of Firebaugh Esmeralda Soria City of Fresno Kelly Trevino City of Fresno Luis Chavez City of Fresno Shannon Mulhall City of Fresno Alma Torres City of Fresno - Parks & Recreation Gary Watahira City of Fresno Purchasing Helen Nazaroff City of Kerman Terri Cubillos City Of Kerman Police Dept Jolene Polyack City of Kingsburg Matt Flood City of Mendota Antonio Gastelum City of Parlier Martha Cardoso City of Reedley - Reedley, CA Exhibit A.7.c Public Notice Stakeholder Email List Page 144 of 186 Chad McMullen City of San Joaquin Tom Navarro City of Sanger Frankie Olivares City of Selma Henry Perea City of Selma Kevin Saunders City Wide Property Services Olga Lopez Ciummo Law firm Redentor DelRosario Civatech Solutions Peter Meng CivilEarth Engineering (CEEngr) Clarissa Williams CJC Trucking Marianne Collins King CK Communications Marianne Collins King CK Communications Randy Ghan CLC Arthur Moss CLC Parnership David Baquerizo CLC Partnership Eva Gutierrez CLC Partnership Ivonne Lopez CLC Partnership Jennifer Marshall CLC Partnership Randy Ghan CLC Partnership Sayra Canales CLC Partnership Marian Commins CLCP Mai Lee CLEAN CUT LANDSCAPING Courtney Kalashian Clean Energy Andrew Jacoby CLEAN STREET William Clevenger Clevenger Geoconsulting, Inc. Marlene Carter Clinica Sierra Vista Melissa Reyna Clinica Sierra Vista Stephanie Yang Clinica Sierra Vista Gilbert Trejo Cloud 9 Construction Ed Schmalzel Clovis Adult Education Luke Serpa Clovis City Manager Hein Pham Clovis Gentle Dental Care Rick Russel Clovis Janitorial Supply Bob Whalen Clovis Mayor Jack Sautter Clovis Stationery & Office Supply, Inc. Robert Leroy Clovis Stone Eric Zetz Clovis Street Sweeping Svc Amy Whitacre Clovis Veterans Memorial District Robin Fox Club One Casino Becky Balistreri CLUB ONE CASINO, INC. Robyn Fox CLUB ONE CASINO, INC. Felipe Ceballos CM 7 Associates Jason Thompson CMC Steel Fabricators dba CMC Rebar Kain Sim CMI Technology Group Nick Sellai CMTI Clint Wood CMW BUILDERS INC Marissa Trejo Coalinga City Manager Jennifer Bragg COALINGA FLORAL & GIFTS Nathan Vosburg Coalinga Mayor Bertha Perez-Sanchez Coalinga Neighborhood Resource Center Lucia Lopez Coalinga Regional Medical Center Varinder Mohan COALINGA SMOKE SHOP Desiree Fernandez Coalinga State Hospital Janine Wallace Coalinga State Hospital Angela Foanene Coast to Coast electronics Delisa Kuhtz Cobb's Tree Care Mike Manzie Code 3 Corp Arthur Coello Coello's Painting-Flooring-Handyman Services Brian Leong COF Building/Safety Exhibit A.7.c Public Notice Stakeholder Email List Page 145 of 186 John Giannetta COF Housing Heidi Briggs COF Risk Management Andrew Hernandez Cogstone Resource Management Inc. William Coleman Coleman & Horowitt Chad Coleman Coleman Engineering, Inc. Laura Davis Colibri Ecological Consulting Phil Collett Collett Enterprises-Native American Firm Michael Schuh Colliers International Beatriz Mendez Lora Colmena Engineering Connie Trujillo COLMENERO PLASTERING Gary Johnson Combined Transport Kristin Sandoval Comcast Kym Hudson Comerica Bank Dawn Peters Comfort Keepers Jorge Lustre Comfort Keepers Sandra Hatch Comfort Keepers Matt McQuone Comm. Electro Plating Wendy Kennedy Commercial Neon, Inc Terell Byrd Community Food Bank Virginia Yang Community Food Bank Luis Leon COMMUNITY INTEGRATED WORK PROGRAM (CIWP) Ronnie McCarter Community Medical Providers Stephanie Hausladen COMMUNITY REGIONAL MEDICAL CENTER Brian Longuefosse Compass Aerial Mapping Jamie Snow Compnology LLC Jamie Snow Compnology LLC Jason Ehle Comprehensive Addiction Program Tamara Turnipseed Comprehensive Addiction Program Joseph Hebert Comprehensive Addiction Program, Inc. Anna Silva Comprehensive Youth Services Kathleen Mancebo Comprehensive Youth Services of Fresno, Inc. Kain Sim COMPUTER MANIA INC. Joe Galba Computer Technology Solutions, INC Michelle Montoya CONAM MANAGEMENT CORP Lilia Serrano CONCENTRA Gregory Veiga Condor Security of America, Inc CHERYL YOUNG CONFIDENCE UST SERVICES INC William Hadaya Congratulations in winning Eileen De Raadt Congressman David Valadao Dave Deluca Constar Supply Dave Somanchi Construction Scheduling Experts Julie Thome Construction Testing Services Stephanie Tovar Contech Concrete Techniques Tom Lewis Convenience Fueling Inc. Brian Lipscomb Convergint Technologies Darrin Fleming COOK'S COMMUNICATIONS Terry Hosaka Cooper Zietz Engineers Mike Tatham Copper River Country Club Fernando Espana CornerCube Inc. Todd Goolkasian Cornerstone Structural Engineering Group Renie Meier-Wong Cornerstone Studios, Inc. Mike Santellan Cor-Pac Steel Products Wayne Wilson CORPORATE PROJECT MANAGEMENT INC. Mike Prosperi Corrpro Beverly Steele CORT Beverly Steele CORT Kerry Marchand Cosmec, Inc Tina Costella Costella Environmental Consulting Exhibit A.7.c Public Notice Stakeholder Email List Page 146 of 186 Larry Westerlund Council Member Steve Brandau Councilmember District 2 Oliver Baines III Councilmember District 3 Paul Caprioglio Councilmember District 4 Luis Chavez Councilmember District 5 Clint Olivier Councilmember District 7 Tim C.Country Club Mortgage Julie Scholl COUNTRY Tire & Wheel Kimberly Castro Country Tire & Wheel Edward Hotz County of Fresno Laura Lopez County of Fresno Sevag Tateosian County of Fresno - Public Health Department Delfino Neira County of Fresno, Department of Social Services Emma Ochoa County of Fresno, Department of Social Services Ah Vang County of Fresno, DPH Lorina Napoles County of Fresno-Department of Social Services Sarah DeLaRosa Courtesy Staffing Dao Yang Creative Concepts and Collision Repair Steve Tom Creative Design Interiors Tammy Thompson Creative Expressions Preschool Christi Banks Creative Planning Solutions Robert Jones Creegan + D'Angelo Engineers Rafael Aguilar Crescent View West Charter STEVEN CROOK CROOK LOGGING, INC Breanna Lee CROP PRODUCTION SERVICES INC Mariam Crossland Economy Studio Joe Rivera Crown Capital Cynthia Szamborski CS Engineering Randy Waldeck CSDA Architects Nancy Esquivel CSI EXTERMINATORS Nancy Esquivel CSI Exterminators, Inc. Maggie Sanchez CSLB Debbie Young CSU Shelby Gonzales CSU Nelson Sebra CSUF Entrepreneur in Residence Wanda Rogers CSW Funding LLC DBA Construction Service Workers Lynette Johnson CTS Computer Technology Solutions, Inc. Genoveva Islas CULTIVA LA SALUD Margaret Jackson Cultural Broker Inc. Mary Haynes Cultural Brokers Inc Veleska Smith Cultural Brokers, Inc. JoAnn Moffett Cunningham Engineering Darrell Jones CUSTOM BBQ TRAILERS Eric Levy Cutler Trucking, Inc., dba: R & S Trucking Charles Heard CVC Environmental, Inc. Carmen Garcia CVS PHARMACY Chris Ward CWArchitects Jason Pereira CWE Elizabeth Nuno Cyber Professional Solutions Corp Nathan Ponder CyberCopy Warner Gash Cyndi Pools & Spa's Dennis Smith D.A. Smith Land Surveying Derrick Dickerson D.O.D Construction Craig Chenot D/C Recycling/Trucking Ajay Singh Dabri, Inc. Dave Edgell Daily Grill Jamie Brisco Dale Brisco Inc James Dambacher Dambacher Mountain Memorial Exhibit A.7.c Public Notice Stakeholder Email List Page 147 of 186 Parris Reed Dana Electrical Construction Danny Norton DANNY NORTON TRUCKING INC Matthew Guillotel Danny's Construction Company, Inc. Karen Conger DATASENSE, LLC Nikki Nalchajian DAVID NALCHAJIAN Tommy Davila Davila's Plastering Esmeralda Zaragoza Dawn Powers DDS Sandra Dawson Dawson-Mauldin Construction, Inc. Mireya ContrerasM.Day Worker Center of Santa Cruz Allan Hu Days Inn Fresno Dan Bigger DB Digital Documentation, Inc. Jeffery Roberts DC16 LU 294 IUPAT Art Soto DD'S DISCOUNTS Maria De La Cruz De la cruz insurance Jorge Diaz De La Fuente Construction, Inc Randy Gates DE NOVO INK Deborah Finegold Deborah Finegold DDS Felicia Diaz Decipher, Inc. Declan Reen Declan Reen Water Truck Emily Hindenburg DEDICATED CARE Diego Barrera DEERPOINT GROUP Paris Boone Deerpoint Group Inc Tracy Enos Def-Con Security Stephanie Lentz Defenders Janette Fernandez DEFINITIVE STAFFING SOLUTIONS Chad Chooljian Del Rey Packing Lorraine Rinker Delegata Corporation Jana Thornton DELTA HEALTH SYSTEMS JESSE RODRIGUEZ DELTA VOCATIONAL COUNSELING Ebbiteanga Abili Deltech Engineering, Inc. Ronald Thompson Demo King Demolition Fabrizia Smith DENHAM RESOURCES Stormy Olvera DENHAM RESOURCES Anna Sisneros Dental Group Of California Jose De La Rosa Dental Health & Aesthetics Corinna Pereira Department of Industrial Relations Lucero Delatorre department of social services Lucero De La Torre department of social services Ruby De La Cruz-CaravantesDepartment of Social Services Ruby De La Cruz-CaravantesDepartment of Social Services Catherine Mcharry DEPARTMENT OF VETERAN AFFAIRS Shannon Deen Department of Veterans Affairs Peter Mosher Dependable Petroleum Products, Inc. Christina Ybarra Dept if social services Julie Thao Dept. of Social Services Katherine Martindale Dept. of Social Services, Child Welfare Dennis Claborn Der Manouel Insurance Group Christina Frankel Derivi Construction & Architecture, Inc. (DCA) Nancy Stern DERMANOUEL Philip DeRouchey Derouchy Masonry Scott Mears Designlab 252 Tom Gunther DeSilva Gates Construction Devinder Kumar Devinder Kumar DDS Todd Wood Dewalt Corp Jessie Andrade Dewey Pest Control Harpreet Purewal DFA of California Michael Tarn Diamond Communications, Inc. Tom Thomas Diamond Roofing Exhibit A.7.c Public Notice Stakeholder Email List Page 148 of 186 Monica Diaz DIAZ FINANCIAL Judy Santeufemia Dicicco's Jennifer Lerma Dicks Sporting Goods - Shaw/Valentine Annette Wade DIGESTIVE & LIVER DISEASE MEDICAL CENTER Troy Vasquez DIGITAL ATTIC Gencaga Aliyazicioglu Digital Mapping Incorporated Adele Padilla DIGNITY MEMORIAL - SERVICE CORPORATION INTERNATION Lucas Hutton DIGNITY MEMORIAL - SERVICE CORPORATION INTERNATION Dara Davulcu Dikita Ernie Randall Dirty Ernie"s Landscaping Roderick Goldman Diversified Transportation Solutions Kelly Madruga Divine Logic Mark Sisson Dixon & Associates, Inc. Victoria Covarrubias DK TRANSPORT, INC. Clint Krueger DLD Lumber Steve Cross DM Distribution Suzie Schultz DNC (Sequioa & Kings Canyon) Michael Bausman DOCSTADERED PROF. ORTHADONIC Domenic Tringali DOLLAR GENERAL MARKET Ceira Warinner Dollar Place Stephen Corda DOLPHIN AEROSPACE AND OCEAN SCIENCES Connie Ryan Dominion Courtyard W. THOMAS BATHE DOMINO PLASTICS MFG, INC. Theresa Herr Dooley, Herr, Pedersen & Berglund Bailey, LLP Alan Dorfmeier Dorfmeier Masonry, Inc. Geneva Doss Doss Technical Services Bridgette Garcia Double D Farms Michael Ledford DOUGLASS TRUCK BODIES, INC. Andy Dowdle Dowdle & Sons Mechanical, Inc. Richard Aaron Dowling Aaron Incorporated Richard Martinez DPS TELECOM Dr. Sallie Bradley Dr. Bradley Dr.Radtke Dr. Jason Radtke D.C. (Bullard Chiropractic Clinic Matt Satow Drake Haglan & Associates Nora Velasquez DRI CLEAN & RESTORATION Dave John Driving Specialties Monique Gutierrez Drug and Alcohol Rehab Center Jessica Thao DRY CREEK MEDICAL GROUP Mike Adams DS SERVICES OF AMERICA INC. Nicole Ohanian dss Mike Sandoval Duncan Enterprises Ricky Dunn Dunn & Son Recycling Mike Duration Painting Inc Briana Schneider DUTCH BRO'S COFFEE Chad Briscoe DVBE - Interval Equipment Solutions Marc Vasquez DVF Advisors Gina Pierce DWIGHT HOME/LOS ALTOS Kristine Williams Dycora Shelley Wright dycora Mike McClung DYNAMAX INC. Timothy Cabebe DynaTech Precision Machining Rebecca Bettencourt E & J GALLO WINERY Sarah Lamas E & J GALLO WINERY CARL HENLIN E R VINE EQUIPMENT CO, INC Stephanie Hendricks E&S RESIDENTIAL Elvin Moon E.W.Moon, Inc Ali Nekumanesh eagle management consulting Shane Simpson EASTER SEALS BAY AREA Exhibit A.7.c Public Notice Stakeholder Email List Page 149 of 186 Paul Saldana Economic Development Corporation Carlton Duty Economic Development Corporation Serving Fresno Co Mary Larios ECOWATER Amy Ledford EcoWater CC Sarah Harrison Ecowater CC Lee Ann Eager ED: Economic Development Corporation serving Fresn Tracy Tosta EDC Christina Johnson EDD Gilbert Fernandez EDD Sofia Morales EDD Yesenia Armas EDD Steve Gutierrez EDD - Fresno Edgar Roque Edgar D. Roque DDS Susan Bennett Edison-Bethune Charter Academy Laura Delgado Education and Leadership Foundation Maria Lemus Education and Leadership Foundation Raymond Lopez Edward Jones Mike EEO Networking Solutions Andrew Huang EFCO Corporation Emad Mansour Effective Management Services, LLC Valerie Taylor Egyptian Shaolin Martial Arts Laura Thomas EI&C Engineering Inc. SIDNEY KILBY EL DORADO AIRCRAFT INTL SUP Dane Fogderude Elaine's Pet Resorts Debbie Eichenberger Elaine's Pet Resorts Kelli Wallis Wallis Elaine's Pet Resorts Richard Saulovich Elan Foods, Inc. Dave Scott Electric Motor Shop Marcie Gonzales Electric Motor Shop Richard Caglia Electric Motor Shop Richelle Caglia Electric Motor Shop Susan Crosno Electric Motor Shop Kathleen Lange Electric Motor Shop & Supply Ray Keith Electric Motor Shop Inc. Joe Prevendar Electrical Power Systems Carol DeBellis Electronic Recyclers International Kelly Gardner Elite Dental Jarred Lemus ELITE SATELLITE SERVICE, INC. Lavelle Jones Elite SDVOB Network Pilar Simpkins Elitecare Medical Staffing LLC Don Davis EMERALD CONCRETE Don Davis Emerald Concrete Inc. Fil Leanos Eminence Healthcare Inc Jim Cummins Eminence Healthcare Inc. David Walsh Emmett's Excavation, Inc. Tammy Douglass Empire Safety & Supply Shelly Tarver Employment Development Department Irma Conder ENERGY RESOURCES John Engelbert Engelbert Tax Services Martin Muska Engineering Alignment Systems, Inc. romeo Flores Engineering Partners, Inc Javier Mendoza English and Spanish with Discipline Isela Naranjo Environment Control Isela Naranjo Environment Control Kit Seals Environment Control Alex Zebarjadian Envirosurvey, Inc. Lorraine Shenefield ePlace Solutions Bernice Wheelock ePlace Solutions Inc. Exhibit A.7.c Public Notice Stakeholder Email List Page 150 of 186 Trisha Route ePlace Solutions Inc. Cindy Isaak ePlace Solutions, Inc. Laurian Rutterbush ePlace Solutions, Inc. Ray Ranta Equity Windows & Siding Inc Mike Betts ER: Betts Company Susan Moore ER: Dumont Printing, Inc. Melanie White ER: Hellwig Products Troy Brandt ER: Hydratech Erik Ohlson Erik Ohlson & Associates Brianda Espinosa ESP Surveying, Inc Scott Larson ESR, Inc. Bryan Cantwell Estudio OCA Brent Coulson Euclid Chemical Nancy Weaver Eurodrip USA Maikou Cha EVANS HR GROUP Peter Montes Evans HR Group Valerie Gonzalez Evapco Ari Isaak Evari GIS Consulting John Soliz Evolved Communications Vivianna Tagliapietra EW Corporation Thomas Abercrombie eWaste Disposal, Inc Aaron Kelley EWING IRRIGATION Karen Brown Exact Staffing Hector Domingez EXARO Technologies Corporation Sarah D Excel Procurement Services Paul Shock Excelsior America Gary Geist EXCELSIOR CONSTRUCTION INC Kimberly Majors EXCEPTIONAL PARENTS UNLIMITED (EPU) CHILDRENS CENT Andrea Howard EXCLUSIVE WIRELESS Christy Bourbon Exec. Assistant to Jim Costa Karen Rogers Exeltech Consulting, Inc. Sheila Barth Exodus Recovery Inc Zia Vang Exodus Recovery Inc Aaron Clark Exodus Recovery, Inc. Justin Smith Exodus Recovery, Inc. Laura Noyes Express Furniture Rental Jaime Padron Express Insulation Hector & AngieValdez EXPRESS TOWING Lisa Cummings EXTENDED STAY AMERICA Bill Holtom Extreme Manufacturing Robin Phoolka EYE MEDICAL CENTER OF FRESNO Robin Phoolka Eye-Q Vision Danny Santos Eye-Q Vision Care Eric Gutnik F.I.R.M. Associates Inc. Eric Manela FACE FRESNO AREA COMMUNITY ENTERPRISES Derrick Floren FACT AUTOMATED ENTRANCES, INC. Bill Roberts Faencal Tartaric Al Soto Fahrney Auto Group Rebecca Fields FAHRNEY AUTOMOTIVE GROUP Rebecca Fields Fahrney Automtoive Group Andy Levine Faith in Community John Falcon Jr.Falcon Builders & Developers Inc. Alma Robles Family HealthCare Network Mayra Baca Family HealthCare Network Donal Speed FAMILY OPTIONS Jesse Clayton FAMILY OPTIONS Frances Boyd-Shepherd FANDD Design Studio David Fansler Fansler Restaurant Group Exhibit A.7.c Public Notice Stakeholder Email List Page 151 of 186 David Flores Fantastic Furniture Sandy Ruiz FARMERS BOYS MARKET Antonio Valtierra FARMERS INSURANCE Blanca Porras Farmers Insurance - Blanca Porras Ted Cook Fashion Furniture EVERETT McGhee FAST ACTION CONSTRUCTION Destiny Alaniz FAST DAY AUTO Caryl F-D-S Mfg Co Harvey Wood FE Controls Paul Feinberg Feinberg Engineering Construction mike Young fencecorp, inc. Melanie Dean FERGUSON ENTERPRISES Dennis Speer Ferguson Safety Products, Inc. Jesus Fernandez, Jr.Fernandez Barragan & Associates Sandra Santana FINCA FINANCIAL Ray Istvanick Fine Print Ben Gallegos Firebaugh City Manager Brady Jenkins Firebaugh Mayor Craig Richey FIRECAT EQUIPMENT Zachary Darrah FIRM Karina Perez FIRST 5 FRESNO COUNTY Dianne Edwards First CA Federal Credit Union Joanne Rider First Family Dental Falina Marihart FIRST QUALITY PRODUCE Jerry Luna First String Sports Gilbert Fisher Fisher Law Office Rebecca Miller Fisher Manufacturing Imelda Hidalgo Five Star Builders Cheryl Flowers Flow Synergy Business Alliance Adam Crowder Focus Forward Coreen Campos Focus Forward Irtiza Naqvi Focus Forward Joanna Litchenberg Focus Forward Vanessa Brister Focus Forward Juliet Baker For Your Events & More Larry Schlumpberger Foresight Surveying Inc Linda Forte Forte Catalog Comp Adam Myles Fortune-Ratliff General Contractors, Inc. Elena Crites Forward Advantage Oscar Garcia FOSTER FARMS Margaret Junker Foster's Freeze Hwanju Repass FOUNDATION LABORATORY Joanne Berryhill Four CCCC's Construction Preston Cross Four C's Construction Jeannie Davis Fowler City Clerk Leland Parnagian Fowler Packing Valerie Gardner Fowler Packing Company Rob Kenny Foxcover Trucking Jovy Roldan Fr. Jovy Roldan's Priest Services Carlos Contreras Frank C Alegre Tank Wash Ron Franklin Franklin Young International Inc Buck Freeman Freeman Construction Marcos Manzo Fresh & Easy - Lemoore Syd Hollenden Fresh & Easy Herndon/Fowler Raine Bumatay Fresno Adult School, Cesar Michelle Garcia Fresno Area Hispanic Foundation Sandra Vidrio Fresno Area Hispanic Foundation Yery Olivares Fresno Area Hispanic Foundation Exhibit A.7.c Public Notice Stakeholder Email List Page 152 of 186 Augie Quiroz Fresno Area Workforce Niki Singleton Fresno Barrios Unidos Tom Nehf Fresno Beverage Rodney Olson FRESNO BODY WORKS NORTH Sal Quintero Fresno BOS Amy Davis Fresno Business Council/SJVMA Linda Washington Fresno Career Development Institute Nu Vang Fresno Center for New Americans Angela Vasquez Fresno Chamber of Commerce Nathan Ahle Fresno Chamber of Commerce Nicole Boggio Fresno Chrysler Becky Barabe Fresno City College Becky Barabe Fresno City College Carole Goldsmith Fresno City College Natalie Culver-Dockins Fresno City College Claudia Miller Fresno Convention & Entertainment Center Sarah Fuentes Fresno County Andreas Borgeas Fresno County Board of Supervisors - District 2 Buddy Mendes Fresno County Board of Supervisors - District 4 Nathan Magsig Fresno County Board of Supervisors - District 5 Leila Gholamrezaei-Eha Fresno County Department of Public Health Souk Thipavong Fresno County Department of Social Services Deborah Spurrier Fresno County DSS Lee Yang Fresno County DSS Lorianna Gomez Fresno County DSS Mai Thao Fresno County DSS Juan Carranza Fresno County Economic Development Corporation Will Oliver Fresno County Economic Development Corporation Andrea Reyes Fresno County EDC Clay Gilpin FRESNO COUNTY EDC Jacob Villagomez Fresno County EDC Jose Mora Fresno County EDC Lavell Tyler Fresno County EDC Domingo Zapata Fresno County Hispanic Commission Francis Castaneda Fresno County Hispanic Commission Mark Berner Fresno County Library Mary Marshall Fresno County Office of Education Valerie Vuicich Fresno County Office of Education Elva Hernandez Fresno County Office of Education- Afterschool Pro Bob Wilson Fresno County Private Security Maria Ramirez FRESNO COUNTY PRIVATE SECURITY Kayatana Davis Fresno County Probation Shannon Morrison Fresno County Public Library Sylvia Salazar Fresno County Social Services Gabriela Bravo FRESNO COUNTY, EOC Admin Fresno Dental Surgery Ctr Brian Angus Fresno Economic Opportunities Commission Jeff Davis Fresno Economic Opportunities Commission Michelle Tutunjian Fresno Economic Opportunities Commission Paul McLain-Lugowski Fresno Economic Opportunities Commission Jennifer Tierce FRESNO ECONOMIC OPPORTUNITIES COMMISSION (FRESNO E Selene Kinder Fresno EDC Sherry Neil Fresno EOC Stella Ramirez Fresno EOC Vicki Wright-Montgomery Fresno EOC Leticia Taylor Fresno Family Dentistry Norma Forbes Fresno Healty Communities Access Partners OJT Danielle Mayer Fresno Ideaworks Exhibit A.7.c Public Notice Stakeholder Email List Page 153 of 186 Lynn Rowe FRESNO IRRIGATION DISTRICT September Singh, MA, PHR FRESNO IRRIGATION DISTRICT Sophia Perneta FRESNO IRRIGATION DISTRICT Lee Brand Fresno Mayor Eva Velasco Fresno Medical Center Jasmer Dhillon FRESNO MEDICAL CENTER,INC Tara Gray Fresno Metro Black Chamber of Commerce Keith Bergthold Fresno Metro Ministry Keith Bergthold Fresno Metro Ministry Kelsey McVey Fresno Metro Ministry Chanel Ruiz-Mendez Fresno Metropolitan Ministry Bob Wulf Fresno Oxygen Leonard Haupt fresno oxygen Veronica Watson FRESNO PACIFIC COLLEGE Chris Kirk FRESNO PLUMBING & HEATING Brandi Phebus Fresno Police Department LLoyd Flores Fresno Police Department Lydia Carrasco Fresno Police Department Paul Zarasua Fresno Police Department Phil Cooley Fresno Police Department Chad Wadsworth Fresno Pool Chlor Inc Jenny Siwek FRESNO POST ACUTE CARE (FORMERLY KNOWN AS GOLDEN C Sharron Shockley Fresno Produce Co Melissa Mendes Fresno Regional WDB Joe Cervantes Fresno Regional Workforce Development Board Joan Yantis FRESNO SAS SHOES, INC. Jeff Macon Fresno State Lyles Center For Innovation and Entre Michelle Jones Fresno TAP Recycling Kurt Madden Fresno Unified School District Chuck Riojas Fresno, Madera, Tulare, & Kings Counties BTC Chuck Riojas Fresno, Madera, Tulare, Kings BTC Robert Hernandez Fresno/Clovis Convention & Visitors Bureau Stacey Buyers FRS - Spectra Inc (aka Spectra Stamps) Joel Pena Fruit Fillings Inc Fred Garza Fruit Harvest Leland Frye Frye Plumbing Inc Amy Roper Fryer Roofing Co., Inc. Blanca Casanova Full Steam Staffing Cris Leon FUNCTIONAL INTEGRATED THERAPY (F.I.T.) MEDICAL COR Saed Saed FURNITURE CITY BENITO Garza G & F JANITORIAL Paula Hutchinson G Debbas Chocolatier Debra Gingell G Star Transport LLC Jay Youngkamp G&G Risk Management Consultants Inc. Greg Ramirez G. Ramirez Concrete, Inc. Jorge Galindo GALINDOS MOBILE CAR WASH Axel Nitschke Gall Zeidler Consultants Giana Ghilotti GAP, Inc. Maria Cervantes GAP, INC. - DISTRIBUTION CENTER Pang Cha Xiong GAP, INC. - DISTRIBUTION CENTER Sara White GAP, INC. - DISTRIBUTION CENTER Marbella Cruz Gar tootelian inc. Epi Garcia Garcia's Janitorial Joe Gardner Gardner Window Solutions Marueen Muldavin Garteiser Honea, P.C. Gary Smith GARY M SMITH TRUCKING INC Kent Gasch Gasch Geophysical Services, Inc. Lorena Ramirez Gat Tootelian, Inc Exhibit A.7.c Public Notice Stakeholder Email List Page 154 of 186 Art Gastelum Gateway Science & Engineering, Inc. Scott Miller Gazebo Gardens Dianna Shafer GAZEBO GARDENS NURSERY CO., INC. Emile Gardner GC Tech GEWARGIS Narso GEHVAC COMPANY Sam Geil Geil Consulting John Moreno Gemstone Masonry Inc Violette Sedagat Geo-Advantec, Inc. DONNA KELLER GEOANALYTICAL LABORATORIES, INC Doug Farmer Geo-Cell Solutions, Inc. Megan Gosch Geografika Consulting Don Frauenholtz GEORGE DAKOVICH & SON, INC. G. "Neel"Neelakantan Geotechnical Consultants, Inc. Jerry Yang GeoTrinity Consultants, Inc Gerdau Reinforcing Steel Gerdau Reinforcing Steel Dennis Montalbano German Auto Repair Inc. Dennis Montalbano German Auto Repair Inc. Guillermo Luzardo GFL Consulting, LLC Marshawn Govan GHS Govans Construction Clean Up Inc Jim Seamans Gibbs International Inc Teresa Gilardoni Gilardoni Construction, Inc. Harry Gill Gill Freight Management Jennie Guadagno Girl Scouts of Central CA South Megan Doering Girl Scouts of Central California South Patty Craven Girl Scouts of Central California South Russel Statham Girl Scouts of Central California South Ghazala Khan GK & Associates Andy Montijo Glacier Refrigeration and Air, Inc. Justin Nilmeier Glenn K Nilmeier Trucking, Inc. Mark Eckert Global Blue DVBE Rodrigo ProustProust Global Probe / Mundo Environmental Lewis Dunigan Go Express Janet Vilhauer Go Express L.L.C Daljit Bains Go-Biz Lillian Conroe Go-Biz Manjeet McCarthy Go-Biz Megan Hodapp GO-Biz Laura Flores Gold Central Deandre Moore Gold Hearted Clothing Stephanie Quan Golden California Meat Packers Rachel Juarez Golden Eagle Charter, Inc. Matasha Bailey GOLDEN STATE FAMILY SERVICES (GSFS) Keri Oviedo GoldenLiving Mark Bittner Bittner Golder Associates Armen Petrosyan Good Guys Liz Cruz Goodwill - Clovis Melissa Jahnke GOODWILL INDUSTRIES Tina Graham Graham Concrete Construction, Inc. Cristina Saldivar Grancell, Stander, Reubens, Thomas and Kinsey Jim Ganduglia Granduglia Trucking Nathalie Cervantes Granville Homes Shervin Shams GRANVILLE HOMES Nancy Flores Graveline Financial Mike Ferretti Great Harvest Bread Valeria Pieroni Greater Reedley Chamber of Commerce Rick McFerrin Greatwide Logistics Carole Green Green Green Building Products Inc. Jason Alandy Green Valley Consulting Engineers Exhibit A.7.c Public Notice Stakeholder Email List Page 155 of 186 Arde BedjanianBedjanian GreenDart Inc Karina Gonzalez GRID Alternatives Tom Griego Griego Griego and Associates Ivan Garcia GRIFF Communications Luke Walker Walker Griffith Company Henry GrimmickGrimmick Grimmick Consulting Services Dulce Fernandez Grimmway Farms Dulce Fernandez Grimway Farms Dennis Grossman GROSSMAN LAW OFFICES Heins Kart Pedersen GRUNFOS PUMPS MANUFACTURING CO Sue Bohigian GRUNFOS PUMPS MANUFACTURING CO Yolanda Portillo GSJ Utility Supply & Service RALPH WISE GT Aero LLC Carmen Toledo GTO Foods, Inc Jesse Toledo GTO Foods, Inc Lily Yang Guardian Industries Corp. Anne Sondergard Guerriero Cold Storage Lenny Reidling Guida Surveying Inc. Michael Jew Guri's Grubhouse Marla Jeffrey Gusmer Daljit Gill H & D Gill Bros. Inc dba Baskin Robbins Andre Price H & R Block Carlos Estrada H & R Block Jason McPherson H2O 2 GO, LLC Torin Blount Habitat for Humanity Joan Cook Habitat for Humanity Fresno David Holguin Hacienda Computing Services Lillian Jewll Hamner, Jewell & Associates Hardeep Kaur Hampton Inn - Northwest Fresno Harold Switzer, Jr.Hands-On Executive Janitorial Services, Inc. Nick Dvorak Handyman Connection Andrea Marquez Hanger Prosthetics Richard Krum Hanna Brophy Mac Lean Mc Aleer Mike Hamzy Harbison International Inc Cynthia Hamilton Harmony Bay Apartments Elaine Everest Harris & Lee Environmental Sciences, LLC Sandy Harris Thomson Harris Blade Rental Michael Lockie Harris Manufacturing Robert Cain Harris Manufacturing Adriana Moreno Harris Ranch Maria Cuevas Harris Ranch Beef Co. Paula Carrillo Harris Ranch Beef Compamy Maria Cuevas HARRIS RANCH BEEF COMPANY Suzy Gutierrez Harris Ranch Beef Company Randell Harrison Harrison Engineering Inc. Rebecca Baker Harvard Risk Management Corporation Russell Hashimoto Hashimoto Tile SARAH DOSSAJI HATIMI ENTERPRISE Carmela Rivera HAVENS FOR TOTAL SECURITY (1 REFERRAL) Jasper Herrera HCL Engineering & Surveying, LLC John Hancock HD Supply Waterworks Tina Mathis Heald College Craig Levine Health Markets Maria Boling Health Markets Brett Jenkins HEALTH METRICS, INC. Brandy Morales HEALTHCOMP Vang Lee Healthy Home Solutions LLC Wendy Chen HEARTLAND DRILLING Exhibit A.7.c Public Notice Stakeholder Email List Page 156 of 186 Hector Lopez Hector's Cakes Emilio Sandoval HELADOS LA TAPATIA Ines Mad Helados La Tapatia Randy Alvarado Helena Industries Augustine Santellano Helios TFB, Inc Eric Takikawa Helios TFB, inc. Augie Santellano Helios-TFB, Inc. Jason Borders Helios-tfb.com Melanie Hellwig White Hellwig Products Laneesha Senegal Helping Others Pursue Excellence Lisa Jura Henry's Trucking, Inc (Subsidary of Fig Garden Pac Jeff Hensley hensley associates Skip White Heppner Iron & Metal Co. Tom Herlache Herlache & Sons Painting Inc. Nick Hernandez Hernandez Painting Tiffany Collins Heron Pointe Apartments Julie Ashley HERTZ CORPORATION Gary Kiehl Hi Tech Unlimited Chelsey Scott HIGH PERFORMANCE TURF INC. Heather Kircher High Tech Home Peter Montez HIGHLANDS ENERGY SERVICES David Malcom HIGHSIERRA SHOWERHEADS April Henry Highway City Community Development Carolyn True HILL COUNTRY STAFFING Harbhajan KaurRandhawa Hill Crest Senior Care Cynthia Jones Hilton Garden Inn Tommie Johnson Hilton Garden Inn Brenda Pena HINDS HOSPICE Lilika Stratigos Hinds Hospice Liya Moolchan Hinds Hospice Lucy Viloria Hinds Hospice Teresa Leija Hinds Hospice Stephanie Randolph HIRE UP STAFFING Tara Tarasen Hispanos Unidos Immigration Services BEN RUTHMAN HI-TECH EMERGENCY VEHICLE SERVICE, INC. Eileen Donovan HJI Group Gregory Delgado HMC Architects Kevin Parkinson HMC Group Marketing Erik Hoffman Hoffman Management & Construction Corporation joseph castro HOFFMAN SECURITY Lizbeth Camarena Holland Nut Company Chris Allen Holliday Rock Companies, Inc. Dominique Howell Hollywood Construction Holly Howell Hollywood Construction Jack Holt Holt Lumber Inc Sean Williams Home Delivery Inc Alisha Conner HOME DEPOT Noel David HONDA NORTH Christine Gutierrez Horizon Nut Michael Stevenson Horizon Water and Environment Thomas Horn HORN TECHNOLOGIES & SERVICES, INC Garrett Linker Hospital Reimbursement LLC Alicia Cunha Hotel Piccadilly Brenda Perez Hotel Piccadilly Daniel Thomas Hotel Piccadilly Nemesio Vera Hotel Piccadilly Paula Flores Hotel Piccadilly Renee Williams Hotel Piccadilly Exhibit A.7.c Public Notice Stakeholder Email List Page 157 of 186 Zeno Jonas Hotel Piccadilly Sandy Acuna HOUSE OF OPULENCE Gabriela Arias HOUSING ON MERIT Diane Dalesio HQE Incorporated Richard Haro HSI Engineering, Inc David Hulett Hulett & Associates, LLC R. Kevin Tillis Hultgren - Tillis Engineer Faalelei Taualii HUMAN POTENTIAL CONSULTANTS, LLC Carissa St. Peters Human Resource Consulting Inc. Alyssa Collins Human Resources Vang Kue Human Resources Manager Jennifer Sanchez HUMANSCALE Lisa DeBenedetto Hungry Bear Fundraising Sandy Hunter Hunter Hawk, Inc. Thuy Phan Huseby Vasili Sotiropulos Hyatt Real Estate Dave Ogden Hydratech Leah Peters Hydratech David Hylton Hylton Security Incorporated Norma Davis IBEW Local 100 Chuck Stanton IBEW: Fresno, Madera, Kings & Tulare Counties JATC Chasitie Neal iCAN Business & Marketing Solutions Mike Davis ICF International Lucky Bourn Idaho Milk Transport Vicki Barbato Ideal Saw Works Irma Machado IM Enterprises LLC Virginia Madueno Imagen LLC Abraham Venegas Impress Printing Jeffrey Wharton IMPulse NC LLC Umesh Dudaney Indigo Systems LLC Marcelo Cairo Inertia Engineers Jennifer Wilkes Infrastructure Engineering Corporation Jeff Jankovic Initiative Foods James Ypma INITIATIVE FOODS, INC. John Neale Inland Star Mike O'Donnell Inland Star Wayne Goudreau Innovation Commercial Flooring Inc. Larry Wick Innovative Federal Operations Group, LLC Jessica Cozen INNOVATIVE IT Mario Alarcon InsiteCivil, Inc. Lisa Hamilton Inspection Services, Inc. Kasey Kahl Insta Chiropractic Joe Haydock Institute of Technology Sharon Walker Institute of Technology Sharon Walker Institute of Technology/Select Education Group Donna Hacker Insul-Flow, Inc. Ali Morris Integ Enterprises LLC Ali Morris Integ Enterprises LLC Isabel Sandez Integrated Scanning of America Cecelia McCloy Integrated Science Solutions, Inc. (ISSi) James Richardson Integrating Healthcare Karen Rubino Integris Management Group Sharon Irwin Integrity Wire Inc Dave Morgan Intellaprint Systems Sarah Ahmed INTERIM HEALTHCARE Kat Bulger Interim HealthCare of the Central Valley Lisa Elsalhi Interim Personal Care of the Central Valley Jo Lynn Dowell Internal Medicine Specialists Exhibit A.7.c Public Notice Stakeholder Email List Page 158 of 186 Keith Kershner Internal Revenue Service Ronny Jungk International Brotherhood of Electrical Workers Fernando Flores International Catering Joy Mohler International Glace, Inc. Kao Lee-Hinds International Market dba Asia Supermarket Mary Jones International Word Processing Services Randa Milliron INTERORBITAL SYSTEMS Steve Capuchino Inter-State Oil Co. Linda Quick INTERSTATE TOWING SERVICES Brock Lee Intrade Industries Pete Varma Intraline, Inc Geni Lucas Intregated Energy Systems Vijay Mididaddi Intueor Consulting, Inc. Chelsi Phebus IOT Didier Ascencio IRS Dr. David Austin Ivy International Institute, Inc John Marques J & C Transport JOHN Barnum J & R BARNUM EQUIPMENT, INC Ashly Sanders J A Sanders Construction Jackie House J House Environmental, Inc. Brandy Fuller J S West Propane James Flynn J. Engineering, Inc. Charlene Palmer J.L. Patterson & Associates, Inc. Scott Ransdell J.R. Conkey & Associates Noemy Chavez JACK AND JILL'S EDUCATION CTR. Cecil Jack, Sr.Jack/Novicio Insurance Agency Ron Rudolf Jack's Butane Svc Inc Tim Jackson Jackson Construction Inc Albert Nijland JAD & Associates, LLC Juan Gonzalez JAG Productions David Clay Jain Irrigation Gricelda Vasquez Jain Irrigation Walter Minyard Jain Irrigation Patrick Koop Jain Irrigation In. Patrick Koop, PHR JAIN IRRIGATION INC. Rangel Melendez JAIN Irrigation Inc. Jennie Chinn Jain Irrigation, Inc. Russell Clark Jain Irrigation, Inc. Brad Kendall JAMAR RESIDENTIAL SERVICE Ken Smith James & Company Lighting James Creighton James L. Creighton Jane Taniguchi JANE TANIGUCHI-ALLEN INDEPENTDENT BROKER Oscar Gerard JARA TRANSPORT James Clark Jay Homes Vikram Katyal JayByte IT Services Myrna Flores JBS Mike Westley JBT FoodTech Chico Puentes JCP's Custom Detail Shop Gabriela Gomez JD Food Ken Ford JD Food Caroline Perez JD HOMES Joe Miller JE Miller & Associates Charlie Gregg Jed Francis Inc. Jeff Gardner jeff alan gard architect Alex Luna JEM Management Kris Stuebner JEM Management Marianne Osbourne JEM Management Lorean Haupt Jem Restaurant Management Exhibit A.7.c Public Notice Stakeholder Email List Page 159 of 186 Marianne Osborne Jem Restaurant Management Kip Olson Jensen & Pilegard Will Hinton JET Drilling inc. Laurie Wax Jet Print & Copy Ricardo Mendonca Jiffy Food Store Anthony Sisco Jiffy Lube Darlene Jim Stamper DARON Hobson JIM'S SUPPLY CO, INC. Jay Petersen JIT Outsource Ashlyn Walker J-IT OUTSOURCE Caryn Wiser JLS Inviornmental Construction John Cruikshank JMC2 Jose Moraga Jmoraga construction Monica Tovar JMP Business Systems Melissa Abby Job Corps Diana Stuber Job Searching Sandra Quintania Jobs Specs, Inc "Harbor Rail of Fresno" Joe Parks Joe Parks & Associates of Fresyes Realty Joel Murillo JOEL M MURILLO ATTORNEY AT LAW Larry Johanson Johanson Transportation Services Edwin Minch John Minch and Associates, Inc. Carmen Lopez John Muir Charter School John Sarmiento John Sarmiento & Associates Michael Niven John Semsen Landscaping Company leslie rhodes Johnson Drilling Co Josephine Huges Josephine's Professional Staffing, Inc. dba Joseph Jason Lamborn JP LAMBORN CO. Jane Quebe JP Marketing Jeanna Antonino JP Marketing James Lopez JPL Engineering Inc. Joe Kaczmarek JPLambon Jonathan ReidReid JR Designs Jim Ruiz JR Management Solutions Ramona Sargentini J'S COMMUNICATIONS Eric Maki JS West and Companies James Sinkiewicz JSCS Computer Solutions, Donna Goss JSH Investments Group Judith Buethe Judith Buethe Communications Julian VanDyke Julian's Quality Cleaning Service Julie Eldridge Eldridge Julie Eldridge, AICP Ramona Dunn Just 4 Kidz Inc Keith David K & L Inspection Service Inc. Smita Roullard Kaiser Permanente Fresno Hector Zavala KASA Construction Dough Galley Kasparian's Paint Center Patti Post Katz & Associates, Inc. Brenda Richardson KAWEAH CONTAINER Diana Chavez Kaweah Container Michelle Aguilar KAWEAH CONTAINER Norma Mejia Kaweah COntainer Tony Soto KAWEAH CONTAINER Vanessa Medlock KAWEAH CONTAINER Thomas Townsend KAWEAH EQUIPMENT COMPANY Valeri-MichelleCrawford KBS Staffing Ibrahim Mustafa KC Construction Karl Pierce KCPierce&Associates Patty Leon Kearney Dental Bobby Kearney Kearney Metals Exhibit A.7.c Public Notice Stakeholder Email List Page 160 of 186 Shelby Vincent KEARNEY METALS Leslie Cole Kee Safety, Inc. Jim Keegan Keegan Engineering Tytus Clark KEEPING IT KLEEN Joanna Odabashian Keller Williams Westland Realty Sandra Ramirez Kelly Services Sandra Ramirez Kelly Services Tina Gomez KELLY SERVICES Destrie Rathwick Ken's Sealing & Striping Urania Gonzalez KERMAN DIALYSIS CENTER LLC William Elliott Kern Community College Bonita Steele Kern Community College District David Teasdale Kern Community College District John Means Kern Community College District Travis Simmons Kern County Construction, Inc. JOHNNIE SAUNDERS KERN HOT SHOT, INC. Danette Scarry Kern WIB Linda West Kern WIB Rob England Kern, Inyo and Mono Counties CLC John Spaulding Kern, Inyo, Mono BTC Andrew Kerr Kerr Insurance & Associates Kevin Fennimore Kevin Fennimore CPE Martin Gonzalez KFC of Fresno, Inc. Walleed Abdulqawi KFC of Fresno, Inc. SHINDA Upple KHALSA RANCH LLC Deana Jack Kiddie Kastle Brent Edwards Kids Dental Kare Kim Lee Kindle Defense Group, Inc LISA BARRY KINEMATIC AUTOMATION, INC. John Arabian Kings River Powder Coating Alexander Henderson Kingsburg City Manager Kaitlyn Groft Kingsburg District Chamber of Commerce Michelle Roman Kingsburg Mayor Shay Dustin KINGSTON BAY SENIOR LIVING Samantha Burns KKCS Tracey Napier-Lince Knight's Services, Inc. Doug Yeh KOA Corporation Dr. Vernice Nellon Kool Breeze Solar Hats Stan Kozera Kozera & Kozera Construction SherriMichelleKozy KOZY DEVELOPMENT CORPORATION Troy Neptune KPI Logistics Inc Keith Ensminger Kramer Translation Gwen Perry Krazan Industries Matthew Rodman KRC PROPERTY MANAGEMENT Gary Merlo Kroeker, Inc. John Ramirez KROEKER, INC. Quinn Eddins Kube Engineering Mike Yarbrough KUCKENBECKER TRACTOR CO Andrey Kulikov Kulikov Water Ron King KW Automotive North America Ada Tang Kwan Wo Ironworks Inc. Stacy Zuniga KYJO Enterprises, Inc. Terra Colin KYJO Enterprises, Inc. Abunnasr Husain KZABA Engineering Steve Lacki L Marla Wallace L B Foster Company TERRY SPIRO L.W. SPIRO & ASSOCIATES Sergio Garcia L3G Unlimited, Inc Exhibit A.7.c Public Notice Stakeholder Email List Page 161 of 186 PHIL HENDERSON Label Technology, Inc. Maria Rayas Labor Ready Veronica Silva LABOR READY Yury Hernandez Labor Ready James Hammond Laborers International Union Local 294 Dennis LaChaine LaChaine & Associates, Inc. Donna Levreault LaHue and Associates Georgia Armstrong Lamona Towing Juan Rios LAMPS PLUS Chris Lankford Lankford Honey Blake Hinman Lantex Landscape Architecture Inc. Larry Fisher Larry Fisher & Sons "Rack & Shelving" Deby Moya Lars Anderson Civil Eng Dennis Vargas LARSON BROTHERS PHOTOGRAPHY Olidia Mejorada LAS PALMAS MANAGEMENT, LLC Carolina Ramirez LASSENS NATURAL FOODS & VITAMINS Toni Zamora Lassens Natural Foods & Vitamins Laura Moore Laura Moore Beatrice Valenzuela LAW OFFICE OF MELISSA A. PROUDIAN Beatrice Valenzuela Law Office of Melissa Proudian Chuck Teixeira Law Offices of Charles P. Teixeira Thomas Burns Law Offices of Thomas Burns Craig Lawson LAWSON & SON BACKHOE Julie Haro LAYNE CHRISTENSEN COMPANY Lizette Becerra LC Services, Inc. Liem Le Le Lighting & Electric Services Jose Aparicio Legend Music Sound Stage Sharon Ramirez Lehman's Manufacturing Co Inc Ken Lehman Lehman's Manufacturing Co. Lauren Sullivan Leland Saylor Associates Sarah Breshears Leland West RICHARD LENZ LENZ APPRAISALS Nuno Marques Leprino Shawna Emery Leprino COLLEEN LESLIE Leslie Heavy Haul John Atwood Leukemia & Lymphoma Society Robert Lewallen LEWALLEN AC & HEATING Steve Lawson LGM Construction Larry Murray LGM Construction Co., Inc. Barbara Gonzales Liberty Autobody Shop Ernesto Escalante Life Model Consultants Millie Thao Life Style Furniture Homestore Fely Guzman LifeBRIDGE International Denwun Lin LIN Consulting Benny Hilliard Lincoln Training Center Maria Zuniga Lincoln training center Garrett Jones Lindsay/Laval Underground Deneisha Albert Link Us Ray Linker LINKER FINANCIAL GROUP Donald Lisle Lisle Insurance & Financial Services Patricia Castillo Linn Lista Design Studio, Inc. Ellis Logans Logans Marketing Dean Shay Logistics for Aftermarket Parts Alejandro Lopez London Properties - Alejandro Lopez Hal Lore Lore Engineering Jay Louie Louie Foods International JC Conner Lowes Tammy Vines LOWES Exhibit A.7.c Public Notice Stakeholder Email List Page 162 of 186 Melanie Urso LS Gallegos & Associates Christina Hennings LSA Associates, Inc. Benito Ramirez LSI SCALES Tim Fuson Lube Plus Marva Ward LUIS PALAU-FRESNO CITY FEST Emil Milevoj Lyles Center for Innovation and Entrepreneurship Jessica Miller Lyles Diversified, Inc. Cristobal Mendoza Lyons Jannette Perez Lyons Danny Olivo Lyons Magnus Jannette Perez Lyons Magnus Lucero Carrillo Lyons Magnus Maixhao Thao Lyons Magnus Raquel Guerrero Lyons Magnus Nancy Peberill Lyon's Transportation Eli Cruz M & E Flowers MICHAEL Wolf M AND M BACKFLOW AND MET Edna Collins M and S Diesel Mobile Service Mehdi Honarvar M Cubed Technologies Michael Neils M. Neils Engineering, Inc. Martin Mendez M.C Real Estate Michael Gushulak M.G. Consulting Alastair Johns M2 Consultants, Inc. Matt muth McKamey M3 Integrated Services, Inc. Machelle Moore MAC Business Solutions Mike Machado Machado & Sons Construction Michael Placeres Macron Safety Deena Cota Macys Katherine Whiteside Macys Furniture Store Michael Merigian Madco Electric, Inc. Kim Hashimoto Made for Them Mike Tomaso Made in Nature John Fitzer Madera Center - State Center Community College Dis Elizabeth Kosinski Madera County Behavioral Health Services Laura Ryan Madera County Behavioral Health Services Melissa Noblett Madera County Behavioral Health Services Myriam Alvarez Madera County Department of Public Health Natalie Stein Madera County Department of Public Health Isaac Toor Madera County Public Health Jose Arrezola Madera County Public Health Department Juli Gregson Madera County Public Health Department Melissa Nelson Madera County Public Health Department Jeremy McIntyre Magnum Manufacturing Corporation BARBARA MAILLOUX Mailloux, Price Joe Garcia Major Express Gabriel Gill Major Express Truck Driving Jennifer Kemmer Make - A -Station James Anderson MALAGA COUNTY WATER DISTRICT Breanna Cazazos MALEKO Javi Gonzalez Maleko Mark Ibarra Maleko Business Services Asheeta Singh Maleko Personnel Victoriya Evans-Hurtado Maleko Personnel Kathy Brizuela MALEKO STAFFING Laura Zavala Maleko Staffing Miguel Alvarez Maleko Staffing Jason Huss Managex Chris Conover MANCHESTER CENTER Exhibit A.7.c Public Notice Stakeholder Email List Page 163 of 186 Morel Bagunu, CSM MANCHESTER CENTER Sandra Cortez MANCHESTER CENTER William Steproe MANCHESTER CENTER Kim Waterman Manheim Central California Jeff Perko Manito Construction, Inc. Angela Jimenez MANPOWER Nancy Stern Manuel Insurance Maria Echaverry Maria Gabriela DDS Yesica Cuardos Maricopa Orchards LLC Peter Kiser MARIPOSA MECHANICAL SERVICE Marcus Martin MARJAREE MASON CENTER Robert Fisher Market Express Transportation Rick Wisenor Marketshare, Inc. Yolanda Spedden Marne Construction Rob Cantrell Marquis Aviation, Inc. Mary Hubbard Mary And Sons Co. Inc. Maria Butler MARY MEDICAL, INC. DBA ACTIVESTYLE Steven Heim Masco Contractor Services Of California, Inc. Jim Leppo Mass X, Inc. Bill Wiley Masten Towers Sylvia Hines Hines Master Suites Ahmed Hamdy MatriScope Engineering Laboratories, INC. Rebecca Purtz Matson Alarm Rich Mattos Mattos Equipment Transport Stacey Imbrogno Maximus / Tax Credit & Employer Service Division Olga Ochoa MAXIMUS, INC Sonia Parada Maximus, INC Charlotte Behbehani MBT Technology Liz Garcia MBTechnology Leo Henke Mc Kinney Packing Sue McCombs McCombs & Associates Yesenia Garcia McCurly and Day Masonry ROBERT MCDOW MCDOW BRUSHBUSTERS Laura Biddle MCFARLAND CASCADE Victoria Gronley MCFARLAND CASCADE JUDY KINDIG McIntosh & Associates Roger McIntosh McIntosh & Associates Michael Mosbacher MCM and Associates - DVBE Marlena Pena MCM Construction Inc. Katrina Olsen McPheeters & Associates Odell McWane McWane and Associates Nanette Stockley MECCA BILLIARDS Lawrence Clark Mechanical Associates Taylor Hansell Mechanical Associates Linda Collins medcomm billing service Elizabeth Medeiros Medeiros Farms, Inc. Sandy Sanchez Medocino Auto Sales & Repair Christopher Buckley Mei Wu Acoustics JAY WATSON MELO'S GAS AND GEAR, INC. Vince DiMaggio Mendota City Manager Rolando Castro Mendota Mayor Cristina Villa MERAS ENGINEERING Chris Vitelli Merced Community College District Shelly Conner Merced Community College District Steve Centivich Merced Screw Products Joann Crane Mercedes-Benz Josie Ochoa Merced-Mariposa CLC Cathy Merrill Merrill Morris Partner Exhibit A.7.c Public Notice Stakeholder Email List Page 164 of 186 David Hurst MERRIMAN HURST & ASSOCIATES INC. Ingrid Merriwether Merriwether and Williams Jeff Skadburg MERRY MAIDS Eli Mesple Mesple's Machine Shop & Pump J.Braley Metron Surveys Vernon Franck Metropolitan Mapping, Inc. Fred Huang MGE Engineering Inc Diane Sanders MGS Construction Services, Inc. Chip MHK Construction Inc. Jennifer Costa Mia Bella Foods Michelle Coyle Mia Bella Foods Jan Dyer Mia Lehrer + Associates Bassim Michael Michael & Company Mike McDonald Michael McDonald Angelica Madrigal MICHAELS J. Guadalupe Michel Michel's Smog Check Jason Cline Michelsen Packaging Co. Of California Tammy Fausone Mid Cal Pipeline & Utilities, Inc. Todd Kamisky Mid Pacific Engineering Alfredo Alvarez Mid Valley Disposal Joe Hithor Mid Valley Disposal Lisa Helm MID VALLEY DISPOSAL Megan Smith Mid Valley Disposal Rebeca Rodriguez Mid Valley Disposal Roy Mendrin Mid Valley Disposal Glenda Dailey Mid Valley Mfg Inc Lee Porter Mid-Valley Distributers Michael Hale Mike Hale Toni Layne Mike Jensen Farms Cindy Sandoval MILAN INSTITUTE Joe Haydock MILAN INSTITUTE Annette Silva MILLER HAY & TRUCKING INC. Fred Minagar Minagar & Associates, Inc. Rafael Juarez Minnali Engineering Corporation Prasad Kolluru Minority Business Center David Mendoza Minority Business Development Agency Business Cent Lori Plamondon Mission Critical Specialists Joslyn Buckner MISSION LINEN SUPPLY General Contact Mitchell Engineering Mary Jo Avila MJ Avila Company Eric Bozeman MJ Incorpoated Eric Bozeman MJ Incorporated MJ "Kip"King MJ King Insurance Services Marshawn Govan MKG INSURANCE AGENCY & TAX CONSULTANTS Marshawn Govan MKG Tax Consultants Mark Pittman MMR Power Solutions Miranda Patton MNS Engineers Peter Porras MOBILE MINI LLC Jennifer Jarrett Mobile Modular Barbara Nix Modern Custom Fabrication, Inc Jimmy Luong MODERN DRUG Robert A Bartlett Modern Welding Co Of CA Inc ROBERT BORMAN MODESTO MOBILITY CENTER SAWTANTRACHOPRA MODESTO PULMONARY MEDICAL CLINIC Kent Robison ModSpace Corporation Genia Taylor Momentum Broadcasting, LP Oscar Zavaleta Montez Group Inc. Robert Sanchez Monument Security, Inc Exhibit A.7.c Public Notice Stakeholder Email List Page 165 of 186 Chuck Christman Moon Raker Ranch Agency Lenor Lopez Moonlight Packing Corp Jesse Moore Fence Company Inc Kendall Wheeler MOORE GRIDER GRIGGS COWAN CPA Isaac Segovia Morgner Construction Management Vickey Dodson Morris General Contracting Inc Joyce Diaz Morrison Healthcare Melissa Sing Morrison Healthcare Eddie Kho Morton & Pitalo, Inc. John Mosher Mosher Consulting Services INCWBE Donna Marie Measell Motivational Systems Inc KURT Mozingo MOZINGO CONSTRUCTION, INC. Edward French MRI Imaging Center of Fresno, Inc Scott Johnson MRI Network Dana Cota MRO Engineers, Inc. Victoria Bernal Ms. Steven Koch MTGL, Inc. John McCain Municon Consultants Lois Valeskie Municon Consultants Jeremy Squire Murex Environmental, Inc. Lorna Hernandez MURPHY BANK Mckay Moua MWM General Contracting Brian Alston My Electrician Inc Beverly Tripp MY GIRLFRIEND'S HOUSE Kirk Johnson MYERS & SONS CONSTRUCTION, LP Clinton Myers Myers and Sons Construction, LP ASGAR CEMENTWALA MZ TECHNOLOGIES INC Sandra Ferguson N.L.D.S Andres Camarena N/A Denise Nolan n/a Jaime Carrera n/a Susie Q.n/a Swapan Nag NAG Inc Christina Valdez-Roup NAMI Fresno Robbie Cruzado-Rivera NAPA Brian Doonan National Concrete Washout Alejandra Vega National Raisin Company Davina Merkow National Raisin Company Sal Chavez National Raisin Company Vincent Fernandez National Raisin Company Marty English Nations Roof Marty English Nations Roof Joseph Leon NATIVE FIRST Irma Murillo Nazareth House Marie Cheek Nazareth House Jan Groupp NBA Engineering, Inc. Johanna Lobaton NC Moving & Storage Solutions Chantelle Limnios NCECI Steve Mislinski NCM Engineering Corp Angela Hernandez NDC Energy DAVID Neese NEESE CONSTRUCTION Mike Nemat Nemat Inc. Ron Napier Nemat Inc. Nestor Garcia Nestor Garcia Miranda Ruiz Neuro-Communication Solutions, LLC Lupe Salazar Neuro-Pain Medical Ctr Jim Boone New England Sheet Metal Galen Shimer New Flyer Parts Exhibit A.7.c Public Notice Stakeholder Email List Page 166 of 186 Ruby Solis NEW IMAGE SALON DeAlma Ford New Life Discovery School Lydia Nagengast New Life Discovery Schools, Inc. Lydia Nagengast New Life Discovery Schools, Inc. Dan Rudnick New Logic Research, Inc. Mark Ritter New Millennium Business and Family Solutions Edgar Kenner New Star Logistics Brandon Childers New Wave Graphics Sally Campbell New World Pasta Co Jim Lusk New York Life Lee Her New York Real Estate Val Huratdo Next Level Solutions Tracy Bartlett Nichols Consulting Engineers Nicholas Ledbetter Nick Ledbetter MT Paul Niemann niemann technology, inc. Karen Nisikawa Nish-Ko RICHARD GARGAN NJG CORPORATION Stephanie Pascal Noble Care Transport Services John Nolte Nolte Construction Natalie Emerzian Nolte Construction Jeanne Barsby Non-Offending Parent Advocacy Inc. Tony Castillo Nor Cal Laborers Michael Swaney North American Fence & Railing, Inc. Alistair Lizaranzu North Bay Seismic Design Steve Hall North Fork Rancheria Rene Ledezma NORTH POINT HEALTHCARE & WELLNESS CENTRE Zach Milner North Star Construction and Engineering, Inc. Danielle Macagba North Star Family Center Eliborio Limon North Star Family Center Erica Reed North Star Family Center Frances Cornejo North Star Family Center Maria Flores North Star Family Center Mary DelaTorre North Star Family Center Vanessa Johnson-Galvan North Star Family Center Tim Robertson North Valley Labor Federation Ed Chavez - SPHR NORTHERN SHEETS, LLC Deni Chambers Northgate Environmental Management, Inc. John Mensonides NorthStar Engineering Group, Inc. Kaite Ryan Northwest Exteriors Katie Ryan NORTHWEST EXTERIORS Maria Moreno-Townsend Northwest Medical Group Michael LaBroad Northwest Pipe Company Keith Settle Northwest Structural Moving Jesse Rojas not applicable Jonathon Palmer NOVA Services HAJIR Nuriddin NURIDDIN, HAJIR Mark Knowles O M JONES INC Valerie Epps Oakmont of Fresno Manni Vorabouth OAKWOOD GARDENS James Clark Oberkamper & Associates Civil Engineers, Inc. Jared Kaji Occu-Med Eduardo Gonzalez OCED Felipe Perez OCED Ismael Herrera OCED Rodi Hernandez OCED Ciaran O'Connor O'Connor Construction Managemetnt Inc DYLAN Crawford O'dell Engineering, Inc. Elizabeth Camargo ODWALLA Exhibit A.7.c Public Notice Stakeholder Email List Page 167 of 186 Ian Coolbear Office of Assemblyman Jim Patterson Karina Macias Office of Community and Economic Development Yahaira Figueroa Office of Council Member Clint Olivier Melanie Ruvalcaba Office of Policy, Planning and Communication Fresn Claudia Salinas Office of State Senator Andy Vidak Kristina Solberg Office of U.S. Senator Dianne Feinstein Gabriela Garcia OFR INC Juan Navarro OFR INC Johannah White Oh What Joy -Event Styling & Boutique Rentals Ken Castle Ojo Technology Rosie Lopez OK Produce Lisa Weiler Olam Greg Estep Olam Americas Narinder Pal Singh Olam Americas Olga Huerta Olga Huerta Insurance Agency Shalawn Garcia Olive Tree Builders, Inc. Gwen Morris OLR Wizards Tavo Espinoza Olympic Engineering Construction Mike King Omega Trophy Kim Preston Omsberg & Preston Lorenzo Thomas On Point Medical John Ostlund One Putt Broadcasting Vivian Chang OPAC Consulting Engineers David Mercer Operating Engineers Jessica Manzo Opportunity Fund Abner Villarreal OPTIMAL HOSPICE CARE Amy McClure ORCHARD PARK ASSISTED LIVING Beth Petty ORCHARD PARK ASSISTED LIVING Kathy Selenski Orchard Supply Hardware Rey Orito Orito & Associates Bill Milner Orkin Pest Control Tim Koraoka Orsee Design Associates Ibrahim Osman Osman Engineering PLLC David Zoldoske Other: International Center for Water Technology ( Brian Boever OUTBACK MATERIALS Michael Dominquez Outwords Keith Beene OVERHEAD DOOR COMPANY OF FRESNO, INC. Flindt Andersen P.A.I.N John Kochergen Pace Medical Les Corriea Pacific Beach Tower Inc Pat Wurts Pacific Central Management Mark Bates Pacific Coast Markings Inc. Anthony Davison PACIFIC COAST SUPPLY (PACIFIC SUPPLY) Chrissy Tracy Pacific Coast Water Truck Services Leslie Araki Pacific Distributing, Inc. Kathy Sauceda PACIFIC GARDENS NURSING AND REHABILITATION Steve Newvine Pacific Gas and Electric Company Sarah Woolf Pacific Gold Marketing, Inc. Rosalia Haddock Pacific Grain & Foods Anthony Bordens PACIFIC GRAIN & FOODS, LLC Craig Roberts PACIFIC GRAIN & FOODS, LLC Simona Vargas PACIFIC GRAIN & FOODS, LLC Jason Passmore Pacific Investigative Services Kirby Miller PACIFIC MEDICAL, INC. PROSTHETICS & ORTHOTICS SANDY VITALE PACIFIC ORTHOTICS & PROSTHETICS Maham Hamdani Pacific Protection Services Cathy Hirsch Pacific Railway Enterprises, Inc. John Richards Pacific Restoration Group, Inc. Exhibit A.7.c Public Notice Stakeholder Email List Page 168 of 186 Tom Kandris PackageOne John Piester Packers Sanitation Services Carlos Mina Packers Sanitation Services Inc Chris Duke Palazzo Su Rosenthal PALM MEDICAL GROUP Chris Brien Palo Verde Constructors Carmen Lopez Pana Pacific Lawrence Castanon Pana-Pacific Michael Wasco Paperless Knowledge, Inc. Trish Papulia Pappy's Fine Foods Ethel Walker Paragon Engineering & Management Scott Marshall Paragon Granite & Tile Melissa Foraker Paralegal Assistance Unlimited Maria Ochoa Paramount Farms Doug Harvill PARAMOUNT PEST SERVICES Rebecca Bonner Parsons Tom Lagerquist Parus Consulting, Inc. Leslie Derman Pathways Advisory Group Eloise Golden Patrick Golden MD Evan Patterson Patterson Construction Dave P PATTON VENDING CO Patricia Valdes Patty’s Jungle Hut Paul Halajian Paul Halajian Architects Rochelle Martinez-Cantu Paul Mitchell – the School Patricia Pauli PAULI ENGINEERING, INC Kim Sojourn Pay Day Now Bill Taylor Payco Specialties Inc. Mercedes Crosby Payless Shoe Source Manchester Center Bettye Smith Payroll People Inc Jason Thompson PB Loader Corporation & AGH Maggie Steciuk PBS Engineering and Associates, LLC Mona Shah PBS Engineers, Inc. Jeff Fishinghawk PC PHARMACY Falina Marihart PC SOLUTIONS Tracy Stratton PCA Yolanda Pallesi PCA (aka Central California Sheets) Cheryl Cerniglia Peachwood Medical Group Sharon Laird Peachwood Medical Group Sharon Laird Peachwood Medical Group Sheri Hamett Peachwood Medical Group Sophia Barboza Peachwood Medical Group Tamie HEnsley Peachwood Medical Group Tonya Grewal Peachwood Medical Group Onofrio Pecoraro Pecoraro, Inc. Craig Scharton Peeves Public House & Local Market Sandy McDaniel Pekar McDaniel Luz Pena Pena Construction Jim McGuire Pendragon Security Robert Macioce Penn Equipment & Tool Corporation Marsha Waller Penny Newman Lorenzo Guerra Pep Boys Natalia Johnson PEPSI COLA Lois Paganini Perfect Vacation Dolores Niera Performance Outcomes & Associates Kevin Gerhardt Performance Trailers, Inc Lauren Johnson Perimeter Protection Products, Inc. Jan Perkins Perkins, Mann & Everett christina Pet Medical Ctr & Spa Exhibit A.7.c Public Notice Stakeholder Email List Page 169 of 186 Gabriel Garcia Petco Ed Petil Petil Const. & Engrg, Inc. Bill Cook Petra Resource Management Peter Sarkis Petra Structural Engineers Debbie Manning Petunia's Place Beverly Cuadros PFS Dan Vang PG&E - Fresno Service Planning Dept Philip Henry Philip Henry Architecture Eddie Rodriguez Phoenix Private Patrol and Security Paula Flores Piccadilly Inn Shaw Linda Pizana PICK A PART AUTO WRECKING Mike Pickett Pickett Solar Angel Sanchez Pick-N-Pull Juan Rivera PIEOLOGY PIZZERIA Maria Raspant Pieology Pizzeria REBECA MARTINEZ Pine Mountain Custom Keith Thompson Pinnacle Environmental Technologies Tricia Blair PIONEER MARKET Anita Simpson Piranha Pipe & Precast Eddie Simpson Piranha Pipe & Precast Francisco Diaz Pitman Farms Jefferson Birrell Pitman Farms Jimmie Jackson PITMAN FARMS Anthony Camacho PLACEMENT PROS/RADSTAND Zaira DeLaCruz PLACEMENT PROS/RADSTAND Dave Demers Planet Solar Kevin Harley Plasticade Jon Rodden Pleasant Mattress Inc Kathi McIntyre Pleasant Mattress Inc. Mike Stype Pleasant Mattress Inc. Kevin Small PleinAire Design Group Pedro Silva PNA CARGO TRANSPORT Fletcher Perez PNEUMATIC CONTROL, INC. Rachel Freitas POLICE SCIENCE INSTITUTE, INC. Gladis Laurean Pom Wonderful Mike Stokes POM Wonderful Patty Boman Poppy Social Media Ranell Potts POTTS ROADSIDE ASSISTANCE Jessica Munoz Poverello House Stephanie Ortiz Poverello House Dr. Karl Baune POWER CHIROPRACTIC HEALTH Robert Glover Power Design Electric Inc Connie Cuellar PPG INDUSTRIES Denise Mendoza PPG INDUSTRIES Phil Klassen PPMC INVESTMENTS, LLC Johnny Yslas PRA GROUP Juanita Johnson Prayer Works or J's Creations Joan Karvaly Precise Panel Engraving Co., Inc. Ed Dunkel Precision Civil Engineering Lydia Zabrycki Precision Civil Engineering Rick Marino Precision Land Surveying, Inc. Rodney Brown Precision R&B Machines Eli Salazar Preferred Bonding Inc. Alvin Chong Premier Building Group James Conlow Presidio Electric Levia Espinosa Pressed Juicery Chris Gilles Prestige Collision Center Cliff Tubbs Prestige Fabric Exhibit A.7.c Public Notice Stakeholder Email List Page 170 of 186 Debra Leavelle Prime EDM Bruce Boegel PRIME ENGINEERING John Hoff Prinsco Melissa Pacheco Private Security Service Anthony Martinez Pro Tile John Carter Carter Pro-Cast Products Inc. Emanuel Baker Process Strategies Inc. Brandi Williams PRODUCERS DAIRY Tom Foster Professional Design Associates Allen Huddleston Professional Exchange Service Corp. Julia Cota Professional Exchange Service Corporation Melissa Nalawagan Professional Exchange Service Corporation Tasha Perez Professional Exchange Service Corporation Bruce McBride Project Delivery Analysts, Robert Getter ProjectLine Victor Antonio Promesa Jodee Romero Promesa Behavioral Health Ashleigh Haddad Prompt Staffing ALBERTO Martinez PRO-SE SERVICES, INC. Paula Pena PROTEIN INC. Cynthia Rye Proteus Quirino Banuelos Proteus Inc. Tere Cortez PROTEUS TRAINING CENTER Robert Alcazar Proteus, Inc. Yolanda Gamez Proteus, Inc. Pete Handforth Pts Surveying Inc. Lori Tafoya Puma Construction & Restoration Brian Driggs Purl’s Sheet Metal & Air Conditioning Tina Randles QK Angel Farley Quad Knopf Angel Farley Quad Knopf Kristine Price Quad Knopf Serjik Shamirian Quadriga Inc. Cindy Nolan Quadriga Landscape Architecture and Planning, Inc. Ahmad Haider QUALITY BEVERAGE & PAPER DISTRIBUTOR Jim Sullivan Quality Concessions Keith Gilliam Quality Engineering Inc Yolanda Mejia Quality Home Services David Soto Quantum Construction Company Valarie Salas QUEST DIAGNOSTIC INC. Mario Campos Quick PC Support, LLC Luis Alfredo Lopez Quick Print Copy Center Sam Phillips Quinn Company Sue Kliewer Quiring Corp Robert Jacboson R B JACOBSON,INC Brooke Chappell R N R Construction Inc Richard Garcia R&C constraction Raeleen Lucas R. A. Lucas Company Inc. Jim Brainard R.E.Y. Engineers, Inc. Erin Lowe R.L. Environmental, Inc. Pattryse Chhee Radiax Shannon Peich Raider Painting Company Phil Leong Rail Surveyors and Engineers, Inc. Diana Snowden Rainbow Brite Industrial Services, LLC. Pablo Orozco RAIZANA TEA COMPANY Rama Dawar RAMA'S INTERPRETING Bob Rand Rand Machine Works Marie Weston Randy's Tire & Wheel, Inc Exhibit A.7.c Public Notice Stakeholder Email List Page 171 of 186 Steven Kendall Ranger Pipelines, Inc. Angrest Harris Ransome Manufacturing Randy Asai Ray Fisher Pharmacy Sareang Nhim RAY FISHER PHARMACY Robert James RBC Lubron Bearing Systems, Inc. Scott Vonflue RE MICHAEL Matt Sorrow RE Serrano, Inc. LAUREEN BORUP RE/MAX Yosemite Gold Amethyst Ware Reading and Beyond Arasely Linares Reading and Beyond Arasely Rosas Reading and Beyond Ashley Olazava Reading and Beyond Cesar Lucio Reading and Beyond Cesar Lucio Reading and Beyond Erwin Garrido Reading and Beyond James Richardson Reading and Beyond James Richardson Reading and Beyond Jesus Galvez Reading and Beyond Kajai Yang Reading and Beyond Kao Saetern Reading and Beyond Karen Jimenez Reading and Beyond Luis Santana Reading and Beyond Maria Ceja Reading and Beyond Maria Ruvalcaba Reading and Beyond Maria Ruvalcaba Reading and Beyond Matilda Soria Reading and Beyond Nakia Vue Reading and Beyond Patricia Valdez Reading and Beyond Rebecca Salgado READING AND BEYOND Reyna Pearce Reading and Beyond Roberto Maqueda Reading and Beyond Sandra Martinez Reading and Beyond Sean Borelli Reading and Beyond Stephanie Lentz Reading and Beyond Yeng Her Reading and Beyond Yarely Sanchez Reading and Beyond - Fresno Bridge Cristina Ortiz Reading and Beyond Preschool Zhour Alshaif Reading and Beyond Preschool Cecilia Simmons readingandbeyond Travis Huff Realtime Outsource Rebecca Ruiz REBECCA'S LOVING CARE Patti Donohue Red Bull North America Katrina Poitras Red Cross Jesse Ojeda Red Hawk Services Inc Jessica Rivera Red Rooster Co. Kerri Cummins Reed Business Nicole Zieba Reedley City Manager Sylvia Plata Reedley City Manager Assistant Emilie Gerety Reedley College Anita Betancourt Reedley Mayor Adam Quevedo REFLECTIONS APARTMENTS Brad Hardie REGENCY PROPERTY Gina Means REGENCY PROPERTY Matt Larson REGIONAL HAND CENTER Patricia Alvarado Remedy Support Service Rina Wang Renaissance General Restoration Contracting, Inc. Charlie Sandoval Renewal Body Works, Inc. Gwynn Clark REPEAT PERFORMANCE Exhibit A.7.c Public Notice Stakeholder Email List Page 172 of 186 Saam Esfandiari RES Engineers Inc. Joseph Oaxaca ResCare Workforce Services Krystle Tijerina ResCare Workforce Services Rigo Medina ResCare Workforce Services Rodney Casillas ResCare Workforce Services Greg Landin Rescue Training Institute, Inc Tom Hinchey Resource Employment Patrick Embree Resource Exploration and Drilling, LLC Alma Zapata-Heflebower Resource Lenders Cassey Eastwood RESOURCES FOR INDEPENDENCE CENTRAL VALLEY Libia Mejia Reyes truckings Jana Guerrero RHA Jana Guerrero RHA May Lay RHA Energy Solutions Fredonia Graves RHA, INC. Louis Mata Rich Products Corp Richard Keyes Richard Heath & Associates Korinna Pedrosa Richard Heath & Associates, Inc. Sandra Pettis Richard Yen & Associates Rick Gould Rick Gould dba Country Hearts Too Trucking Frank Ortiz Ricoh Americas Corporation PAUL BENZ RIDGECREST SANITATION Jordan Baldwin Ridgeline Engineering Ashley Alaniz Right at Home Erin Evans Right at Home Xong Her Right at Home Marilyn Bogosian Riverside Nursery Ramiro Rodriquez RJ AUTO BODY AND PAINT Jerry Paulin RM Industries Lucy Infante RMC CONSTRUCTORS Ralph Domingez RMD Surveying Corporation Violet Gong R-N Market Parry Novak RNPM Robert Cervantes Robert Cervantes Atty Robert Bishop ROBERT E BISHOP, INVESTIGATOR ROBERT Boyer ROBERT E BOYER CONSTRUCTION, INC. Bob Heinen Robert Heinen Consulting Engineers Robert (Bob)Heinen Robert Heinen Consulting Engineers Robert Puente Robert's Custom Painting Robin Chiang ROBIN CHIANG & COMPANY Bill Robinson robinson and sons Ken Dykes ROBINSON FLOORING Jim Villalobos Robinson Inn Rhonda R.Rocket Machine Works BILL Verley ROCKSLIDE MATERIALS, INC Dale Deardorff Rocky Peak Leadership Center Rodney Haron Rodney Haron Attorney Jon Kapis Rolf Jensen & Associates Richard Roman Roman and Associates Incorporated Brian Negri Romo Incentives Group Eric Herrera Romo Incentives Group Keith Brama Romo Incentives Group Andrew Runner Root Access Hackerspace Mai Chang Rose View Terrace, Inc. Rosana Wallace ROSEVIEW TERRACE - BE.GROUP Chase Schwartz-Walten ROUBICEK & THACKER COUNSELING Vicky Gudino Royal Charter Mortgage Larry Weldly ROYAL EXPRESS Exhibit A.7.c Public Notice Stakeholder Email List Page 173 of 186 Abdul Amundnegi ROYAL FURNITURE Bally Singh Royal Gardens III Joni Saxen Royal Security inc Janene Osburn ROYAL T MANAGEMENT William Strand RRM Design Group Teri Harp Ruann Dairy Kimberley Binion Ruby's Valley Care Home Monica Alejandrez Ruby's valley care home Monica Alejandrez Ruby's Valley Care Home Shinae Bishop Ruby's Valley Care Home Teresa Ruiz Ruiz Tax Service Phillip Mendrin Rumex Construction Corporation NELLIE RUMLEY Rumley, Nellie Karen Rupert Construction Supply Judi Rush RUSH ADVERTISING Michelle Alexander RUSH ADVERTISING Gavino Cantu Rutter Armey Inc Clifford Ruzicka Ruzicka Associates John Loyko RX RELIEF- STAFFING Jim Reed Ryerson Steve Homes Ryerson Patrick Tuel S & K Marketing Group, LLC Hoy Seng Kwok S Kwok Engineers, Inc. Sang Lee S Y Lee Associates, Inc. Tino Sandoval S&S CASINO CHAIRS Josie Johnson Sabourin, Christopher DDS MS MSD David Estoque SAE and Associates Kerchou Moua Safe Food Alliance Maribel Nunez-Alvarez Safe Food Alliance Mandeep Sharma Safe Haven Community Care homes Inc Mandeep Sharma SAFE HAVEN, INC. Veer Singh SAFE HAVEN, INC. Ron Miller Safe Utility Exposure, Inc. Sam Iler SafeCon Consulting Group Inc. Renee Smith Safety Environmental Consulting Rick Rose Safety Network Sandra Allen Saf-T-Co Supply Paul Bauer - Assistant ValerieSagaser, Watkins & Wieland PC Paul Bauer Sagaser, Watkins and Weiland Brian Taylor SAGE INDUSTRIAL HUSAIN RASHIK SAIF INDUSTRIES Jena Torres SAINT AGNES MEDICAL CENTER Yolanda Rodriguez Salazar & Cook, LLP Anita Sanchez Sals Mexican Restaurant Karl Salazar Sal's Mexican Restaurant Lorraine Salazar Sal's Mexican Restaurant Wences Gutierrez Sal's Mexican Restaurant Michele Uribe Sal's Mexican Restaurants Sam Salhab Sam A. Salhab Attorney at Law Nunez Elizabeth San Joaquin City Manager Beth Pitcock San Joaquin College of Law Salvador Vargas San Joaquin Delta College Alejandro Lemus San Joaquin Figs, Inc. Julia Hernandez San Joaquin Mayor Diana B.San Joaquin Mayor Assistant Karine Hakobyan San Joaquin Medical Transport Karine Hakobyan san joaquin medical transportation Sarah Parkes San Joaquin River Parkway & Conservation Trust Exhibit A.7.c Public Notice Stakeholder Email List Page 174 of 186 Chenecua Dixon San Joaquin Valley Air Pollution Control District Jerry Franksen San Joaquin Valley College William Broomfield San Joaquin Valley Manufacturing Alliance Gil Soto San Joaquin Wine Co, Inc Sam Kharufeh San Joaquin, Calaveras, Alpine BTC Nichole Rice San Joaquin-Calaveras CLC Derron Wilkinson San Jouquin College of Law Diane Steel San Jouquin College of Law Angel Jackson SAN MAR Properties Oliva Poole SAN MAR Properties Samuel Zamora SAN MAR Properties Inc. Rose Artellan SAN MAR Properties, Inc. Stephanie Strobel SAN MAR Properties, Inc. Eric Sandoval Sandoval & Associates LLC Tim Chapa Sanger City Manager Frank Gonzalez Sanger Mayor Eli Cruz Sanger Veterans Park Incorporation ERIK JOSEPHSON SAN-JOAQUIN HELICOPTERS INC. Leslie Hertzig SANTE HEALTH CENTER Mike Conrad Sapper West Tim Satterlee Satterlee Electrical Services Jode Mayer Save a lot Dawn Golik SBA Tom Scheu SBA Victor Bribiesca SBA Robbie Kunkel SBDC Keily Figueroa SBHIS (South Bay Health Ins Srv) Octavio Sanchez SBueno Contracting Company Bert Pizano SCAFCO Steel Stud Co. Tommy Ball scc.i Amee Moua SCELZI ENTERPRISES Angel Topoozian Scelzi Enterprises, inc Gary Scelzi Scelzi Enterprises, inc James Scelzi Scelzi Enterprises, inc Ashlyn Airheart SCF Securities Jana Meadows SCF Securities, Inc. Charles Schlumpbeger Schlumpberger Consulting Engineers Gary Schnitzler Schnitzler Farms Inc Jerry Schwab Schwab Engineering, Inc. Mario Salice Schwager Davis, Inc. Pauline Turner Schy & Associates Liz Salas SCORE Peter Fong Score Steve Ocheltree Score Scott Comstock Scott Comstock Realtor Todd Stevens Scrimco, Inc. Ryan McAlister SCV Electric, Inc. Annie Aguilar SDE Shirley Douglas SDouglas Consulting Vic Rollandi SDV Services, Inc. Brooke Ashjian Seal Rite Paving Matt Seals Seals Construction, Inc. Andrea Visintainer Seals-Biehle General Contractors Teri Jackson Seaport Lighting Inc Bill N/A SECURE IT NEW Jose Leon Barraza SEFCEDA Juan Manuel Saavedra SEFCEDA Raul Segura Segura Security Services Exhibit A.7.c Public Notice Stakeholder Email List Page 175 of 186 Ninfa Mananian SEIU-UHW Walt Stamirowski Select Electric, Inc. Malissa Sagrero SELECT STAFFING Kim Malcom Self Employed Julie Caldwell Ulrich self- employed Aaron Phanco Self-Employed Jim Avalos Selma Mayor Barbara Rodiek Selt Cheryl Koehn Senior Care Home Services Pri DeSilva Sequoia Consultants Henry Redondo Serna Engineering Melissa Mendoza Serpa Packaging Ross Spillman Servepro Sushil Prakash Seven Eleven (7-11) Randy Johnson Severn Trent Services Jayne Smith Shaver Lake Vacation Rentals Michael Lopez Sheet Metal Workers of Local 104 Jaclyn Lumpkin Sherman Bros. Trucking Mandeep Gill Shop-N-Go Jorge Zavala ShowRoom Doctor Z Inc. Dick Shrader Shrader Excavation Danette Owens Sierra Endocrine Associates Jesus Sierra Sierra Engineering Group Chris Hunt SIERRA GATEWAY SENIOR RESIDENCE Brenda Budke Sierra HR Partners Shaunna Shortes Sierra Medical Research Inc Terry Eskola SIERRA TELEPHONE Katrina Chan Sierra View Animal Hospital ROBERT DARLING SIERRA WATER SHUTTLE Doug Benton Sierrra Mountain Construction Inc. Dan Royal SIGNAL 88 SECURITY Michael Wirtz SIGNATURE FLIGHT Theodora Cantu Signature Life Safety Services Brandy Mabry SIMONE FRUIT COMPNAY Stacey Grote Simonian Farms Jim Cavallero Simplot Sean Sinclair SINCLAIR GENERAL ENGINEERING CONSTRUCTION, INC. Adolf Singh Singh Group Inc. Sohall Anjum Six Star Kerman Auto Repair Shelley Cottrill SjR Contract Consultants Inc. Julie Rey SJVAPCD Samson Engeda SKS Engineering, Inc. Don Tylenda Skyline Steel Kim Debban Slakey Brothers Sheryl Solakian Slam Specialties Steven Turner Slaton Group Kim Reimer Sleep Fit Corporation Theresa Russell Sleep Fit Corporation Jason Hernancez SLINGSHOT POWER Claudia Moreno Small Business Majority Ximora Pena Small Business Majority Cesaly Hayes SMART & FINAL Alex Mora SMG FRESNO CONVENTION CENTER & ENTERTAINMENT CENTE Dr.Salazar Smiles and Teeth Mary Smyth Smyth Consulting, Inc. Don D'Alli SNG Nutrition-Costco Kanako Gleim Snowflake Designs Blair Sobba Sobba Group Exhibit A.7.c Public Notice Stakeholder Email List Page 176 of 186 Alyssa Collins Social Vocational Services Liberty Hicks Social Vocational Services Thomas Durston Solar Alternatives Design Jim Vumback Solar Universe Brad Ward Solarbrite Jose Rojas Soldado Construction Larry Troglin SOL-TEC Ron Hicks Soltek Pacific Construction Charlene Follendore Sol-Tek Solar Beronica Galindo SOMERFORD PLACE Susie O'Hara Sonitrol Monte Gray SONORA TRACTOR SERVICE Alex Sanchez Soto Fence Company CLAY Lomax SOUTH VALLEY SOLUTIONS Kathy Dereaves SOUTH WEST TRANSPORTATION Larry Harvey Southern California Electrical Jerry Peot Southern Nevada Movers Inc. Ann Rodriguez SPARKY ELECTRONICS Mayra Ibarra SPARTAN STAFFING Mike Ledoux Specialized Ford Recycling Inc Chad Peabody Specter Corps Solutions Albert Varela Jr Speedy Zapatos Mark Spencer Spencer Electric Sal Italiano SPI Consulting Engineers, Inc Nia Smith SPORTSMAN'S WAREHOUSE Jonathan Feld Sportsmobile Kimberly Clark Sportsmobile West, Inc. Kevin Watson Sprinkler Fitters Steve Sutherland SSA Landscape Architects, Inc. Krizza Condest St Therese Family Dental Care Bill Fallgatter Stability Home Access Billy Powell Stanislaus, Merced, Mariposa, Tuolumne BTC Astrid Zuniga Stanislaus-Tuolumne CLC Sandy Nuding Stanton Wash Systems Phil Huerta STAPLES Gilbert Flores star sat. Robert Jackson STARS Behaviroal Health Group Sherri Watkins State Center Adult Education Consortium Katherine Medina-Gross State Center Community College - Apprenticeship Cherylyn Crill-Hornsby State Center Community College District Dan Sousa State Center Community College District Edwin Eng State Center Community College District Kelly Fowler State Center Community College District Lacy Barnes State Center Federation of Teachers Angela Lopez State Farm Jerry Brown State of CA Araceli Holland State of CA Department of Rehabilitation Doug Perkins Statewide Traffic Safety & Signs Mark Sanchez STAUFFER GLOVE & SAFETY Ashli Morones STC SECURITY Mari Gamez Stereo & DJ Outlet STEVEN Fowler STEVEN M. FOWLER CONSTRUCTION, INC. Myles Stevens Stevens + Associates Jonathan Bailey Stevens, Ferrone & Bailey Engineering Co., Inc. Peter Harris Stevens+Associates Thomas Nakazawa Stitch Master Steve Haro Stockbridge Development Salvador Hernandez STONE PROTECTION SERVICES Exhibit A.7.c Public Notice Stakeholder Email List Page 177 of 186 Terry Strange Strange Resource Management Bennett Martin STRATAap Architects & Planners Byron Chitay Stratas Foods Cindy Gunter Stratas foods Joe Anderton Stratas Foods Sheri Moucka Stratas Foods Dave Haag Stratas Foods LLC Lonnie Petty Strategic Mechanical, Inc. Michael Cunningham Stretch Solutions LLC Michael Strickland Strickland Well Drilling Joy Montgomery Structural Integrity Anna Dezember StructureCast Henry Chang Structus, Inc. Alyssa Pratt STURDY GUN SAFE MANUFACTURING Frank Rodriguez Style-line Consturction, Inc Kathleen Pena SUBURBAN PROPANE Morgan Bowser Suburbane Propane Pd Moua Summer Park Tony Orlando Summit Environmental Services, Inc. Danny Mihelcic Summit Signal, Inc. Marccus Rubenstein Sunbelt Rentals, Inc. Cynthia Paulus Suncrest Bank Kailee Woods Suncrest Bank Carlos Carlos Sunlight Cleaning Guadalupe De Anda Sunnyside Diner Sheri Tubbs SUNNYSIDE GLEN APARTMENTS Gina Giannetta Sunnyside Health & Tennis Club Jason Jung SUNNYSIDE PHARMACY Jackie Tamura SUNRISE MEDICAL Zikiya Battle SUNRISE MEDICAL Ching Wu Sunrise Pacific, Inc Mark Blackburn SUNSET MECHANICAL & CONSTRUCTION, INC. Phil Del Negro Suntrek Industries JJ Martinez Superior Caseworks, Inc. Joe Olivares SUPERIOR CONSULTING SERVICE Art Galindo Superior Fire Inc Sergio Olmos SUPERIOR ROOFING Tim Congemi Superior Site Safety, LLC Clinton Martin Survalarm Technologies Bryan Philips Surveying And Mapping, Inc. Troy Rutherford Suulutaaq, Inc. Michelle Abenoja SVS Jennifer Anderson Swanson Fahrney Ford Jose Palacios Synergistics Inc Terry McClain Synergy Engineering & Construction Group Inc Everette Adams Systems Consulting LLC TRACEY SANDERS T&G CONSTRUCTION SERVICES, INC. Andrew Cummings T.G. Schmeiser Co., Inc. Cory Cummings T.G. Schmeiser Co., Inc. Lisa Carman T3W Business Solutoins, Inc. Jadee Mejorado TABLE MOUNTAIN CASINO Laura Nichols TABLE MOUNTAIN CASINO Fidel Jimenez TACO BELL #27300 Stacy Slocum TalentGumbo.com Adriana Zapata Tamarind Management Team Tamara Glover Tamarind Management Team Hannah Davis Tamarind Management Team, Inc Taneshia Kerr Task Blueprint Exhibit A.7.c Public Notice Stakeholder Email List Page 178 of 186 DINA LAMBERT TAVIS CORPORATION Rachel Landphere Team EES Stephen Girard Team West Contracting Corp Angela Rayfield Team West Contracting Corporation Pam May TechScribe Communications Julia Benson Tectonics Oluwatoyin Mixon TEE 4 WOMEN INC Eric Buriel Teichert Construction Warren Edwards TekPro PC Jeff Reiden Teksystems Kristeen Paraguas TekTegrity Stephen Chan Telamon Engineering Consultants Inc Asghar Ghassemy Telenet VoIP Inc. Rick Winer Temple Beth Israel Cindy Neal Tenaya Lodge Wendy Burke Tenaya Lodge Theresa Quiroz TENAYA LODGE - DELAWARE NORTH COMPANIES Rita Verdugo Tenaya Lodge at Yosemite Debra Goehring Tenaya Lodge at Yosemite, A Delaware North Company Raj Sharma Tent City Larry Paris TERMINAL AIR BRAKE SUPPLY William Aldrich TERO TEK INTERNATIONAL, INC. ANDY ITURRIRIA Terra Novo, Inc. JENNIFER CHAFFIN TERRY BEDFORD CONCRETE CONSTRUCTION, INC. Bryan Glass Teter, LLP Peter Montes The Alvarado Group Rick Hall THE BEAM TEAM Mike Collins The Brownie Baker Marc Jones The Building Design Group Jeanette Yanez The Business Journal Renee Carter The Carter Group dba Alling Iron Works Ogbonna Abarikwu The CK Group, Inc. Carolyn Childress The Cleaning Authoirty Maria Pacheco The Cleaning Authority Maria Pacheco The Cleaning Authority Maria Pacheco The Cleaning Authority Will James Childress The Cleaning Authority Gabe Lanas The Consignment Emporium Susie Rico-Vasquez The County of Fresno Department of Public Health Glenn Culver The Culver Group, Inc. Denise Baker THE DEERPOINT GROUP Charlotte Miranda The F.I.R.M. Arleen Roberts THE FALLS EVENT CENTER Dora Westerlund The Fresno Area Hispanic Chamber of Commerce Raquel Eredia The Fresno Bee Ali Byrnes The Garabedian Group Paul Burns The Gordian Group Maria Estrada THE GRAY LAW FIRM Amanda Loveless The HMC Group Marketing John Cohn The Jungle Nancy Lockwood The Lockwood Agency Sandra Acosta The Mexican Hillbilly Scooter Delivery Service Paul O'Leary The Move Management Center Tom Richards The Penstar Group Mark Jackson The Pi Shop (Blue Dolphin Design & Engineering) Marissa Walker The Pink Ape Elga Boccardo The Presort Center Elga Acosta-Boccardo The Presort Center Exhibit A.7.c Public Notice Stakeholder Email List Page 179 of 186 Charles Slesinger The Professional Tree Care Co. Nik Saija The Red Bridge Clothing Co. Angie Rios The Rios Company Samuel Norman THE RIOS COMPANY Tyler Sandell The Robbins Company Deb Breazeale The Salvation Army Judy Blowers THE SALVATION ARMY Linda Smith The Sanberg Group, Inc. Adriane Sanford The Sanford Group, LLC Gary Hamm The Solis Group Juan Mejia The Stacking Shed Famillah Finely The Talented Tenth Bonnie Olay THE TERRACES AT SAN JOAQUIN GARDENS Holli Their The Thier Group Steve ChristiansonChristianson THE WATER-SCHOOL Patricia Gustin The Windham Selene Orozco The Windham Paul LeRoy The281Group Nicolaos Theophanous Theophanous Structural Engineers Gabriela Lopez de Ayala THERMAL ENERGY SOLUTIONS INC Thomas Owen Thomas J Owen and Associates Rodney Thomason Thomason Tractor Britton Thompson Thompson Insurance Agency, Inc. Joseph Kean Tierra Data Inc Rose Yonia Tierra West Advisors, Inc Darryck Selk TIGER TANKS INC Kevin Cox Tioga-Sequoia Brewing Company Ric Carothers Tire Country USA Inc Carolyn Brown Titanium Realty CHRISTOPHERCoffelt TLC POSTAL CENTERS Tina Mitchell TLC Safety Consultants, Inc Jose Perez TOASTED ASPHALT, INC. Sam Toledo Toledo’s Inc Gabriel Sandoval Toledo’s Mexican Restaurant Rosario Valencia Toledo’s Mexican Restaurant Zulema Arambula Toledo’s Mexican Restaurant Aleida Sanchez Toledos Christy Sanchez Toledos Dinora Cortez Toledos Javier Arias Toledos inc Fany Camacho Toledo's Inc Ernesto Ramirez Toledo's Inc. Guillermo Magallanes Toledo's Inc. Luis Galvan Toledo's Inc. Maribel Rodriguez Toledo's Inc. Jose Sandoval Toledos Mexican Food Maria AlejandraReyes Toledos Mexican restaurant Rosario Valencia Toledo's Restaurant Silver Rodriguez Toledo's Restaurant Matthew Toma Toma & Associates Jesse Ituarte Tomo Books USA Mike Aikens Total Security Solutions Inc Jay Newsome Total Vision Care Optometry T'Shaka Toure Toure Associates Steven Toyama Toyama & Associates Lisa Ramos TPZP JV Pantaleon TR Engineering Emily Garcia Trade Force Staffing Solutions Exhibit A.7.c Public Notice Stakeholder Email List Page 180 of 186 Michelle Bergeron TRADEMARK INC. Virginia Munoz Trademark Staffing Caprice Castorena Trademark Staffing Inc. Virginia Munoz Trademarkstaffing Sandra Valle Traffic Management, Inc Marty Ueland TranPak Lucie Colmenero TRANPAK, INC. Rosie Gutierrez Transamerica Mo Elahi TransAmerica Financial Advisors, Inc Margot Tepperman TRANSITIONS COUNSELING CENTER Jack Ybarra TRANSMETRICS, INC. KYLE Bozarth TRANSMISSION DOCTOR PLUS Rosetta Ramirez Transporatation Systems Engineering Brandon Anderson Transportation Supply Nancy Woods Transtec Consulting Monique Elias TRANS-WEST SECURITIES SERVICE INC Lori Laglow Travelers Body &Fender Works, Inc. Fred Lowe Tree Pro Tree Service Inc Sylvia Manzo TreeHouse Private Brands Kim Tremaine Tremaine & Associates, Inc. Ken Slaughter Jr.Trench Shoring Company Dean Schoder Trimark Associates, Inc. Philip Herve Trinity EMCS Inc. Mark Horn Trinity Engineering Laboratories Inc Jessica Phillips Triple J Ready Mix Kim Graves Triton Corp Cortney Mayhue Triton PEO Jenny Jimenez Tri-Valley Plastering Inc Ron Sheldon TTG Corp. Tony Ramirez TUFF SHED Gabby Alvidrez Tulare WIB Sandy Miller Tulare WIB Rosemary Alanis Turning Point Rachael Sedory TURNING POINT OF CENTRAL CALIFORNIA - TAY PROGRAM Eva Rincon Tutor Perini Corporation Micaella Rivera TUTOR PERINI ZACHARY PARSONS- JOINT VENTURE Robert Bills TW PATTERSON BUILDING Carolyn Mendibles Twilight Haven Kandi Karst Twilight Haven Sherry Tipps TWO JINN, INC. DBA ALADDIN BAIL BONDS Brent Tyrrell Tyrrell Resources, Inc. Bernadette Rojas U.S. Department of Commerce Glen Roberts U.S. Department of Commerce Nangpay Vang U.S.D.A. - Farm Dept Antoinette Rodriguez UEI College Jenny Heaton UEI COLLEGE Debbie Neely Ulbrich California Donald Parreira Ultra Gro Plant Food Elizabeth Lewis UNION PACIFIC RAILROAD Tony Canales United Brotherhood of Carpenters, Local 701,1109 & Sara Lugo UNITED FARMWORKER FOUNDATION Sylvia Hernandez United Health Center Kerman Frances Gomez United Health Centers Juan Hernandez United Health Centers Michael Green United Health Centers Naomi Popoff United Health Centers Kevin Yablan United Mechanical Contractors, Inc. Brittany Edwards United One Productions Exhibit A.7.c Public Notice Stakeholder Email List Page 181 of 186 EUGENIA FELTER UNITED RODENT & PEST SERVICES, INC. Rudy Rosales United Site Services, Inc. Jorge Ramos United Staffing Associates Jason Smoyer UNITED STATES COLD STORAGE Lee Takikawa United States Department of Agriculture Nicholas Grim United Way Fresno and Madera Counties Bruce Ketch United Western Gale Pirtle United Western Industries Trayce Pedro UnitedHealth Centers Aaron Ordaz Universal Metal Solutions Arthur Templeman Universal Precast Concrete, Inc. Aretha Southwell UNIVERSAL PROTECTION SERVICES Madeline Wilson Universal Reprographics, Inc. Lynnette Brewer UNIVERSITY OF CALIFORNIA COORPERATIVE EXTENSION, F George Vanvleet "Van"University of California Merced Judy Anaya UNIVISION Tommie Nellon Unlimited Energy Patrick Seitz unWired Broadband Cheyenne Jenvey UPS Jason Huewe Upstream Designs, LLC Jason Ling Urban Design Consulting Engineers Elizabeth Cortez Urology Associates Erin Lung Urology Associates Stephanie Perez Urology Associates Davis Cheng US NATIONAL AGRICULTURE AND BIOTECHNOLOGY CENTER Kamala Harris US Senate Yinbin Xu US SOUND & VIBRATION INSTITUTE Benjamin Tate USDA J.A.Valdez V&G Builders, Inc Shannon Deen VA Central California Health Care System Natale Boudah Va hospital Sylvia Gonzalez Valdez and Valdez Juan Islas VALLARTA SUPERMARKET Lydia Gutierrez Valley Apprenticeship Connections Ger Lee Valley Caregiver Resource Center Shellena Heber Valley Center for the Blind Greg Lucas Valley Chrome Plating Inc Kent Carpenter Valley Chrome Plating Inc Matthew Lucas Valley Chrome Plating Inc Ray Lucas Valley Chrome Plating Inc Tom Lucas Valley Chrome Plating Inc Robert Lossotovitch Valley Cleaning & Restoration Inc Raelene D VALLEY ELECTRONIC BILLING Nina Hernandez VALLEY EXPRESS INC. Paul Cano Valley Family Fitness Steve Cash Valley Fence Co Gary Jue VALLEY FIG GROWERS Irving Hernandez Valley Health Team Saky Sihan Valley Health Team. Inc. Kathleen Rose VALLEY HEALTHCARE CENTER Rita Patel Valley Inn Susie Paredes VALLEY IRON INC Mary Zakaryan Valley Regional Home Health Hugo Hernandez VALLEY SANITARY SUPPLY Debbie Raven Valley Small Business Development corporation Rich Mostert Valley Small Business Development Corporation Janet Grimson Valley Teen Ranch Robert Gifford Valley Torch & Regulator Repair Exhibit A.7.c Public Notice Stakeholder Email List Page 182 of 186 Michael Garabedian Valley Welding & Machine Works Julie Vandermost Vandermost Consulting Services Roger Van Groningin Van-G Trucking Inc Douglas Scheidt Vanguard Construction Services, Inc. Ricardo Lainez Vast Networks CHRISTOPHERNELSON VELOCITY ENGINEERING Abdul Ali Ventura Market Vida Wright Veridico Group, Inc. Britt Field Verus Care Inc. Cynthia Rhodes Veterinary Emergency Service, Inc. Denise Demery VIA ADVENTURES INC. Ryan O’Hearn VIBRA HEALTHCARE-SAN JOAQUIN VALLEY REHABILITATION Tyler Rynberg Vibro-Acoustic Consultants Paul Majich Vido Artukovich & Son Inc./ Vidmar Inc. A JV Shawna Gutierrez Vie-Del Company Beatriz Villa De Green Villa Construction Leticia Montes Village Suites Mario Rios Villar Construction Jim Vincent Vincent Communications Inc Chuck Van Fleet Vino Grille Jen Van Fleet Vino Grille Ko Vang VINTAGE GARDENS Susan Fairlough VINTAGE GARDENS Gladys Nazario Visalia Adult School Don Alfano Visalia Ceramic Tile Inc. Alex Torres Vitalitylifecoach Denise Mendoza Vitro Leslie Mosier Vivint Solar Vicki Gray VLG Engineering Shelly Schmidt VOCATION PLUS CONNECTIONS, INC. Michelle Vigil VOLT WORKFORCE SOLUTIONS WILLIAM WAGES VORTEX CONSTRUCTION Georgiena Vivian VRPA Technologies, Inc. Jesus Vargas VSCE, Inc. Albert Prince VSVCR Danny Mitchell VTR (Valley Transport and Refrigeration) Patrick Wong W2 Design, Inc. Robert Kull Wabtec Railway Electronics Evan Martinez Waffle Shop Andrew Wahrenbrock Wahrenbrock Capital Tasha Hellman WalMart - Kings Canyon Kyle DeBenedetto Walter C Smith Timothy Jones Wanger Jones Helsley Cindy Kilroy-Largent Warden's Sandra Campos Warphire Randy Baerg Warren & Baerg Manufacturing, Inc. Hank Gutierrez Washington Unified School District Jenny Perez Washington Unified School District Sophia Rizzo, Ed. D.Washington Unified School District Sabrina Franco Waste Connection Bob Waterston Waterston Construction Inc. Valerie Celaya Wawona Frozen Foods CHRISTINA Way WAY & ASSOCIATES APPRAISAL & CONSULTING SERVICE John Lehn WDB - Kings Teresa Hitchcock WDB - Kern, Inyo, Mono Robert Morris WDB - Merced John Solis WDB - San Joaquin Doris Foster WDB - Stanislaus Exhibit A.7.c Public Notice Stakeholder Email List Page 183 of 186 Adam Peck WDB - Tulare Margarita De Arcos We Recycle Nick Rogers Weather Tec Jennifer McGehee Weathertec Stephanie Perkins WEATHERTEC Rechima Dean WEBE Construction Cleanup Ralph Wedge Wedge Roofing Inc. Gayle Hearst Weiss, Martin, Salinas & Hearst Linda Kile WELCOME HOME VACATION RENTALS Sunny Kooner Wells Fargo - Clovis Yong Thao Wells Fargo - Sunnyside Branch Werner BRAUN WERNER ENGINEERING, INC Robert Vasquez West Care Foundation Dragos Andrei West Coast Engineering Consultants Audrey Silk WEST COAST ENTERPRISES Janice Mathurin WEST FRESNO FAMILY RESOURCE CENTER Claudia Call West Hills College Anna Gonzalez WEST HILLS COLLEGE CHILD DEVELOPMENT Kris Costa West Hills College Lemoore Anita Wright West Hills Community College District Corinna Pereira West Hills Community College District David Castillo West Hills Community College District Robert Pimentel West Hills Community College District Stuart Van Horn West Hills Community College District Virginia Villa West Pacific Electric Company Corporation Angie Jenkins Westcare Tara Estrada WESTCARE Helder Domingos Westech Systems, Inc Jennifer Vizcarra Westech Systems, Inc Anthony Baubach WESTERN MANUFACTURING CORP. Tara Greenburg Western Metal Co. Desiree Carbajal WESTERN MOBILE GLASS Regan Lango Western States Plumbing Inc Clyde Gilliam Western Structures MARIA Garcia WESTERN VALVE, INC. Bill Pierce Westlands Water District Danielle Castaneda Westlands Water District Danielle Castaneda Westlands Water District Marcie Lewis Westlands Water District Ter Vang Westlands Water District Marilyn Emel WestRock Angie Esquibel Westside Auto Dismantlers Julie Guerrero Westside Auto Dismantlers, Inc Julie/ Angie Guerrero/ Esquival Westside Auto Dismantlers, Inc Rocio Quevedo-Lucio Westside Family Preservation Services Network Aurora Ramirez Westside Family Preservation Services Network Sherri Cabriel WESTSIDE SUPPLY Alicia Torres Westside Trading Co. Helle Petersen WET Omar Gallardo Weyerhaeser David Vatcher WFG Cecilio Mora WHCC April Betterson WHCCD Cecilio Mora WHCCD Stuart Van Horn WHCCD Kristine Walter Wheelhouse Strategies, Inc. CAROLYN NEIPRIS-JONES WHITE BEAR ENTERPRISES Armando Galvan White Glove Car Wash Exhibit A.7.c Public Notice Stakeholder Email List Page 184 of 186 Mark Spencer Whitlock & Weinberger Transportation, Inc. Mitchel Whitson Whitson Contracting & Management, Inc Michelle Doody Wiebe Hinton Hambalek LLP Jane Wiggans Wiggans Group, Inc. Tina Schulte WILD ELECTRIC INC. Josh Brewer Wildlife Control Technology Inc. Mark Woods jr Wildwood Express Hilda Lopez Wilkins, Drolshagen & Czeshinski - Law Firm Will Douglass Will Douglass Electric Norma Williams Williams & Associates Derek Watry Wilson, Ihrig & Associates, Inc. Reed Wimmer Wimmer Construction Tom Weber WiseConn Rodger Dana Wm. B. Saleh Elisabeth Wolf Wolf Recruiting Chris Wolfe WOLFE CAPITAL INVESTMENTS Denise.Xu Xu wolong electric group co., ltd. Ariv Wong Wong & Associates Consulting Engineers, Inc. Christine Nielsen Wood & Randall, Certified Shorthand Reporters, A P Judie Hodson Woodward Drilling Company, Inc. Brooks Whitehead WORK FORCE STAFFING Ania Kaminska Worksters, Inc Larry Telles World Financial Group Danielle Moore Wow Mobile Accessories Aubrye Foote Wowjoint Holdings Lan Weber WRC Incgf Bill Curry WSC Consulting Moises Jaimes WSS Jeff Lorentz WWD Corporation Larry O'Brien Xander Consulting LLC Allen Kachadurian Xylem Dan Yau Y&C Transportation Consultants, Inc. Esther Shaw Yang Management, Inc. Esther Shaw Yang Management, Inc. Sandra Kharazi Yarra Law Group Sonia Padilla Yarra, Kharazi & Clason Ricardo Cristobal Rodriguez Yarra, Kharazi, Clason & Aniotzbehere Michael Leffall YBCA Compliance Thomari Story-Harden YOUR CREDIT PULSE Kelly Forzetting Your Traveling Greek Cynthia Sapien Rocha Youth Leadership Institute Yammilette Rodriguez Youth Leadership Institute Kim Richardson YP Ward Scheitrum ZACKY FARMS Mark Ditko Zen Engineering Tina Daniel Zim Industries, Inc Gabby Gutierrez Zumwalt Construction, Inc. Scotty Arcelus Zumwalt Construction, Inc. Exhibit A.7.c Public Notice Stakeholder Email List Page 185 of 186 Exhibit A.7.d Email Message Notifying State Board ContactsPage 186 of 186 SAN JOAQUIN VALLEY AND ASSOCIATED COUNTIES 2017-2020REGIONAL PLAN 1 SAN JOAQUIN VALLEY AND ASSOCIATED COUNTIES REGIONAL PLANNING UNIT REGIONAL WORKFORCE DEVELOPMENT PLAN 2017 – 2020 Executive Summary The parties to the Regional Plan are the eight Local WDBs within the RPU, which include 7 boards representing single counties (Fresno, Kings, Madera, Merced, San Joaquin, Stanislaus and Tulare) and 1 consortium board representing three counties (Kern, Inyo and Mono). To develop the Plan, the boards initiated a process that included extensive review of existing reports and analyses, individual meetings with key stakeholders, and, to gain the widest possible range of input, a series of 16 regional planning forums , where hundreds of stakeholders from business, education, economic development and other disciplines shared their thoughts on strategies and priorities for the workforce system. The plan is built upon five simple principles, which represent the values, vision and commitment of the Central Valley’s workforce stakeholders. They include: support for the goals of the State Plan; the workforce system is demand-driven; regional sector pathways are the best approach to meeting demand; the workforce system encompasses all stakeholders; and commitment to long-term regional collaboration. The Plan is aspirational, setting forth goals and action steps to achieve real collaboration across geographic boundaries and funding siloes. Economic and Background Analysis: The overall content of this Regional Plan, along with the goals it establishes and the actions its sets in motion, are derived from an intensive review of data and analyses of economic and workforce conditions in the RPU. Key sources included recent reports prepared by Applied Development Economics, Inc. and the State EDD’s Labor Market Information Division. While post-recessionary recovery is occurring, it slower than anticipated in some sectors. However, qualified workers are in short supply for certain key job categories and skill areas. The RPU partners have selected the following sectors as priorities under the 2017 – 2020 Regional Workforce Development Plan: advanced manufacturing; construction (including public infrastructure); energy (including green energy); healthcare; transportation and logistics; and value-added agriculture. Regional Sector Pathways: There are fully developed sector-focused career pathway programs in the Central Valley, many of which were driven by specific requests from and input by industry. Some of these have the potential to be scaled up throughout the RPU. The partners believe in the value of regional sector pathway programs to transform the workforce system into one that is uniquely focused on meeting the skills need ed of business, while at the same time preparing new and incumbent workers to gain the skills for in -demand jobs. Over the last several years, at the local level, the WDBs have been focused on target sectors in their areas and a number of sector strategies and initiatives have taken shape. Some of these involve support for hiring, some for training and some for both. A number of projects have included economic development and/or the community colleges in the process of designing and delivering services. The partners are committed to transforming less uniform career pathway processes into more easily replicated ones to support development of regional sector pathways across the RPU. The partners will develop protocols for working with business to assess workforce needs and translate these needs into content for training and services to prepare candidates for jobs. The protoc ol will include strategies to engage with business, economic development, and education in the regional sector pathway planning and development process. Industry-Recognized and Valued Credentials: The importance of determining industry-valued and recognized credentials has become understood by many business and industry leaders and system stakeholders. Discussions on this topic have begun and the issue has been a central topic during the process leading to the development of the Regional Plan. Still, much work remains. Discussions with businesses and stakeholders have resulted in a wide - range of comments regarding the value of various credential throughout the region. While credentials are essential for some jobs, they are optional in other cases. The partners will convene an industry steering committee for each of the region’s six target sectors to discuss work-related credentials. The committees will: review and recommend metrics for determining the value of credentials; review existing credentials awarded in the region that pertain to their sector and determine their value; identify credentials that would be desirable for the industry; develop a process for re-confirming the value of credentials over time; and provide recommendations on course content for regional sector pathway programs and other training that will produce the credentials. 2 Accessibility and Inclusiveness: The plan addresses system accessibility and inclusiveness on two levels. The first concerns the approach used to ensure that a wide range of viewpoints were expressed during the planning process, where the second level describes various ways in which the workforce system makes services accessible to all job seekers, including those with barriers to employment. With regard to the inclusiveness of the planning process, the local WBDs reached out to organizations and individuals representing a broad range of stakeholders, including organizations representing groups with significant barriers to employment. The accessibility of services in the region is also notable, with local workforce systems, including education and human services partners, determined to ensure services are located and structured in ways that those who need them can reach them. The partners recognize that community-based organizations must play an important role in outreaching to and serving at-risk target groups. Job Quality: Job quality and quality jobs have dominated several discussions during the regional planning process. Stakeholders engaged in the planning process, including those representing individuals with barriers to employment, generally agreed with the language of the state statute pertaining to “good jobs.” They did offer a number of suggestions that helped frame the issue toward the development of regional goals. There was broad agreement that jobs into which partners place participants should pay a self-sufficiency wage, even for first time workers. Generally, the job characteristics that stakeholders believe speak to quality are: good wages (family supporting); benefits; flexibility; stability; advancement potential; and fulfillment/likeability. Acknowledging that job quality is not a fixed concept, there was significant agreement that entry-level jobs demonstrate quality when there are discernable next steps for training and skills acquisition that enable workers to move up and earn better wages. The partners plan more work in this area. Compliance with Federal Requirements for Regional Coordination: While the State Workforce Plan ensures that federal requirements for regional coordination will be met, the partners have ensured that the Regional Plan addresses all regional planning and coordination objectives prescribed by WIOA. Regional Agreements: Functioning together as the Central Valley Workforce Collaborative (CCWC), for nearly a decade, the WDBs that comprise the SJVAC have had a memorandum of understanding in place that creates a framework for collaboration among local workforce areas and opportunities to coordinate, especially with regard to special projects and initiatives that cross the boundaries that define the local area. This agreement was recently updated, confirming the value WDBs place on cooperation and bringing greater capacity and resources to the region. Related Plans: The Regional Plan references compatible education and workforce plans in the San Joaquin Valley. These include the community colleges’ recently released Strong Workforce Plan and the various plans for the region’s many Adult Education Block Grant (AEBG) consortia. Regional Goals: On behalf of the myriad regional stakeholders that have contributed to the Plan by providing recommendations and sharing both resources and insights, the eight LWDBs comprising the SJVAC RPU have established a series of goals for the regional workforce system across nine key areas of regional significance, including engagement with economic development, regional sector pathway programs, increased accessibility, job quality, and credential attainment, among others. Submission of Unsigned Plan: The period required to develop, vet and publish the Regional and Local Plans for comment has just concluded. WDBs and CLEOs have been briefed on the development and content of the Regional and Local Plans. However, insufficient time was available to formally present the Regional and Local Plans to all WDBs and CLEOs for formal approval prior to the March 15, 2017 deadline. On behalf of the 8 WDBs, Merced County will complete the following with regard to the Regional Plan prior to July 1, 2017: 1) ensure all local WDBs obtain board approval and Chairperson signature; 2) ensure all local WDBs obtain CLEO approval: and 3) submit to CWDB the signed original Regional Plan and documentation of CLEO approval. 1 SAN JOAQUIN VALLEY AND ASSOCIATED COUNTIES REGIONAL PLANNING UNIT REGIONAL WORKFORCE DEVELOPMENT PLAN 2017 – 2020 The eight local workforce development boards that are party to this plan have a long history of success, both individually and as a region. Nearly forty years ago, Private Industry Councils in the San Joaquin Valley met regularly to coordinate efforts and to secure training grants to serve the region. A decade before being designated as the San Joaquin Valley and Associated Counties Regional Planning Unit (“SJVAC RPU”), the boards formed the Central California Workforce Collaborative (CCWC), recognizing the value of working together for the benefit of businesses and workers across the vast expanse of California that locals simply call “the Central Valley.” The boards have initiated a planning process that will be on-going, recognizing that meaningful change does not just happen. It is the result of thoughtful planning, preparation and hard work. In a word, this Regional Plan is aspirational, setting forth goals and action steps to achieve real collaboration across local geographic boundaries and funding siloes. The boards and their workforce system partners view the Regional Plan not as a destination, but as a beginning – a launch pad for achieving a demand-driven service delivery system that harnesses the region’s human capital to build a world class workforce. Given the time available between publication of planning guidance and the date by which Regional Plans must be submitted to the State, the local WDBs determined that support was needed for both the planning process and development of the Plan. Through a competitive process, Merced County, as designated lead of a joint regional collaboration, procured two independent consultants, John Chamberlin and David Shinder, for this purpose. The consultants immediately began to take advantage of the significant work on regional collaboration, sector initiatives, system alignment and related issues that has already been done in the Central Valley. In addition to reviewing abundant documentation on completed work, the consultants began a process of information gathering by meeting individually with each local board and key s takeholders. To gain the widest possible range of input, the consultants facilitated a series of regional planning forums where hundreds of stakeholders shared their thoughts on strategies and priorities for the workforce system. The Regional Plan, which i ncorporates eight Local Plans developed by each board, owes a debt of gratitude to the business, education, economic development, labor, community and other stakeholders that gave generously of their time in this process. The plan is built upon five simple principles, which represent the values, vision and commitment of the Central Valley’s workforce stakeholders. They include: Support for The Goals of the State Plan: Workforce preparation and economic prosperity are inextricably linked. The State Plan requires approaches that provide opportunities for all Californians to develop in -demand skills, thereby ensuring that industry has the talent it needs to succeed. The Workforce System is Demand-Driven: Industry drives job demand and businesses define skills needed for jobs. It is the obligation of the workforce system to train candidates in these skills, preparing them for careers. Regional Sector Pathways Are the Best Approach to Meeting Demand: Structured, high-quality education, training and support programs offer the greatest likelihood of success for all those preparing for careers, The Workforce System Encompasses All Stakeholders: The system is not merely WIOA programs. Rather, it is comprised of the work, resources and unique capabilities of all organizations and individuals with a stake in building and maintaining a prosperous, competitive economy. Long Term Regional Collaboration: CCWC is a manifestation of a partnership that has existed regionally in the Central Valley for decades. This collaboration has led to many benefits throughout the Central Valley through the joint efforts of the eight WDBs. This collaboration, alignment and partnerships happen in a variety of ways. Approach Guiding Principles 2 Sometimes these efforts will encompass the entire RPU. In other instances, they may involve only a couple of workforce areas or represent coordination across two or three funding streams. Regionalism exists where it can add value and where stakeholders agree to work across boundaries. The San Joaquin Valley and Associated Counties Regional Planning Unit is comprised of the ten-county area described below. There are no plans to petition for “RPU” modification. 1. RPU Boundaries: The boundaries of the RPU are those defined by the following ten California counties: Fresno, Inyo, Kern, Kings, Madera, Merced, Mono, San Joaquin, Stanislaus and Tulare. This area comprises approximately 40,760 square miles, roughly 25% of the State. The total population of the region is estimated at 4,079,609, making it more populous than 25 States1. 2. Regional Stakeholders in Workforce Development: Key workforce stakeholders in the region include local WDBs, education, economic development, public agencies, organized labor and community and non-profit organizations. Following is an overview of partners that contributed to the regional planning process. Local Workforce Development Board - Parties to the Plan: The parties to the Regional Plan are the eight Local WDBs within the RPU, which include 7 boards representing single counties (Fresno, Kings, Madera, Merced, San Joaquin, Stanislaus and Tulare) and 1 consortium board representing three counties (Kern, Inyo and Mono). Through their CCWC network, the WBDs have all been actively involved in the regional planning process by reviewing State guidance, selecting consultants to assist in the process, providing copious resource documents, organizing regional forums, and meeting regularly with the consultants as a group and individually to share insights, make decisions and set goals for regional coordination. As the designated lead for the RPU, this project has been managed by the Merced County WDB. Businesses: Through the WDBs’ intensive involvement in the regional planning process, private sector members of their boards have been apprised of key issues being addressed in the Regional Plan, thereby providing an opportunity for feedback. Businesses that participated directly in process through interaction with the regional planning consultants or analysts at Applied Development Economics, which provided labor market analysis for the plan, include the following: Adventist Health, ARC Dental, Ball Metal Food Containers, Black Oak Casino Resort, BW Implement Company, California Electric Supply, Clinica Sierra Vista, Conagra, Comcast, Delaware North, Doctors’ Medical Center (Tenet), EJ Gallo, Fast Credit Union, Grimmway Farms, Golden Empire Transit, Hydrite Chemical Co., HR Professional, Jo-Ann Fabric and Craft Stores (corporate), Johasee Rebar, Kern Medical, Leprino Foods, Les Fong and Associates, Del Monte Foods Modesto, Mar Vista Resources, Memorial Medical Center, Mid -state Precast, Nestle, Pitman Family Farms, Silva Dental, Solecon Industrial, Sunsweet/Dryers, TSM Insurance Services, and Warren and Baerg Manufacturing. Education and Training Institutions and Providers: The education community, from the K-12 system to 4-year universities, was engaged actively in the planning process, largely through participation in the regional forums. The consultants also communicated one on one with leadership from the Community College Regional Consortium, various Community College Deputy Sector Navigators, and some of the leadership from the Adult Education Block Grant consortia in the region. Economic Development and Business-Serving Organizations: Individual discussions were held with economic development leaders from Kings, Madera, Merced and San Joaquin counties and with the Directors of the Fresno Council and the Office of Community and Economic Development at CSU Fresno. Other economic development and chamber of commerce representatives participated in the regional planning forums. Both Kings and San Joaquin 1 Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates Business A. The Region and Workforce System Stakeholders 3 counties combine their economic and workforce development staff within a single department. Public Agencies and Programs: Elected officials, managers, and staff representing Central Valley counties and cities participated in region planning discussions. Representatives from various county welfare agencies were active in the process, as were representatives from the State Department of Rehabilitation (DOR). Individual discussions took place between the consultants and state and regional leadership from DOR. Similar conversations were held with Deputy Division Chiefs from EDD and staff from the State Employment Training Panel. Organized Labor: Among the region’s union partners joining the planning process, including those directly involved with training and apprenticeships, were IBEW Local 684, UA Plumbing and Pipefitting Local 442, the Carpenters’ Training Committee of Northern California, IBEW Local 100/Fresno Area Electrical Training Center, Carpenters Local 1109, and Sheet Metal Workers Local 104. Community and Non-Profit Organizations: CBO contributions to the planning process were robust, as dozens of community partners engaged in dialogs with other regional stakeholders. Among the many organizations participating were: Friends Outside (Modesto), H.O.P.E. (Fresno), Mexican American Opportunity Foundation (Bakersfield), Proteus (several Central Valley counties), Puentes (Stockton), Reading and Beyond (Fresno), and the Stanislaus Family Justice Center. Additional information on the participation of regional partners in the planning process is provided in Section E. The overall content of this Regional Plan, along with the goals it establishes and the actions its sets in motion, are derived from an intensive review of data and analyses of economic and workforce conditions in the RPU. As indicated by the information that follows, the economy of the San Joaquin Valley defies easy definition. Its lies somewhere between one based on the historical foundations of the region as the nation’s “bread basket” and an emerging viewpoint that sees the Central Valley offering unique promise for an array of burgeoning sectors, given the region’s young, growing population and relative affordability for businesses and workers alike. With both its economic promise and notable challenges, the San Joaquin Valley, has been, as stakeholders remark without hesitation, “studied to death.” Hyperbole aside, there has indeed been a surprising abundance of research, study and planning concerning the economy, jobs, training and workforce preparedness in the region. Those taking on the task of transforming planning activities into a Regional Plan had to choose from many sources to provide a snapshot of the RPU’s economy, demand sectors and workforce conditions. The following materials proved most useful. Primary Economic Analysis Resources: Principal sources contributing to the economic and workforce analysis within this section include the following studies that address specific conditions within the RPU boundaries. Most, as noted, provide fairly current data, as they were published within the last six months. Regional Economic Sector and Skills Gap Analysis: CCWC Region, Applied Development Economics, Inc. (ADE), October 10, 2016: The eight local WDBs in the RPU, functioning collaboratively as the Central California Workforce Collaborative (CCWC), commissioned ADE, which had previously done analysis for the region, to prepare a report summarizing data concerning industry (providing NAICS references) and job growth and key labor force characteristics, along with information on the relationship of education and experience to projected jobs. Supplemental Information and Analysis, ADE Memorandum, December 5, 2016: As regional and local planning guidance had not yet been published by the State at the time the foregoing analysis was commissioned by the CCWC, ADE management provided a memorandum that used information from the report to respond to the requirements for Regional Plans. B. Analysis of Key Economic Conditions, In-Demand Sectors and the Workforce 4 Regional Planning Unit Summary: San Joaquin Valley and Associated Counties, California Employmen t Development Department, Labor Market Information Division (EDD LMID), September 1, 2016 – Revised: The information presented by this summary was critical to the region’s analysis, as it provides data aggregated to the region that corresponds precisely to regional planning requirements. Regional Economic Analysis Profile, EDD LMID, April 2015: The Profile provides an excellent synopsis for the Central Valley’s top 10 industries by size – the number of workers employed in these sectors. Some of the sectors profiled are those that regional stakeholders have selected as targets for the Regional Plan. San Joaquin Valley Regional Industry Cluster Analysis and Action Plan, Applied Development Economics, September 2012: While this plan might be considered “out of date” given the date of its publication, it represents a decisive stage in economic and workforce development planning for the region. Under the leadership of ADE, which helmed the most recent economic and sector evaluation for the Central Valley, the repo rt presents an analysis of the San Joaquin Valley economy and the San Joaquin Valley Regional Industry Cluster Action Plan, prepared on behalf of the California Partnership of the San Joaquin Valley out of CSU Fresno. The “Action Plan” identifies emerging opportunities for the region’s comparative advantage industry clusters within the context of global, national, state and regional drivers and conditions. Supplemental Economic Analysis Resources: As EDD LMID’s recent Economic Analysis Profile did not provide cluster descriptions or data for two of the region’s target sectors (advanced manufacturing or energy), the following served as resources for information on these industries or helped to fill in other gaps. California Manufacturing Jobs in Demand, July 2012: Given the fact that job loss has characterized manufacturing throughout the State for decades, data about opportunities for this rapidly changing sector is often harder to come by. This study provided useful information with regarding to where opportunities in the sector exist. California’s Green Economy: Summary of Survey Results, EDD LMID, October 2010 : In similar fashion to the manufacturing report, this publication helped to fill in the blanks about “green jobs,” particularly as they relate to the energy sector. Labor Market Overview: Central Valley/Mother Lode Region, California Community Colleges’ Center of Excellence Mother Lode Region, May 2016: This succinct analysis provides information on population characteristics and employment in targeted industries and occupations. Because the community college regions do not mirror those of the workforce system, data from this study was used only as a point of comparison. Labor Market Intelligence from System Stakeholders: As described in the introduction to this Plan, discussions with business, economic development, education and other system stakeholders have been essential to formulating opinions about and strategies for the Workforce Development Plan in the Central Valley. Stakeholder experiences have provided a powerful lens through which to view and analyze opportunities to support the objectives of industry and workers alike. I. The Regional Economy: In its 2012 analysis, ADE indicates that the region has had a relatively slow recovery from the Great Recession. Before the recession, total jobs in the region peaked at 1,361,550 in 2007 and did not reach that level again until 2014. The annual average number of jobs for 2015 was estimated at 1,405,122. Through 2008, total jobs in the region were growing at a 1.4 annual percentage rate, while, since 2008, the number of jobs has grown at a much lower 0.5 percent per year. The analysts conclude that, at 1.4 percent a year, jobs in the SJVAC RPU are expected to grow modestly through 2025, although they project a number of sectors (construction, health, logistics, professional, scientific and technical services, administrative support, education, healthcare and food service) to exceed this overall annual growth rate. However, qualified workers are in short supply for certain key job categories and skill areas. ADE’s summary of overall job growth in the region indicates: The regional unemployment rate declined to 9.9 percent in 2015, down from the peak of 16.5 percent in 2010, but still well above the low point of 7.9 percent in 2006. Before the recession, total jobs in the region peaked at 1,361,550 in 2007 and did not reach that level again until 5 late 2014. Jobs have grown to 1,405,122 (annual average) in 2015. Healthcare is projected to see the highest growth in jobs between 2015 and 2025 (51,000 new jobs), followed by Retail (27,400 new jobs) and Food Service (18,000 new jobs). The SJVAC region is also expected to see relatively strong growth in Education (16,400 new jobs), and Professional, Scientific and Technical services (8,700 new jobs). The Logistics sector, including Wholesale, Warehousing and Transportation, is projected to grow by a combined 22,700 new jobs Manufacturing is projected to increase by 7,000 jobs, but this trend masks considerable turbulence within the sector, with some industries growing while others decline. Wineries (NAICS 312230) are projected to grow by 1,400 new jobs and a number of other food processing industries are projected to grow by at least 500 new jobs each, such as roasted nuts and peanut butter (NAICS 311911), poultry processing (NAICS 311615), animal slaughtering (NAICS 311611), and cheese manufacturing (NAICS 311513). At the same time, dried and dehydrated food manufacturing (NAICS 311423) and fruit and vegetable canning (NAICS 311423) are expected to each decline by more than 600 jobs. Breakfast cereal manufacturing (NAICS 311230) and commercial bakeries (NAICS 311812) are expected to decline by approximately 300 jobs each. Construction has recovered more than 12,800 jobs over the past five years, but is projected to continue at less than half that rate of job growth, with 11,200 new jobs created between 2015 and 2025. Consistent with the above trends, the Health and Wellness industry cluster is projected to have the highest job growth over the next ten years. The Health and Wellness cluster is projected to add 51,000 jobs by 2025. About 26,700 (52 percent) of the new jobs will occur in the Health Care Delivery sub-cluster. Within this sub-cluster, the number of jobs in hospitals and HMO Centers is projected to increase by 8,500 new jobs. In contrast, services to elderly and disabled persons are projected to increase by 20,800 new jobs. The projections of job openings show a concentration in transportation and materials handling (4,900 annual openings), food services and retail (12,600 combined annual openings), office and admin support (5,900 annual openings) and farm occupations (6,300 annual openings). ADE’s analysis corresponds to input from key stakeholders throughout the planning process. A question that workforce, economic development, education and other stakeholders have grappled with during the planning process is how to formulate a systemic response to substantial growth in the retail and food service sectors. The Community College’s Deputy Sector Navigator responsible for these industries expressed opinions that many across the system echoed. Both food service and retail, while not directly within the career paths for middle skill jobs in targeted industries, do provide on-ramps for new workers, including youth, immigrants and those returning to work after overcoming employment-related barriers. The system’s approach to using employment in these lower wage sectors must include plans for leveraging work readiness and maturity gained through the jobs to transition workers to fields offering greater opportunities to earn family sustaining wages. Approaches will likely require training, both at education/training institutions and on-the-job. Based on ADE’s analysis and discussions with key employers, workforce organizations and training providers, the regional planning process identified specific occupations as potential priorities for additional training efforts, including Medical Technicians, Electricians and Maintenance Mechanics. The planning process also identified specific skills needed by business, such as the ability to use computer-operated processing controls and instruments, supervisory and management skills, business skills, and related English competency. Major Industry Sectors within the Region: EDD LMID’s recent data summary highlights regional economic growth by reporting on the industries with the most employment. Major Industry Sector May 2016 (preliminary) May 2012 Change Percent LQ2 Total All Industries 1,514,200 1,368,720 145,480 10.6% - 2 Location Quotient 6 Total Farm 240,000 220,001 19,999 9.1% 5.6 Total Nonfarm 1,274,200 1,148,720 125,480 10.9% 0.9 Mining and Logging 9,930 13,451 -3,521 -26.2% 4.4 Construction 43,130 36,530 6,600 18.1% 0.6 Manufacturing 111,240 102,701 8,539 8.3% 1.0 Trade, Transportation and Utilities 268,450 235,200 33,250 14.1% 1.0 Information 11,840 11,660 180 1.5% 0.3 Financial Activities 42,940 42,540 400 0.9% 0.6 Professional and Business Services 110,120 101,620 8,500 8.4% 0.5 Educational and Health Services 205,460 181,400 24,060 13.3% 0.9 Leisure and Hospitality 126,430 106,960 19,470 18.2% 0.7 Other Services 38,790 35,700 3,090 8.7% 0.8 Government 287,380 266,760 20,620 7.7% 1.3 Notably, agriculture, construction, manufacturing, trade-transportation-utilities and educational and health services (sectors being targeted, as described below) all experienced growth over the 4-year period from May 2012 through May 2016. Target Sectors for Workforce Development: The RPU partners have selected the following sectors as priorities under the 2017 – 2020 Regional Workforce Development Plan: advanced manufacturing; construction (including public infrastructure); energy (including green energy); healthcare; transportation and logistics; and value-added agriculture. The decision to target these sectors is based principally on the following factors: Each is showing substantial growth and/or post-recession resurgence in the Valley; To varying extents, the industries are being transformed by technology, requiring innovative strategies and approaches for training new workers and the current workforce; Engagement with businesses, business supporting agencies and economic development organizations all suggest that these sectors will benefit as the result of interventions by the workforce and education system. They were selected as targets through the extensive research and planning that culminated in the 2012 San Joaquin Valley Regional Industry Cluster Analysis and Action Plan. According to the Cluster Action Plan, emerging opportunities for these “comparative advantage” industry clusters are the foundation for innovation, competitiveness, and future well-being in the region. They support improved health, sustainability, energy self- sufficiency, and shared prosperity. EDD LMID’s Regional Economic Analysis Profile, provides clear and concise industry cluster descriptions3 for four of the RPU target sectors. These are summarized below: Agriculture (particularly, Value-Added Agriculture): The Agriculture, Food, and Beverage Processing industry cluster includes establishments primarily engaged in growing crops, raising animals, and manufacturing food and beverages, as well as support activities for crop and animal production. This cluster employed almost 269,000 people in 2014, nearly 21.7 percent of the economic market’s workforce. Top industries in this cluster include: Support Activities for Crop Production; Fruit and Tree Nut Farming; Cattle Ranching and Farming; Other Food Manufacturing; and Beverage Manufacturing. Examples of in demand entry-level and middle skills jobs include agriculture and food processing technicians, maintenance mechanics, quality control inspectors, farm machinery mechanics and bi -lingual supervisors. There is a very high degree of cross-over between value-added agriculture and advanced manufacturing. 3 Distinctions between EDD’s industry cluster titles and the sector titles used by the RPU are considered immaterial. 7 The RPU is focusing on the economic benefits of “value-added” agriculture. Defined as the transformation of agricultural products to a higher value for the end consumer, examples can be seen when carrots are processed into smaller, “baby” carrots, or used in the production of vegetable juice and when grapes are turned into wine. Construction (including Public Infrastructure): The Construction Materials and Services industry cluster is comprised of builders of mechanical systems such as electrical, heating, and water; specialty trades outfits such as drywall, flooring, and painting contractors; residential and commercial builders; and contractors who complete foundation and framing work. In 2014, this cluster was comprised of more than 55,000 workers, or 4.5 percent of the economic market’s employment. Expenditures on road, bridge, tunnel, pipeline and other public infrastructure construction in the Central Valley is expected to top $36 billion in the coming several years. Industries showing the highest projected job openings include: Building Equipment Contractors; Building Finishing Contractors; Foundation, Structure, and Building Exterior Contractors; Residential Building Construction; and Other Specialty Trade Contractors. Healthcare: The Healthcare Services industry cluster includes acute care and outpatient hospitals, nursing homes and rehabilitation centers, adult day care centers, and community service agencies for the elderly. It employed nearly 134,000 people in the economic market in 2014, accounting for 10.8 percent of the workforce. Industries in this cluster may include both public and private employment. Top industries within this c luster include: General Medical and Surgical Hospitals; Offices of Physicians; Nursing Care Facilities (Skilled Nursing Facilities); Continuing Care Retirement Communities and Assisted Living Facilities for the Elderly; and Outpatient Care Centers. In demand entry-level and middle skills jobs include: medical assistants, certified nursing assistants, licensed practical and vocational nurses, registered nurses, triage nurses, nurse practitioners, emergency medical technicians and paramedics, medical lab technicians, respiratory therapists, clinical technicians, health diagnosticians, a variety of medical support personnel and dental assistants, Transportation and Logistics: The Transportation and Logistics cluster is made up of interrelated industries such as refrigerated warehousing, self-storage facilities, freight transporting companies, and overnight delivery businesses. In 2013-2014, over 50,000 workers were employed in this cluster, making up 4 percent of the economic market’s workforce population. Industries showing the highest projected job openings include: Warehousing and Storage; General Freight Trucking; Specialized Freight Trucking; Couriers and Express Delivery Services; Commercial and Industrial Machinery and Equipment (except Automotive and Electronic); and Repair and Maintenance. In demand entry-level and middle skills jobs include truck drivers, mechanics, supply chain workers for “fulfillment” or on -line ordering businesses, fork lift operators, warehouse workers, bi-lingual supervisors and order takers/route planners. The following industry descriptions for the advanced manufacturing and energy sectors are based on information provided in the 2012 San Joaquin Valley Regional Industry Cluster Analysis and Action Plan. Advanced Manufacturing: Manufacturing is a lynchpin cluster in that it is a component of virtually all of the other regional clusters in addition to other “diversified” manufacturing companies. More than 70 percent of manufacturing jobs are associated with one of the five other target sectors. Most of this employment is in food processing and is part of the agriculture value chain. Manufacturing has generally lost employment during the past decade, although this loss occurred more slowly in the Central Valley than it did statewid e. It is worth noting, though, that nearly 60 percent of the losses were in non-cluster related diversified manufacturing industries. In demand entry -level and middle skills jobs include entry level and skilled technicians, engineering and drafting specialists, maintenance mechanics, welders, supply chain managers, quality control specialists and bilingual frontline supervisors. Energy (including Green Energy): The San Joaquin Valley’s growing population and expanding economy will require increased supplies of reliable, diverse, clean energy, which is defined as “increasing the energy use efficiency of our homes and businesses and other resources; and producing more electricity and fuel in the Valley from renewable energy resources such as solar, wind and biomass.” It is challenging to find both a consistent definition of the Energy Cluster “value chain” in terms of component groups 8 of industries, and to identify the NAICS codes that comprise the cluster. This is in part because Energy is a rapidly evolving cluster and there are not yet specific NAICS codes for some of the industries, especially in the production of renewable energies. In some cases, such as the solar industry, activities cover many NAICS codes and are difficult to classify. In other cases, activities fall under categories that can involve non-energy-related functions. For example, installation of solar panels on roofs of buildings is classified under a NAICS code for roofing contractors, which is a more encompassing area than solar panel installation. The development of biofuels is sometimes categorized within the agriculture value chain. As a goal of this Regional Plan, the RPU partners will work with EDD LMID to develop a definition for the industry cluster and the jobs it encompasses. In demand entry-level and middle skills jobs include HVAC specialists and insulators, wind and solar farm technicians, energy conservation advisors, natural gas conversion specialists and mechanics specializing in converting and repairing vehicles and devices using alternative fuels. II. Skill Requirements for a Diverse Region: The in-depth stakeholder engagement process, which included both business representatives and individuals from organizations that serve businesses, pinpointed several key skill areas that companies require of their employees and job candidates. These include: Foundational skills: Basic literacy and numeracy skills are required in virtually every type of work. Education partners equate the typical minimum requirements of businesses for language and math skills to 8th grade proficiency. Core Competency Skills: Over and over again, businesses and those who provide training for their workers expressed that digital literacy is now a core competency. While the ways that technology manifests within a company and in relation to specific jobs are countless, a baseline understanding of computer/microprocessor operations is now essential for virtually all work. Many stakeholders, including businesses themselves, expressed similar thoughts about “customer service” skills, recognizing that strong customer relations, be they external or internal, affect productivity and profitability. Essential Skills: Punctuality, team work, customer responsiveness, critical thinking, and accepting supervision are among a long list of workplace behaviors, attitudes and knowledge that businesses require. Many businesses, for which specific licensure/certification is not a prerequisite, indicate that these “essential skills” alone can advance a job applicant to the hiring phase and suggest that no candidate be referred without workforce system representatives first verifying that he or she demonstrates competency in these areas. Job Specific Skills: As indicated various times throughout this Plan, each target industry has described skills needed for workers in a wide range of occupations. Industry engagement will continue to focus on translating skill requirements into training for each target sector. In most cases, this will involve updates to the technical content of curricula, especially as workplace skills are altered by technology and automation. In other cases, as technology and market place conditions create new job classifications or completely new skills requirements for existing classifications, new curricula will need to be developed. Regional Plan goals and action steps concerning the foregoing demand-driven skill areas are further described in section L. In its recent analysis of labor market data for the region, ADE reports that more than 51,200 average annual openings are projected between 2015 and 2025 (512,600 total openings), of which approximately 21,000 annual openings would be due to new job growth. The minimum educational requirements listed by the Department of Labor for more than three-quarters of the openings do not exceed a high school diploma. However, nearly 4,000 openings per year require more than a high school diploma, though less than a four year BA degree. This includes about 700 openings that require specialized training beyond high school, though not necessarily a certificate or AA degree. Of these jobs, 572 are teaching assistants and 105 are computer support specialists. 9 Nearly 1,400 annual openings are for jobs that do require a certificate in a specialized area of training. The largest occupational groups in this category include medical assistants (348 annual openings) and licensed practical and vocational nurses (308 openings per year). Other occupations requiring a certificate with 90 -100 annual projected openings include dental assistants, emergency medical technician and paramedics, firefighters, supervisors of production and operating line workers, and heating, air conditioning and refrigeration mechanics. About 2,000 projected openings per year would require an AA degree. The largest occupational group in this category is nurse practitioners (560 annual openings), followed by registered nurses (430 annual openings) and preschool teachers (203 annual openings). Another 331 projected annual openings are in other medical occupations, such as clinical technicians, health diagnosing support personnel, and respiratory therapists. The remaining openings in this category include a wide range of technical specialties including engineering and drafting technicians, agriculture and food science technicians and radio and telecommunications equipment installers. While some of what ADE highlights is outside the focus of the region’s target sectors, it provides important insight with regard to skills for middle skill jobs and other occupations requiring less than a four year degree. III. The Regional Workforce: The workforce in the greater San Joaquin Valley region is, consistent with the demographics of the vast majority of California, ethnically and culturally diverse. The region’s vast agric ultural footprint has, for more than 150 years, drawn immigrants from around the world to the Central Valley, where they have been quickly able to use their knowledge of farming and ranching, along with the hard labor that they know is required of the industry. Over the past several decades, as the industrial base of the region has expanded beyond agriculture and related sub-sectors, all of those with a stake in economic growth have worked to build a workforce that is as diverse in skills as it is in heritage. Labor Force Data: The following labor market profile information, providing employment and unemployment data, is excerpted from EDD LMID’s September 2016 LMID Summary4 for the ten county area comprising the SJVAC RPU5: May 2016 May 2015 Change Percent Labor Market 1,871,810 1,873,910 -2,100 -0.1% Employed 1,710,720 1,689,870 20,850 1.2% Unemployed 160,910 184,240 -23,330 -12.7% Unemployment Rate 8.6% 9.8% -1.2% - The Summary expresses labor force participation in the following terms: Labor Force Participation Population Percentage Employed or in Armed Forces 1,562,189 51.7% Unemployed 261,676 8.6% Not in labor force 1,196,002 39.6% Total 3,019,867 100.0% Other key labor force and overall regional population characteristics in the summary include: native and foreign born; English learners; veteran status; disability status; and barriers to employment. The tables that follow present this data: Native and Foreign Born Population Percentage Native 3,192,815 78.3% Foreign Born 886,794 21.7% 4 For all tables under the “Labor Force Data” sub-heading, the source is U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. 5 Note: LMID advises that numbers may vary from table to table due to rounding and other factors. 10 Total 4,079,609 100.0% English Learners Population Percentage Speaks English Less Than “Very Well” 711,447 19.0% Speaks English “Very Well” 916,870 24.5% Speaks Only English 2,117,332 56.5% Total 3,745,649 100.0% Veteran Status Population Percentage Male Veterans 179,774 93.2% Female Veterans 13,092 6.8% Total 192,866 100.0% Disability Status Population Percentage With Any Disability 482,044 12.1% No Disability 3,507,996 87.9% Total 3,990,040 100.0% Individuals with Barriers to Employment Total Ethnic Minorities 2,627,380 Households with Cash Public Assistance or Food Stamps 227,663 Population 18 and Over with Less Than a 9 Grade Level Education 383,224 Single Parent Households 299,397 Speak English Less Than “Very Well” 711,447 Youth Ages 10 to 24 977,226 While EDD LMID’s Summary stops short of analysis concerning labor force characteristics, it does make clear that there is a significant number of RPU residents with barriers to employment. These statistics suggest that the region’s workforce system must be responsive to challenges faced by workers and those seeking to enter the workforce. Growth of key sectors of the Central Valley’s economy will require that large percentages of these individuals become skilled members of workforce. Strategies must include training and other workforce services specially designed to remediate barriers and enable entry to critical, in-demand career paths. In contrast to the LMID Summary, the October 2016 report by ADE analyzed the labor force, focusing on characteristics including race and ethnicity, gender, veteran status, disability status, citizenship, age, educational attainment and employment status. The report makes note of a number of significant factors and draws some conclusions, about labor force characteristics, the economy and employment. The following information is in largely excepted from ADE’s Report. Unemployment: Within the RPU, about 48 percent of the labor force is Latino, at 870,562 persons out of a labor force of 1,814,685. Thirty-eight percent is White. Unemployment for Latino workers 25 and older is 12.4 percent compared to 8.6 percent for Whites. Unemployment is 14.2 percent for workers in other racial and ethnic groups. Unemployment affects workers 25 and older with no college degree much more, at 13.2 percent, than those with a college degree (6.1 percent). Veterans’ unemployment level is at 8.8 percent. Disabled workers have relatively high unemployment, at slightly over 22.0 percent. Age Demographics: The labor force in the RPU is fairly evenly concentrated among the age groups. Workers in the 16-24 age group are about 16.6 percent of the total, while nearly 25 percent are in the 25-34 age group. The prime working age group of 35-54 has 42 percent of the workforce. Workers over 55 constitute about 16.9 percent of the workforce and a number of employers report that impending retirements are a significant issue for them in terms of anticipated openings in the future. 11 Underutilized Workforce: ADE examined the part-time and unemployed labor force in terms of how its educational attainment and prior occupational background matches projected annual job openings. The largest numbers of openings identified were in lower skilled occupations such as farming, food service, sales and administrative office occupations. However, significant numbers of openings were also projected in education, production, healthcare practitioners and personal care services, which are followed closely by management and healthcare positions. Comparing these categories to the availability of currently unemployed and part-time workers, there are substantial numbers of workers who would seemingly be available to fill these positions. This may suggest that these unemployed individuals and those working only part-time need training to help upgrade their skills. It might also be the case that they need other services to help them be available for full-time employment. Labor Market Trends: ADE’s 2016 analysis sheds light on labor market trends in the RPU. The authors report that, as expressed in the following table6, the San Joaquin Valley has defined a number of regional industry clusters that are significant components of the regional economic base. NAICS 2015 JOBS 2025 PROJECTED 2015-25 CHANGE 2015-25 ANNUAL GROWTH RATE Total 1,031,426 1,203,14475 171,718 1.6% Energy 47,762 53,517 5,755 1.1% Diversified Manufacturing 30,277 30,777 500 0.2% Health and Wellness 203,489 254,499 51,010 2.3% Agriculture 418,394 469,406 51,012 1.2% Water Flow Technology 9,934 11,480 1,546 1.5% Logistics 51,436 63,324 11,888 2.1% Retail 151,397 178,823 27,426 1.7% Accommodations and Food Services 106,314 125,619 19,305 1.7% Heavy Construction 12,423 15,699 3,276 2.4% Industry clusters represent traded sectors in the regional economy, which are typically the source of most of the income and wealth for the region, as well as the areas where innovation occurs most frequently. Agriculture and Healthcare are the two largest industry clusters. The Agriculture cluster includes not only farm production, but also food processing, related distribution and logistics, and a variety of agricultural services that include fertilizers, irrigation, soil testing, veterinary services, and marketing , among others. Within the broader Agricultural cluster, there continues to be a shift away from jobs employed directly at farms and increased reliance on farm labor contractors. In addition, a number of food processing industries are projected to increase employment, including poultry processing (NAICS 311615), animal slaughtering (NAICS 311611), meat processed from carcasses (NAICS 311612), wineries (NAICS 312130), corrugated and solid fiber box (NAICS 322211), perishable prepared foods (NAICS 311991), and wood containers and pallets (NAICS 321920). In addition, the agriculture-related distribution (logistics) sector is projected to add about 3,900 jobs over the next ten years. The Health and Wellness cluster is projected to add 51,000 jobs by 2025. Of the 51,00 0 new jobs, almost 26,700 (52 percent) will occur in the Healthcare - Delivery sub-cluster. Within this sub-cluster, the number of jobs in hospitals is projected to increase by 5,400 new jobs, with another 4,200 new jobs projected for services to elderly and disabled persons. In addition to the 4,200 new service-related jobs in the Health Care - Delivery sub-cluster, there is another 20,800 new jobs in the Health Care – Other Services sub-cluster pertaining to services for the elderly and disabled 6 ADE Inc., San Joaquin Valley Regional Industry Cluster Analysis and Action Plan, prepared for the Office of Community and Economic Development, CSU Fresno, on behalf of the California Partnership for the San Joaquin Valley. September 2012 12 (NAICS 624120). Some of the new jobs will occur in hospital settings, but many will be in outpatient facilities and various types of nursing and residential care facilities. ADE’s analysis also identifies industries that are expected to decline. While food processing generally exhibits strong growth over the next ten years, there are several food processing industries within the Agriculture Cluster that are expected to decline, such as breakfast cereal manufacturing (NAICS 311230), fruit and vegetable canning (NAIC S 311421), and dried and dehydrated food manufacturing (NAICS 311423). Labor force demand is not only affected by new jobs growth, but also by changes in the labor force. As the Baby Boomer generation ages out of the labor force, there will be an increased need for replacement workers. In addition, job turnover occurs for a number of other reasons. More than 51,200 average annual openings are projected between 2015 and 2025 (512,600 total openings), of which approximately 21,000 annual openings would be due to new job growth. Educational and Skill Levels: The LMID Summary provides the following data on the educational attainment levels of Central Valley residents: Educational Attainment Male Percentage Female Percentage Less than 9th grade 198,654 13.8% 184,570 12.8% 9th to 12th grade, no diploma 196,833 13.6% 153,414 10.6% High school graduate (includes equivalency) 394,997 27.4% 366,649 25.4% Some college, no degree 363,871 25.2% 397,218 27.6% Associate's degree 92,503 6.4% 118,626 8.2% Bachelor's degree 131,471 9.1% 154,746 10.7% Graduate or professional degree 65,809 4.6% 65,914 4.6% Total 1,444,138 100.0% 1,441,137 100.0% The fact that nearly one quarter of the region’s “job age” residents have not earned a high school diploma or its equivalent is troubling. Even opportunities for which a high school diploma is not required are more readily attainable when the candidate has this credential. As discussed in section D of this Plan, representatives of business, education and virtually every workforce stakeholder group agreed that a high school diploma is the “bedrock” credential for the majority of jobs in the Central Valley, particularly those offering upward career path potential. ADE’s October 2016 report provides substantive review of education attainment and its effect on workforce conditions. According to this analysis7, Educational attainment in the region is slightly lower than the statewide averages, with 22 percent of workers 25 years and older not holding a high school diploma o r equivalent, compared to 18.5 percent for the state as a whole. Statewide, 38.8 percent have a college degree, compared to 28.5 percent for the SJVAC region. However, in the Central Valley, there is a stark contrast in the educational attainment levels of the labor force when citizenship status is taken into account. Among US citizens in the workforce, only 12 percent do not have a high school diploma or GED and 33.7 percent have a college degree. However, it is important to recognize that many non-citizens have not had the same educational opportunities in their home countries and many have not achieved the equivalent of a high school diploma. 63 percent of the non-citizens 25 and over in the labor force have not obtained a high school diploma or a GED. Twenty percent of non-citizens in the labor force have earned a high school diploma or equivalent, which is five percentage points lower than the rate for citizens (i.e. 25.9 percent). This accounts, in part, for the differences in educational attainment between Latino workers and other workers in the labor force, as the non-citizen group is 87.1 percent Latino; slightly over 39 percent of all Latinos in the workforce have no 7 The following text is largely excerpted from ADE’s report; edited only for narrative flow and sequence of information within the context of topics to be addressed by the Regional Plan. 13 high school diploma or GED. It is also important to note that Latinos have earned high school diplomas and GEDs at rates slightly surpassing Whites and Others, at 25.9 percent versus 24.5 percent (Whites) and 21.7 percent (Others). However, Whites and Others are over two times more likely than Latinos to have earned a college degree: 14.9 percent of the Latinos in the labor force have earned a college degree versus 40 percent for Whites and 41 percent for Others. Educational attainment also affects employment status. Persons with no high school diploma exhibit rates of unemployment that more than double unemployment levels for persons with a college degree, or 15.8 percent versus 6.1 percent. Of the persons with a college degree, almost 68 percent work full -time, resulting in a full-time employment rate that is 18 percentage points greater than the rate for persons without a high school diploma (i.e. 68.3 percent versus 50.0 percent). Veterans in the region tend to have high levels of overall educational attainment, with only 3.5 percent not achieving a high school diploma. For the workforce as a whole, 22.0 percent do not have a high school diploma or equivalent degree. Among workers with disabilities, however, nearly 26.5 percent do not have a high school diploma. IV. Workforce Development Activities within the Region: From the on-set of recent planning activities that have taken place to support the development of the Regional Workforce Plan, the partners have agreed that there are substantial resources within the RPU to provide workforce development and training. The challenge in moving the needle forward on the development of a more demand-focused system is marshaling these resources so that they become more nimble and able to quickly respond to labor market needs. Overall, the training assets of the region are abundant and, in the aggregate, are effective at meeting the demands of industry for a variety of skill sets. However, ample room for improvement exists in the following areas: Capacity to receive on-going input from industry on its changing needs and support from business in translating workplace skill needs into training content. Shortening the turn-around time from when business “sounds the alarm” to the start date of training in new and updated courses. Consistency of content from institution to institution and from area to area so that regional businesses can gain confidence that credentials resulting from training reflect agreed upon content. Greater collaboration with system stakeholders, particularly economic and workforce development, in the process of engaging industry in regional discussions of current and emerging skill requirements. Development of more on-ramps for individuals with barriers to employment to enter training that enables subsequent transition to career pathway programs eventually leading to middle-skill and other self-sustaining employment. Strategies to address these challenges are described throughout this Regional Plan and are summarized within section L, Regional Collaboration: Goals and Associated Action Steps. Scope and Capacity of Regional Workforce Development and Training Activities: The eight local WDB’s within the region all operate high-functioning workforce development systems that comply with and fulfill the objectives of WIOA. These systems include a regional network of American Job Centers of California (AJCCs) and youth/young adult programs, some of which are linked directly to AJCCs, while others are stationed in other locations throughout the community. For many job seekers, these centers provide access to occupational , foundational, employment readiness and remedial skills training offered by a wide variety of providers, including the following. Community Colleges: There are 14 community colleges in and around the SJVAC RPU, which, to varying degrees, are key contributors to training Central Valley residents in skills for in-demand jobs in target sectors. Coordination between the local WDBs and the community colleges is facilitated and made more effective by the Central Valley/Mother Lode Regional Consortium (CRC), which represents community college’s career and technical 14 education faculty, staff and programs in the region. The CRC supports regional economic growth by facilitating development and expansion of college training and educational programs to meet the needs o f regional businesses and industries. Working with the CRC are the region’s Deputy Sector Navigators (DSNs), which serve as liaisons between local colleges and business. Within the region, DSNs represent the following sectors/areas of focus: Advanced Manufacturing; Health Workforce Initiative; Agriculture, Water and Environmental Technologies; Global Trade & Logistics; ICT/Digital Media; Retail, Hospitality, Tourism; and Small Business. The efforts of the DSNs, combined with those of deans and faculty, have resulted in the updating of courses reflecting the major demand industries in the Central Valley. Community colleges also provide foundational skills training in language and mathematics. Adult Education: Adult education programs tied to local school systems provide training in a number of areas, both academic and vocational. For students with barriers to employment, learning deficits and lack of a high school diploma, adult schools throughout the region are a critical resource. Adult Basic Education (ABE ), which promotes development of literacy and numeracy skills required in the workplace, English-as-a-second language (ESL) and high school completion and equivalency programs are offered by the system. In addition, various adult schools offer career training, much of which is closely aligned to target industries and demand jobs, including welding, construction skills, entry-level healthcare occupations, warehousing, food service and culinary occupations. Private Vocational Training: According to the State Bureau for Private Postsecondary Education, there are more than 150 approved private training institutions in the San Joaquin Valley. While some institutions in this category have come under scrutiny within the last several years around fee structures and student outcomes, several private postsecondary schools in the Central Valley have proven track records in training job seekers for in -demand entry- level jobs, such as truck driver, medical assistant and technicians for various industries. These schools continue to occupy an important niche within the training community, as, based on their small size and flexible structures, they are often able to train students quickly and place completers into jobs with local businesses. Others: Other providers also comprise an important, albeit smaller, portion of the training community. These include 4-Year Institutions: The Central Valley is home to the University of California, Merced, along with three campuses of the California State University system: Bakersfield, Fresno and Stanislaus. In addition, several notable private universities, such as University of the Pacific, are located in the RPU. While these institutions are well known for awarding baccalaureate and advanced degrees, many of which are required for employment in the region’s key sectors, increasingly their “extended education” divisions are providing training and producing certificates that respond to industry demands for particular skills. Organized Labor: Unions representing the skilled trades offer a number of pre-apprenticeship and apprenticeship programs that can lead to employment with good wages and benefits. Constituent-Focused Training: Programs offered by organizations serving specialized target groups (including WIOA Section 166 and 167 programs serving farmworkers and Native Americans) offer a wide range of vocational programs for jobs ranging from solar panel installation to truck driving, welding and more. Community-Based Organizations: An extensive number of community-based agencies provide training and services to support employment. Many such organizations provide “essential skills” training, which emphasize work readiness, along with information on the behaviors, attitudes and work maturity expected by business. Private Industry: Business itself is a major trainer of workers, mostly using its own resources. Increasingly, workforce development, education and economic development are developing new partnerships with private businesses to make training more responsive to the specialized skill needs of industries and companies. Initiatives include providing financial support for work-based learning and designing customized training programs on behalf of specific businesses. Addressing the Needs of Limited English Proficient Individuals: With the eight largest counties in the RPU all reporting a workforce that is at least 15 percent limited English proficient and 19% of workers throughout the region self-identifying as speaking English less than “very well,” there is a clear need to provi de services to assist these 15 individuals in increasing their prospects for success in the labor market. Stakeholders representing all workforce - related disciplines and every sub-region of the RPU shared insights on the need for services, where they are available and how service delivery can be improved to increase the work readiness of English language learners. With regard to need, while everyone agreed that it exists, the level of need for English language skills was a subject of some debate. After decades of immigration from Mexico and other parts of Latin America, Spanish has become the unofficial second language of the Central Valley. As such, workers can live their daily lives communicating in Spanish and are able to secure jobs where only the most minimal English skills are required. Although jobs requiring little or no English are generally low-paying, some stakeholders indicate that it is often difficult to persuade adult workers of the benefits of studying English to improve career opportunities and increase their earning potential. ESL training is available through a range of providers and programs. In rural communities, WIOA Section 167 grantees and their partners play a significant role in delivering English skills training though the National Farmworker Jobs Program. Providers for the region include Proteus, Central Valley Opportunity Center and Employers’ Training Resource, which offer some vocational services in tandem with ESL. By far, the region’s largest provider of ESL training is public education, with the Adult Education system at the forefront. Under the leadership of the AEBG consortia throughout the Central Valley and up and down the state, a number of unique practices have been developed by adult schools and community colleges that hold promise for increasing the English language fluency of workers in the region. Among these are: strategies that bring ESL into rural communities, sometimes on a non -credit basis, to make training more accessible; offering training during school hours and in the evening to parents of English language learners and immigrant students; and contextualizing ESL through a co-instruction process, where language teachers and vocational instructors split teaching time and provide English language training in a work- related context. Improving the capacity and results of the workforce system to build English skills for those with limited fluency is a priority of the regional partners. To this end, workforce and education leadership will convene a workgroup to develop strategies around the following challenges and issues: Communicating the value of English language skills acquisition in terms of employment opportunities Making services accessible in terms of location, schedule and instructional methods Broadcasting the availability of programs and services Linking language skills to work requirements Offering various on-ramps to beginning, intermediate and advanced English skills training C. Regional Sector Pathways Associated goals and action steps are summarized within section L of the Plan. The SJVAC RPU partners understand and believe in the value of regional sector pathway programs to transform the workforce system into one that is uniquely focused on meeting the skills needs of business, while at the same t ime preparing new and incumbent workers to gain the skills for in-demand jobs. Over the last several years, at the local level, the WDBs have indeed been focused on target sectors in their areas and a number of sector strategies and initiatives have taken shape. Some of these involve support for hiring, some for training and some for both. A number of projects have included economic development and/or the community colleges in the process of designing and delivering services. Some have not. Simply put, within any local area, strategies do not necessarily adhere to a particular protocol with regard to identifying need or developing new training responses to that need. Neither is there a standardized process for the partners to come together with industry to assess the need for adjustments to existing programs. From area to local area, processes used for translating the workforce skills needs of industry into career pathways vary. Despite the lack of standard processes within and across local workforce areas, many very promising practices are emerging and industry-responsive services have been and continue to be developed. Some of this work is even being done on a regional level, signaling that the Central Valley is well positioned to develop and implement 16 regional sector pathway programs as envisioned by the State Plan. In short, what remains to be done is transforming local and less uniform processes into more easily replicated ones based on best practices for the development of regional sector pathways. The partners will develop protocols for working with business to assess regional industry workforce needs and translate these needs into content for training and services to prepare candidates for jobs. The protocol will include strategies to effectively engage with business, economic development, and education in a regional sector pathway planning and development process. As stated above, the good news is that there are indeed sector-focused career pathway programs in the Central Valley, many of which were driven by specific requests from and input by industry. Some of these have the potential to be scaled up to other areas of the RPU. Again, the only things lacking are standard structures, processes and protocols, so that partners throughout the region can develop sector pathway programs that will be replicable in other locations. The partners’ description of regional sector pathways strategies in response to the planning guidance is largely forward thinking and aspirational, indicating where the system currently is in the process of planning and what plans have been devised thus far. In addition, the following responses highlight a number of local career pathway programs that are well positioned for further development and regional replication. I. Need for Regional Sector Pathway Programs For several years the local boards within the region have been intensively involved in the development of programs and strategies to respond to the growing demand from key sectors. In addition, significant regional planning began to coalesce in 2011, when the Office of Community and Economic Development (OCED) at CSU Fresno received an Economic Adjustment grant from the U.S. Department of Commerce’s Economic Development Administration to prepare a Central Valley-wide industry cluster analysis and a regional strategy: a Cluster Action Plan to catalyze the growth of priority clusters. The resulting San Joaquin Regional Industry Cluster Analysis and Action (described in Section B) set in motion numerous actions that would give shape to sector strategies throughout the Central Valley. One important outgrowth of the Action Plan was the establishment of the Regional Industry Clusters Initiative (RICI). The goal of the project is to support improved regional economic performance, sustainability, and shared opportunity for Central Valley residents, businesses and communities. RICI got its official start in February 2013, with team members engaging champions for five identified clusters: agriculture, clean energy, health, manufacturing, and water technology. For each of these clusters, industry partners have been identified and advisory committees have been organized. While RICI has not yet focused on two of the region’s priority sectors (construction and transportation/logistics), it has the potential to function as a resource for reaching out to and even convening industry on behalf of the workforce system. Initiating the Regional Sector Pathway Discussion with Industry and Stakeholders: During the planning process that preceded the development of this Regional Plan, industry was engaged in discussions (principally through the regional forums) of its workforce needs. The dates and times of these sessions are included as attachments to the Regional Plan. However, these sessions did not drill down to the content level in such a way as to render feedback usable for development of sector pathway programs. That will require the more in-depth process described below. More Intensive Industry-Led Planning on Regional Sector Pathways: As described in Section D, which follows, the partners plan to organize a series of meetings with key industry leaders regarding industry-valued credentials. These same convenings can be used to review existing career pathway programs to determine opportu nities to upscale them throughout the region. The RICI committees as well as the local and regional Economic Development organizations may serve as resources for organizing these meetings. Intensive engagement sessions with industry leaders in all six sectors will be used to Review credentials in terms of value (described in Section D) 17 Discuss industry needs for skills in various classifications, including middle skills jobs and entry -level employment that provides a path to these jobs Identify new classifications or skills sets for which training is needed and provide direction on content requirements Review new and existing career pathway programs (including the one’s under Item III, below), which have been developed throughout the region, and provide input on the relevance of content and what changes are necessary to reflect current skill needs of business Determine the frequency with which regional sector pathway program content should be reviewed to ensure it remains relevant II. How Existing Programs Work to Meet Industry Needs: The aforementioned process for initiating more intensive and on-going industry engagement reflects processes currently being piloted under a state-funded SlingShot initiative serving the entire region. The project is focused on several of the SJVAC priority sectors, including: advanced manufacturing, construction, water technology, industrial agriculture, and transportation/logistics. Partners (including community colleges, campuses of the California State University system, the WDBs, organized labor, and business) are working to streamline training curriculum, while ensuring that it meets the skill requirements of industry. Under the project, SlingShot partners are working on: Analyzing existing curriculum through the “eyes of businesses” Organizing “stackable” credentials Standardizing assessment(s) and training Aligning existing training resources to meet industry sector needs. Creating new apprenticeships Replicating “best practices” The Community College SlingShot consortium has begun to lay the groundwork to establish policies and practices for Prior Learning Assessments and Competency-Based Education in an effort to expedite the rate at which students complete programs and obtain certificates and/or degrees, and eventually enter into the workforce. III. Promising Practices within the Region: Demand-driven, career pathway programs have been developed throughout the region. The majority of these operate within one or two workforce areas, with some taking place across large portions of the RPU. While, as indicated, there have been various levels of industry engagement on these programs, all reflect skill needs expressed by business. Under the planned industry engagement protocol, these programs will be presented for further review to determine if they remain up to date and suitable as regional pathway programs. Advanced Manufacturing: Several Central Valley manufacturers including JBT Food Tech, the Ardagh Group and Constellation Brands requested that an accelerated welding/blue print reading training program be established. The Madera County WDB, in conjunction with the Merced Community College Center, Reedley College and Fresno City College developed an accredited, year-long career pathway program which will complete its first cycle in the summer of 2017. The program includes on site apprenticeships at JBT and Ardagh. Construction (including Public Infrastructure): In connection with this sector, various career pathway programs have been implemented on a regional basis. These include: Multicraft Construction Training: Under a grant funded by the California Workforce Investment Board and Central Valley Infrastructure Employment Project (CVIEP), this program was implemented to fill critical workforce skills gaps by creating opportunities for job seekers to earn industry-valued credentials and enter into an apprenticeship or direct employment in the energy efficiency or construction sector. Merced WDB has conducted a total of five multi-craft pre- apprenticeship training modules that have taken place in Modesto: two jointly with the Stanislaus WDB, one in 18 partnership with the San Joaquin Valley WDB and two independently. Training has also been carried out in other regions of the Central Valley RPU. As candidates graduate, many have been scouted by several solar field businesses; one of which is preparing to construct the largest such field in the Central Valley. The Pre-Apprenticeship Training Programs in the Crafts Trades is coordinated through the Fresno WDB and extends throughout the Central Valley. The curricula includes a six week program of exposure to the varying Craft Trades, industry-recognized OSHA-10 and First Aid/CPR certification, work maturity skills and physical training. Successful completers are allowed to bypass early screening processes when applying for acceptance into the trade unions. Building Inspector Technology (BIT): The Deputy County Building Official in the Merced County Public Works Building Division communicated to representatives of the Merced County WDB and Merced College that there is a need for more trained building inspectors. The final result of that initial conversation is a new program to prepare candidates for the State of California Residential Building Code Certification Exam, which enables individuals to qualify for entry-level jobs. A Certified Inspector has opportunities with the local and State government, private consulting firms and business, as well as, real estate firms and can also work in inspection testing labs and as an entry-level Permit Counter Technician and Plan Checker. The median annual wage for construction and building inspectors was $57,340 in May 2015 and $27.57 per hour. Employment of construction and building inspectors is projected to grow 8 percent from 2014 to 2024, about as fast as the average for all occupations. (US Bureau of Labor Statistics) Energy/Green Energy: While high speed rail, solar and wind energy are all hot topics related to energy, the majority of jobs available at present exist within the construction arena. More outreach to and engagement with energy sector leaders will precede planning and development of regional sector pathway programs. Healthcare: Merced County WDB offers the following examples of demand-driven sector pathway programs: Health Coaches: Under an Accelerator 2.0 Grant received from the State, more than a year was invested in developing this project. The WDB was approached by the Livingston Community Health Services seeking r esources to train Medical Assistants (MAs) to become Health Coaches to respond to emerging needs in the growing health sector. A similar project had taken place in Southern California and successful replication seemed achievable. This training is an excellent example of a “stackable credentials,” building on workers’ knowledge and qualifying them for higher-skilled and higher-paying jobs. The Merced County Health Coaching and Behavioral Health Career Ladder Project – Medical Assistant to LVN: Under the new Accelerator 4.0 Grant received from the State, this project is a joint effort among the WDB, the Livingston Community Health Services, Merced County Department of Mental Health, and UC-Davis Betty Moore School of Nursing Training. This project aims to create an upward career path for Medical Assistants and also to train LVNs on how to supervise and better incorporate Health Coaches into their teams. Transportation and Logistics: The San Joaquin County WDB has been at the forefront of developing career pathway programs in the transportation and logistics sector, working closely with large businesses in the county. Existing programs include: Caterpillar Maintenance Mechanic Program at San Joaquin Delta College: The Caterpillar Maintenance Mechanic Program at San Joaquin Delta College is a public/private regional collaborative training program. Training is provided at San Joaquin Delta College and students are referred by employers throughout the Central Valley. These employers provide the operating vehicles to facilitate the training and the hands-on experience. Additionally, students go through an apprenticeship program, spending time both in the field and in the classroom. Electric Vehicle Repair and Maintenance - Regional Transportation Center: This program has been developed through a partnership among the San Joaquin Regional Transit District, San Joaquin Delta College, the San Joaquin 19 County WDB and the State Department of Industrial Relations. The Regional Transportation Center will soon become an on-site training facility. San Joaquin Delta College will be conducting the training at the Regional Transportation Center using the state-of-the-art equipment, tools and hybrid and electric vehicles. The site will be a centralized training hub for Northern Transportation Districts and organizations that will refer students and participate in an apprenticeship program currently under development by the State Department of Industrial Relations. The Regional Transportation Center will refer its own job candidates and employees for training. San Joaquin Delta College, the WDB, various transit facilities from the Central Valley and the Bay Area will also refer students. Support for Existing and Planned Sector Pathway Programs: While the structured regional industry engagement process described above is in its early stages, much work is currently being done by local WDBs and sub -regional groups made up of the WDBs, the community colleges, business, economic development and other partners. This includes activity on the regional SlingShot program. The regional planning guidance requests information about the status of industry -valued and recognized credentials, along with a description of the processes that were used by industry to determine their value. This topic is at the forefront of the Central Valley’s regional workforce planning discussions. Industry is being engaged by system partners around this issue, business has begun to provide input and, based on what has been expressed to date, content of various programs and courses is being examined. However, as is the case with regional sector pathway program themselves, the process for industry’s leading discussions about credentials has not been standardized in terms of protocol, including processes for review, ranking and results. And, like processes for developing pathway programs, current processes for determining credentials’ value vary from one place to the next and based on who is convening business and stakeholders around the discussion. The importance of determining industry-valued and recognized credentials has become understood by many business and industry leaders and system stakeholders. Discussions on this topic have begun and the issue has been a central topic during the process leading to the development of the Regional Plan. Still, much work remains. While credentials are being earned and individuals with these credentials are being hired in the fields for which they trained, the value of credentials in decisions to hire is not abundantly clear. The information that follows describes how the regional partners are coalescing around this topic, what information from industry and stakeholders has been gathered to date, what plans have been developed for moving forward on determining credentials’ value and keeping them current and ensuring their attainment for career candidates and incumbent workers. This is, without doubt, the most aspirational component of the Regional Plan, but one to which the stakeholders are deeply committed. I. Putting Credentials into Context: As the planning process was initiated, the consultants, local boards and partners relied extensively on the State Plan and state-issued planning guidance to shape the information gathering process. Given the importance being place on industry-valued and recognized credentials, it was decided that the issue would be included as a topic for the regional planning forums, as well as one for individual discussion with businesses. The information that follows summarizes initial discussions. Initiating the Credential Discussion with Industry and Stakeholders: Three forums were held on this topic: in Madera, Modesto and Visalia. The sessions were attended by representatives of business (including those representing target industries), economic development, chambers of commerce and individuals from system partners (e.g. education, workforce development) that deal directly with business. The purpose of these sessions was to gather information on industry-valued credentials that currently exist, with the goal of using information as a starting point for subsequent industry-led discussions on how to establish credentials where industry insight is “baked” into the process. While the consultants served as facilitators, every attempt was made for business representatives to lead the discussions. The sessions were enlightening and highlighted the substantial work ahead with regard to the need for deep industry engagement on training content and the basis for awarding credentials. Key input included: D. Industry-Valued Credentials 20 Credentials are essential for some jobs. In some cases, industry not only values and recognizes credentials, it absolutely requires it. Barbers must be licensed. Truck drivers must be licensed. RNs must have an Associate’s Degree or higher and pass the state registry exam. In fact, business leaders and others identified many occupations (including many “professional” jobs) that require a specific degree, license or certification. Credentials are optional in many cases: For other jobs, many indicated that certificates may be required, but they were not universally valued due to inconsistency in performance among workers who held them. Stakeholders commented that inconsistent course content, instructor knowledge and other factors deflate the value of certificates for some businesses. Many agreed that a certificate does not universally equate to skills and competency and that many skilled and competent workers and job candidates do not have certificates. More Intensive Industry-Led Planning on Post-Secondary Credentials is Needed: The foregoing observations made clear the need for the regional partners (particularly workforce, education and economic development) to implement a structured process for engagement with business on credentialing, which will also serve as a means to discuss key content issues for regional sector pathway programs. The local WDBs will: Convene an industry steering committee for each of the region’s six target sectors to discuss work -related credentials. The committees will include a diverse cross section of businesses in terms of company size, location in the region and niches within the industry. Committees may meet on multiple occasions. The committees will: Review and recommend metrics for determining the value of credentials. Review existing credentials awarded in the region that pertain to their sector and determine their value Identify credentials that would be desirable for the industry Develop a process for re-confirming the value of credentials over time Provide recommendations on course content for regional sector pathway programs and other training that will produce the credentials. These are enumerated as Regional Plan goals under Section L. Updates to the Regional Plan will include information on industry-valued credentials that result from this engagement process. II. Existing Industry-Valued and Recognized Postsecondary Credentials and Maintaining their Relevance for Businesses in Key Sectors: As indicated, the partners have not reached a point in the planning process where any specific credential is being officially deemed “industry-valued and recognized.” Presumably, required licenses and degrees will make their way onto this list, but the partners will complete the planned industry engage ment meetings described above prior to identifying the list of credentials. III. Determining the Value of Credentials to Industry: The process that will be used to determine the value that industry places on credentials is described, under Item I, above. IV. Principal Providers of Credentials with the Region: Section B, Item IV of this Regional Plan provides a description of the principal providers of training and education programs throughout the SJVAC RPU. Given the focus of the Regional Plan on middle-skill jobs (and entry-level employment with a path to middle-skill jobs), the community colleges and adult schools will likely be the providers of training for most credentials. Again, this cannot be definitively stated until the industry engagement on valued credentials is completed. V. Identifying, Recording and Tracking Credential Attainment within the Region: Because the goal of producing the region’s share of the State target of a million industry-recognized credentials over the next ten years applies to the entire system (community colleges, adult schools, 4-year institutions, registered apprenticeships, etc.) and not just the WDBs, the stakeholders will form a workgroup to address the apportionment of goals among local areas and, within each area, the various partners. The stakeholders may look to the California Partnership for the San Joaquin Valley to reinstate its Higher Education and Workforce Development Work Group to convene discussions around both goals for credentials and the development of a process to track their attainment. 21 Given the population of the region relative to the state as a whole, it is anticipated that the RPU would be responsible for ten percent of the state goal or 100,000 credentials. This portion of the plan addresses system accessibility and inclusiveness on two levels. The first concerns the approach used to ensure that a wide range of viewpoints were expressed during the planning process, where the second level describes various ways in which the workforce system makes services accessible to all job seekers, including those with barriers to employment. As with nearly all other features of the plan, information provided represents past accomplishments, the current status of the system and plans for moving for ward. Where specific aspirations are described, corresponding statements are found in Section L, which summarizes regional goals. I. Stakeholder Input on Regional Planning: All stakeholders were invited to and included in planning forums held across the RPU to discuss workforce issues. As described in Section A, individual meetings were also held with representatives of a number of mandatory partners, such as the community colleges, economic development and DOR. The 16 planning forums that were held became a centerpiece of the planning process and intelligence gathering about where opportunities for improvements exist, including increasing system accessibility for individuals with limited English proficiency, the re-entry population, persons with disabilities and others from high need and historically disadvantaged communities. The forums are described in detail below. Outreach to Stakeholders Representing Target Groups: The planning process has been inclusive by design, with all points of view, experiences and priorities valued and taken into consideration. The eight WDBs reached out (largely through email notices) to community organizations representing target populations. Examples of stakeholders representing the interests of key populations include: Proteus on behalf of farmworkers; Friends Outside for returning offenders; and the Fresno Bridge Academy for disconnected youth. Attachment 8 is a list of all organizations invited to participate in the forums and Attachment 9 indicates all of the individuals who attended. Insights on System Accessibility: Across the various stakeholder gatherings, many issues were raised and opinions expressed. An unexpected outcome of these sessions was a series of common themes that developed, despite differences in location and composition of participants. Even more interesting is the fact that many of the themes directly reflect or touch upon the needs of those with employment barriers. Themes include: The need for English language skills training. While, as noted, opinions varied about levels of need and best training methods, there was widespread agreement about the effects of English fluency on earning potential. The value of work experience, internships, job shadowing and other forms of work-based learning for all job seekers, but, particularly, for individuals lacking work history. According to stakeholders, exposure to work not only helps to inform job and career decisions, but has a significant impact on the confidence and performance of individuals in post-training employment. Begin career education and exploration early. In fact, according to those working most closely with disadvantaged communities, start it very early. In communities historically disconnected from the labor market, children with insufficient exposure to and understanding of jobs, become adults with the same lack of familiarity. Information about jobs, careers, and key sectors should be contextualized within every aspect of K-12 learning. Treat digital literacy as a foundational skill for employment on par with numeracy and literacy. Deepen the workforce systems’ relationships with CBOs not only as on-ramps, but as partners in removing barriers to employment. Each of the foregoing approaches is woven into one or more of the goals and action steps that conclude the Regional Plan. E. Workforce System Accessibility and Inclusiveness 22 System Stakeholder Forums: Over a six-week period in November and December 2016, a total of 16 forums were conducted, with nearly 400 stakeholders (representing a wide cross -section of partners from business, education, economic development, organized labor, community-based agencies and the workforce system) participating and sharing their knowledge, experiences and opinions. Each forum covered one or more of seven topics addressing critical elements covered by the regional workforce plan: 1) the focus upon priority sectors and career pathways and fostering demand-driven skills attainment; 2) creating opportunities for upward mobility; 3) aligning, coordinating, and integrating programs and services; 4) promoting workers’ attainment of industry-valued and recognized post- secondary credentials; 5) focus on quality jobs; 6) leveraging community resources; and 7) system accessibility and inclusiveness. The forums generally lasted 2 hours and provided participating stakeholders with a brief overview of the regional planning process and background on the session’s topic. The consultants acted as facilitators and posed 3 to 5 broad questions to the participants, facilitating discussions to solicit input to inform regional planning efforts. Each of the local boards hosted one or more forums, as outlined in Attachment 7. The forums were structured around the following five topics: Sectors and Career Pathways: Participants were introduced to the definition of career pathways as a combination of education, training and other employment-supporting services. Questions posed to individuals attending the forums included: What are the “hard-to-fill” jobs and occupations in demand sectors? Where are the skill gaps? What career pathways exist to help workers enter and succeed in these jobs and occupations? What can we do as a community to improve career pathway opportunities? Pathways to the Middle Class: The facilitators started off these sessions by introducing stakeholders to a key objective of the State Plan - enabling upward mobility for all Californians, including populations with barriers to employment. The emphasis that the State Plan places on job quality was also discussed. Those attending the forums provided responses to these questions: What is a “mid-level” or “middle class” job in our community? Which “mid-level” jobs are hard to fill due to local skills shortages? What skills and prior experience do these jobs require? What is the career pathway to land and succeed in these jobs? What can we do as a community to see that local people who have major barriers to employment can get on and succeed in these career pathways? Aligning and Leveraging Workforce and Education Resources: The focus of these forums was on the full range of workforce and training resources, with training being defined in the broadest terms to cover foundational skills, academic skills, job skills (hard skills) and essential skills (work readiness and work maturity skills). Participants shared their thoughts on: What education, training and workforce resources does our community currently have? Do these resources provide trainees the skills needed for in-demand jobs in key sectors? How can we improve the ways in which these educational and workforce resources are used to help all jobseekers (including youth and those with barriers to employment) succeed in the identified, highest priority career pathways? How can we ensure that youth and job seekers with serious barriers to employment have access to and succeed on these career pathways? 23 Industry-Valued Credentials: Building upon the proposition that only industry can determine what credentials it values, the facilitators described content from the State Plan concerning the attainment of credentials by those participating in regional sector pathway programs. Stakeholders provided their responses to several questions including: What credentials are currently available that fit the critical career pathways? Do these credentials meet business/industry expectations? How could they be improved? Are methods to get these credentials reasonably accessible to potential members of our workforce with significant barriers to employment? English Language Learners? People with minimum wage jobs? Others? How can we improve access to credentials along career pathways? System Accessibility: For context, sessions on this topic opened with a discussion of populations likely to face one or more barriers to employment and with description of various services they most often need to prepare for work. Stakeholders were asked to consider the following in terms of building a more accessible, inclusive and responsive workforce system throughout the Central Valley: Are basic skills training and other pre-vocational services available in sufficient quantity to meet the demands for these services? How can workforce and education services be made more accessible to all job seekers? What groups are most at risk of being left behind? For foreign born individuals and English Language Learners, what workforce and education services are available to address workforce challenges? What role do community-based organizations play in providing accessibility to the system? The forums became a focal point of the regional planning process and a milestone in developing broader and more inclusive regional partnerships. They yielded substantive input both from individuals and organizations that are integral to the daily operations of the system and from those who have little familiarity with it. While commentary expectedly varied from session to session, common themes emerged across the region. Several of these are summarized under Item I, above. II. Adult Education Block Grant (“AEBG”) Consortia in the SJVAC RPU: There are eight AEBG consortia, representing 81 distinct education agencies, linked to the SJVAC RPU. Some of the districts and institutions within these consortia lie outside the RPU, their boundaries stretching into adjacent workforce regions. The consortia aligned to the regions are: Delta Sierra Regional Alliance, Gateway Adult Education Network, Kern AEBG Consortium, Sequoias Adult Education Consortium, State Center Adult Education Consortium, West Hills College Consortium, West Kern Consortium, and Yosemite (Stanislaus Mother Lode) Consortium. Participation of AEBG Leadership and Representatives: Leadership from six of the AEBG consortia participated in one or more of the regional planning forums. For the two consortia whose leaders did not attend, member institutions sent representatives. The consultants met one on one with Executive Directors of two consortia: Sequoias Adult Education Consortium and State Center Adult Education Consortium. Input from AEBG representatives was extremely valuable, especially with regard to the capacity of the adult education system to provide vital training for English language learners and job seekers needing basic skills remediation or support to earn a high school diploma or equivalency. Participation of consortia representatives also shed light on the substantial capacity of some adult education programs to provide skills training for high-demand sectors including construction, healthcare and manufacturing. Review of Consortia Plans: Among the eight consortia, planning documents are voluminous. The SJVAC’s regional planning consultants have reviewed some of the consortia plans (which include AB 86 Plans, Consortium 3 -Year Plans and Annual Plans) and have reported that there is significant alignment with the Regional Workforce in terms of priorities, such as the need for resources and effective strategies for ESL and basic skills instruction. As described 24 in Section J, Exhibit 2 of this Regional Plan includes a list of links to the web page where the plans for all eight consortia can be found. III. Need for and Availability of Basic Skills Education: Information on the need for basic skills education services is principally available from two sources: demographic data and system stakeholders, including educators and those representing public agencies and community programs that work most closely with individuals needing basic skills training. Data available for the SJVAC RPU indicates that nearly one in five Central Valley residents speaks English “less than very well.” In addition, the US Census Bureau’s American Community Survey data for 2010 – 2014 indicates that 12.8% of the adult population has less than a 9th grade education with an additional 10.6% that have an education levels between 9th and 12th grade, but no diploma. Together these numbers suggest that there is substantial need for services. Those in the field provided mixed input. According to many, structural capacity exists among the network of providers to deliver all the basic education services needed, but financial resources were too few to meet a 100% of the need. Still others reported that some education programs had to publicize their programs to get enough student participation to spend their allocations. While no one would estimate the number of individuals receiving basic skills services in the region (due largely to definition issues), information suggests that programs in some communities have developed very strong reputations and are, therefore, able to attract learners to the basic skills training they need to participate effectively in career pathway training and in the workplace. The partners need to further examine this issue to determine what regional strategies could be developed to ensure programs and resources are aligned with need. Demography and Languages Spoken in the RPU: The Central Valley is home to a variety of ethnic groups. Non- Hispanic whites accounted for just over half of the valley’s population, and Latinos were the largest minority group. With regard to languages spoken in the Central Valley, although Spanish is the most common language after English, the Central Valley is host to dozens of languages such as Hmong, Romanian, Farsi and Punjabi. IV. Contextualizing Basic Skills into Regional Sector Pathway Strategies: As indicated earlier, a number of models exist for building basic skills into vocational training programs, and some work -based learning models. One such strategy is Integrated Basic Education and Skills Training (I-BEST), which pairs Adult Basic Education and/or English Language Acquisition instructors with professional-technical instructors in the classroom to provide students with literacy education and workforce skills at the same time. I-BEST challenges the traditional notion that students must first complete all levels of basic education before they can begin workforce training. As new career pathway programs are developed and existing ones are assessed for improvement, the partners will evaluate options to effectively integrate basic skills training into pathway programs. Strategies to Address Limited English Proficiency (LEP): In the same way that basic skills can be integrated into sector pathway programs, so can English language skills training. A September 2014 Brookings Institution report examined the effect of being non-English speaking on Central Valley residents and offered a number of suggestions for addressing a lack of English fluency. According to the report’s author, English proficiency is the most essential means of opening doors to economic opportunity for immigrant workers. The report's recommendations for reducing limited English proficiency include: Employer-initiated English education programs, particularly in industries such as agriculture, accommodations and food service, and manufacturing, where the percentage of LEP workers is highest. Targeting outreach based on the LEP population size, growth and period of arrival, as well as knowledge of languages spoken. Instructional innovation enabling LEP adults to access educational tools online and by mobile device. The most effective classes and programs combine English education with community integration and vocational training. In working to develop and expand sector pathway programs, the partners will work to identify strategies and opportunities to test their effectiveness. As discussed, stakeholders participating in the planning process remarked 25 repeatedly on difficulties in recruiting many LEP individuals to English skills training. By implementing more accessible methods of training delivery, some of these obstacles can likely be overcome. V. Streamlining Access to Foundational Skills: Making basic and foundational skills training easily accessible is a system priority in the San Joaquin Valley. Opportunity abounds and businesses, especially those in high growth sectors, are looking for employees ready to take on the challenges of the workplace. To meet such challenges, workers must have basic reading/communications, math and digital literacy skills. The local boards in the SJVAC RPU will develop a regional protocol to ensure expediency in making basic skills training referrals for those needing these services to accelerate their participation in vocational skills and work readiness training. Intake and Assessment Process: WIOA is uniquely prescriptive concerning intake and assessment. Programs and funding streams governing system partner programs are much less so. The partners are committed to minimizing and, where possible, completely removing barriers to participation. The Central Valley WDBs will work with partners to identify and adopt strategies to promote rapid access to services for all job seekers, particularly those with barriers to employment. VI. Ensuring System Accessibility for People with Disabilities: All major system partners providing training (local WDBs, the community colleges, AEBG institutions, etc.) are subject to federal requirements under the American’s with Disabilities Act (ADA) and provisions of the California Civil code ensuring access for persons with disabilities. All surveyed reported no compliance issues with physical accessibility. Each of the eight local boards is required by WIOA to form a “disability accessibility” workgroup or committee. These workgroups will share concerns, “best practices” and solutions across the RPU. Access to Training and Regional Sector Pathway Programs: Program accessibility is governed by many of the same statutes protecting physical accessibility. However, the partners are committed to more than access. The goal is inclusiveness. WIOA defines career pathways to include counseling to support an individual in achieving his/her education and career goals and indicates that such programs should organize education, training and other services to meet the particular needs of the individual. Under the Regional Plan, this definition will serve the partners well to ensure that persons with disabilities have access to services, that partners will seek to expand programs and strategies such as the use of Disability Resource Coordinators (DRC) who coordinate training and education for staff, organize and facilitate collaborations with local, state, and federal agencies, as well as non-local areas and organizations. The DRC develops strategies to create systemic change to improve employment outcomes for people with disabilities. They are currently in place in Madera and Merced counties. VII. Promoting Regional Sector Pathway Participation among CalWORKS Participants: Each of the local boards works closely with its corresponding county welfare agency(cies). CalWORKS participants are indeed an appropriate target group for regional sector pathway programs. As discussed throughout Section B, which describes both the regional economy and key characteristics of the labor force, the region’s growth sectors need talent! No worker is disposable. CalWORKS participants are, almost by definition, reliable. They are parents, which suggests that many are accustomed to managing multiple priorities, operating with limited resources, and making quick decisions – all traits used every day in the workplace and coveted by employers. CalWORKS participants also typic ally lack extensive resumes. Therefore, they need to bring especially strong workforce preparation to the table in order to compete successfully for jobs. Regionally, the boards will develop and deploy uniform recruitment messaging to broadcast to county welfare agencies to promote the benefits of CalWORKS participants enrolling in sector pathway training. As applicable, local workforce boards will “flag” case files for these participants as being likely to benefit from assistance by a workforce system navigator (see Item IX, below). VIII. Regional Collaboration to Ensure Support for System Customers: The regional partners are committed to ensuring that a full range of services are available to support every trainee’s/participant’s completion of his/her services plan, including regional sector pathway programs. In a geographic area as large as the San Joaquin Valley, support services are likely to be managed and delivered by local providers. But across the region, the partners can 26 agree to a protocol under which comprehensive support is provided to participants enrolled in sector pathway programs. The need for services is typically identified following assessment, when a service plan is developed. At this time, resources are identified to address comprehensive need, including significant barriers to employment. The partners have no expectation that all job seekers will progress at the same pace through services. Some, for instance, will need assistance with basic education services prior to training and others may require the use of assistive technology throughout participation. Under WIOA, participants enrolled in training are assigned a case manager to monitor their progress toward completion of services and to intervene with additional support as obstacles arise. IX. Incorporating Community-Based Organizations into the Network of Regional Workforce System Providers: One of the major themes arising during over 30 hours of intensive engagement with nearly 400 stakeholders throughout the Central Valley was the belief that community-based organizations need to play a greater role in the overall workforce system. Several stakeholders have commented on the importance of CBOs to the communities they serve and have highlighted the fact that most community -based agencies were established to address unmet needs. Based on stakeholder input during the planning process, the RPU partners will explore opportunities to better integrate local and regional non-profits into the workforce development system. These opportunities may include: Expanding the role of CBOs as on-ramps to the workforce system by enabling individuals to access a full range of workforce information at their sites Holding orientations to workforce system services at CBO facilities Bringing classes (basic skills, ESL, employment readiness, etc.) to community locations Utilizing CBO representatives as workforce system navigators for the populations they represent X. Creating Pathways to the Middle Class: The system is made up of partner organizations that provide services to respond to a wide range of needs, including basic skills education, demand-driven skills training, support services, referrals to jobs and much more. Most individuals seeking career preparation and employment assistance come to the system for one or more particular services that culminate in the best job opportunity that their new skills and work history can leverage. For some, this will be a middle skill job paying family supporting w ages. For many more, including those who are entering the job market for the first time, it will be an entry-level job that will serve as a stepping stone to better opportunities that will become available with experience and the acquisition of more advanced skills. Job seekers will disengage with training programs to concentrate more on gaining or maintaining employment to fulfill short term economic needs Many people will carry more than one part time job to fulfill basic needs. While a particular service may have a beginning and an end date, the availability of the system to those who need it is constant. The system’s best tool for ensuring that individuals remain connected to the system as they progress from entry-level jobs to better jobs is to heavily promote the multiple on-and-off ramps to additional training and services. Some individuals will enter and exit services many times. The workforce system cannot expect to retain individuals in programs once they secure a job, but can work to ensure that participants are aware of services that are available to support their progress toward higher wages and career goals. A goal of this Regional Plan is for the system partners to develop a protocol for promoting career pathway opportunities for upskilling and stackable credentials. Job quality and quality jobs have dominated several discussions during the regional planning process. Of interest has been the universal decision by stakeholders not to define quality jobs more precisely than the State Plan and regional planning guidance. Based on California statute, this “definition” advises the workforce system to emphasize “placement in a job providing economic security or job placement in an entry-level job that has a well–articulated F. Regional Focus on Job Quality 27 career pathway or career ladder to providing economic security.” As described below, the partners embraced this notion and recognized that starter jobs must represent a means to an end rather than a dead end. The strategy of the RPU’s workforce system with respect to job quality is directly connected to the region’s emphasis on high -demand sectors. These sectors have not only the greatest likelihood of offering career advancement leading to higher wages, companies in these sectors have the capability to grow and expand, enabling them to use revenues, in part, to offer good wages and benefits to employees. Following is a discussion of entry -level and middle skill wages associated with jobs in priority sectors, along with plans to target business where quality jobs are available. In addition, the regional partners have identified incumbent worker training strategies with great potential to be replicated throughout the SJVAC RPU, likely in partnership with the community colleges. I. Employment and Earnings Potential Associated with Target Sectors and Regional Sector Pathways: As discussed in Section C of this plan, the partners have begun a process to work with system stakeholders on the development of career pathway programs that will be implemented regionally. Within the next two years, partners expect to have one or more demand-driven sector pathway programs designed for each of the region’s six target sectors. Some of these regional sector programs will be based on existing efforts, both r egional and locally, such as advanced manufacturing training that is currently under design as part of the SlingShot initiative and the multi -craft core curriculum and pre-apprenticeship training currently in use within several local areas. Other regional sector pathway programs will be those for which planning is only conceptual at this point. Nevertheless, given industry input to date, the partners anticipate implementing training programs that will prepare completers for employment in a variety of entry-level and middle skill jobs including the following. Earning for Occupations Directly Related to Regional Sector Pathway Programs Advanced Manufacturing Entry Level Occupations Job Title Employed in 2016 Median Wage Team Assemblers 2,614 $ 13.07 Welders, Cutters, Solderers, and Brazers 2,078 $ 21.33 Middle Skill Occupations Job Title Employed in 2016 Median Wage Electrical and Electronics Engineering Technicians 220 $ 37.74 Bookkeeping, Accounting, and Auditing Clerks 503 $ 17.90 Agriculture (particularly, Value-Added Agriculture) Entry Level Occupations Job Title Employed in 2016 Median Wage Packaging and Filling Machine Operators and Tenders 6,495 $ 13.63 Farmworkers, Farm, Ranch, and Agricultural Animals 5,087 $ 12.88 Middle Skill Occupations Job Title Employed in 2016 Median Wage Agricultural and Food Science Technicians 719 $ 17.33 Heating, Air Conditioning, and Refrigeration Mechanics and Installers 71 $ 21.54 Construction (including Public Infrastructure) Entry Level Occupations Job Title Employed in 2016 Median Wage 28 Construction Laborers 6,702 $ 16.39 Carpenters 4,698 $ 21.35 Middle Skill Occupations Job Title Employed in 2016 Median Wage Heating, Air Conditioning, and Refrigeration Mechanics and Installers 1,719 $ 21.54 Telecommunications Equipment Installers and Repairers, Except Line Installers 387 $ 25.78 Healthcare Entry Level Occupations Job Title Employed in 2016 Median Wage Medical Secretaries 5,512 $ 15.81 Office Clerks, General 5,121 $ 14.52 Middle Skill Occupations Job Title Employed in 2016 Median Wage Nursing Assistants 10,291 $ 12.75 Licensed Practical and Licensed Vocational Nurses 5,134 $ 24.48 Transportation and Logistics Entry Level Occupations Job Title Employed in 2016 Median Wage Laborers and Freight, Stock, and Material Movers, Hand 8,101 $ 12.35 Industrial Truck and Tractor Operators 3,688 $ 15.87 Middle Skill Occupations Job Title Employed in 2016 Median Wage Heavy and Tractor-Trailer Truck Drivers 14,868 $ 18.85 Aircraft Mechanics and Service Technicians 535 $ 28.63 Energy (including Green Energy) Entry Level Occupations Job Title Employed in 2016 Median Wage Electrical Power-Line Installers and Repairers 279 $ 46.34 Control and Valve Installers and Repairers, Except Mechanical Door 225 $ 22.58 Middle Skill Occupations Job Title Employed in 2016 Median Wage Wind Turbine Service Technicians 144 $ 23.44 Electrical and Electronics Repairers, Powerhouse, Substation, and Relay 61 $ 38.73 II. Regional Wages: EDD LMID’s September 2016 Labor Market Data Summary does not provide aggregate median wage data for the RPU, but does provide the following “median household income” data for each of the ten associated counties. 29 Median Household Income by County Median Household Income Fresno $45,201 Inyo $45,625 Kern $48,574 Kings $47,341 Madera $45,490 Merced $43,066 Mono $61,814 San Joaquin $53,253 Stanislaus $49,573 Tulare $42,863 The data does not indicate the number of wage earners in a given household. III. Emphasis on Quality Jobs: All boards within the region prioritize training and employment preparation activities leading to jobs in high-growth and other demand industries. This reflects a commitment to quality jobs, as the target industries each boast career paths to well-paid middle skill jobs, which have entry-level employment opportunities that serve as on-ramps. Plans to emphasize quality jobs are described below. Reaching Regional Consensus on a Quality Jobs Focus: Stakeholders engaged in the planning process, including those representing individuals with barriers to employment, generally agreed with the language of the state statute pertaining to “good jobs.” They did offer a number of suggestions that helped frame the issue toward the development of regional goals. As a baseline, there was broad agreement that jobs into which partners place participants should pay a self-sufficiency wage, even for first time workers. Generally, the job characteristics that stakeholders believe speak to quality are: good wages (family supporting); benefits; flexibility; stability; advancement potential; and fulfillment/likeability. Acknowledging that job quality is not a fixed concept, there was significant agreement that entry-level jobs demonstrate quality when there are discernable next steps for training and skills acquisition that enable workers to move up and earn better wages. Current Efforts by Local Boards to Focus on Quality Jobs: The system partners, including local WDB’s, community colleges and other workforce and training providers currently have relationships with business (including many large employers and business where workers are represented under collective bargaining agreements) that offer good wages and career opportunities. Jobs with such companies are the most competitive and workers with a combination of the best experience, most training, recognized credentials, and demonstrable skills are those who are hired. Specific actions the partners will take with regard to prioritizing jobs with good wages and benefits and increase opportunities for all job seekers include: Providing training that produces workers with high demand skills Working with organized labor, industry associations and others to identify companies that pay competitive wages, provide benefits and offer opportunities for career advancement. Building relationships with identified companies to promote their understanding of the value of training and credentials that the system’s candidates possess. Also, working with these businesses to understand where entry- level on-ramps exist to position workers for advancement to higher paying jobs. IV. Incumbent Worker and Career Pathway Strategies: Many of the partners have substantial experience in working with employed individuals to retrain them in new skills or otherwise upgrade their skill sets. Expanded use of these strategies within the region will bolster the system’s ability to move workers from entry positions to middle-skill jobs paying higher wages. Progress in this area and plans to increase incumbent worker training are described below. 30 Current Regional Initiatives: Several of the local boards are working with incumbent workers on a project-by-project basis. However, Tulare County has implemented an incumbent worker initiative that is gaining momentum and holds promise for creating opportunities for new hires, as current workers upgrade skills and move to higher positions. UpSkill Tulare County builds upon the Aspen Institute’s “UpSkill America” vision, encouraging businesses to invest in the existing workforce, which, in turn, is likely to improve internal career ladders and makes career pathways more visible. UpSkill represents a shift from the typical WIOA strategy of trying to fill higher skilled openings (“good jobs") with recently trained unemployed individuals to filling these positions with entry -level workers currently employed by the business. A benefit of this approach, as workers move up, is often the creation of entry-level openings that require little or no training for new workers. UpSkill is gaining traction with Tulare County businesses that have expressed that they prefer to hire from within for skilled positions, as current workers have generally demonstrated their value and are familiar with company culture. Under the UpSkill initiative, Tulare County is currently focusing on 3 priority sectors: Health Care; Logistics; and Manufacturing. At present, training for incumbent workers is being provided in cohort format by the Training Resource Center at College of the Sequoias and includes: Essential Workplace Skills: First Line Supervisor Training, and Advanced Technical Skills (customized by industry need). Additional training options for incumbent workers, including work-based learning, may soon be offered to broaden the interest of businesses in the UpSkill initiative. Tulare County is using a combination of WIOA Incumbent Worker Training (IWT), ETP, and other specialized funding to pilot the UpSkill initiative. Expanding Regional Capacity for Incumbent Worker Training: All other local boards have expressed interest in the UpSkill model. Working through the CCWC structure, the boards are committed to developing a protocol for rolling out the initiative throughout the region, and to developing common processes that would enable the initiative to be marketed under a uniform message across the entire Central Valley. Within federally-funded workforce development programs, identifying, recording, tracking and reporting of training- related placements has long been a practice at the local level no matter the requirements of U.S. DOL performance measures or statewide reporting systems. Determining whether jobs secured by participants are within the field for which they trained, provides workforce administrators and staff critical information in several areas, including the value of training provided, true labor market demand and the effectiveness of career exploration/preparedness participants received prior to training. It also speaks to return on investment, indicating the relative worth of a particular program in terms of producing job ready candidates. As part of the RPU stakeholder’s commitment to a demand-driven training system, the local WDBs will lead a process to examine how training-related employment can be determined for individuals trained by all education and workforce partners, including those not funded by WIOA. Tracking Training-Related Placement under WIOA: The local boards with the SJVAC RPU currently track and record training-related placements. Within CalJOBS, when an individual enters employment at closure or follow-up, WDBs and their agents are able document employment within the Entered Employment Form. As job information is recorded, the system will confirm if the job is considered “Training Related Employment.” This information is based on Occupation Codes. Working with Stakeholders to Track Training-Related Placement throughout the Region: The State Plan requires regional partners to determine the extent to which individuals receiving sector -focused and demand-driven training are actually securing jobs in fields and sectors directly relate d to their programs of study. As stated, this is currently being identified and tracked for those receiving training funded by the Workforce Investment and Opportunity Act (“WIOA”). As a goal of this plan, the CCWC, in cooperation with the CPSJV, will conv ene representatives from training and education providers across the region (including 4-year institutions, community colleges, adult education, private vocational, institutions and others) to discuss options for establishing a G. Recording and Tracking Training-Related Employment 31 “denominator” of trainees, the basis for determining training-relatedness and methods for tracking and recording training activities and placement outcomes. The CalJOBS system holds promise for scalability and application to this issue and will likely serve as a jumping off point for dialog among the partners. The RPU’s Regional Workforce Plan addresses WIOA’s “regional coordination” requirements by adopting the goals of California’s Strategic Workforce Development Plan and via the following approaches: Development of a Regional Plan: The SJVAC RPU’s Plan complies with WIOA Section 106(c)(2), by describing the partners’ approach to the A-H activities and by incorporating the Local Plans developed by the eight local boards as of the Regional Plan. Regional Service Strategies: Much of the regional planning process has focused on opportunities for implementing strategies across two or more local areas or throughout the entire region. Various regional strategies and approaches being piloted, in development, or under consideration are discussed throughout this plan. These include options for incumbent worker training, industry engagement, training for English language learners, courses for emerging skill areas and more. Goals pertaining to various regional service strategies are indicated in Section L, below. Development and Implementation of Sector Initiatives: Sector initiatives are underway at the regional level for manufacturing under the RPU’s SlingShot initiative. Various local construction, manufacturing and healthcare career pathway programs have crossed boundaries and are being scaled up among multiple boards. Local boards have focused training resources nearly exclusively on targeted demand sectors. New levels of collaboration with the community colleges (arising from SlingShot, long-term cooperation on numerous projects, and this planning process) will result in more demand-driven training for the RPU’s six target sectors. The regional goals established in this plan will accelerate development and implementation of regional sector pathway programs and related initiatives. Collection and Analysis of Regional Labor Market Data: While EDD’s LMID has unrivaled capacity with regard to data about the labor market and the workforce, SJVAC’s regional planning process serves as tes timony to the ability of the regional partners to gather intelligence from the field, including information about industries, businesses, and workers and those seeking employment. As a goal of the Plan, we will explore opportunities to share information with LMID, with the hope that such information will help to inform the data collection and analysis it performs on behalf of the Central Valley. In addition, the RPU will request support from LMID with regard to defining the green energy sector. Administrative Collaboration: At this stage of regional planning, local boards have agreed that opportunities may exist for collaboration on administrative functions, such as monitoring. Further review is planned. Collaboration on Supportive Services: Given the vastness of the region and the fact that many support services providers (both public and private) are place-based, regional coordination of support activities and services is a daunting task. However, this matter will remain on the “regional radar” and will b e included in on discussions among the partners. Coordination with Regional Economic Development: Locally, the eight WBDs work closely with their economic development counterparts and, through county-level economic development agencies, connect to the California Central Valley Economic Development Corporation, which serves the RPU counties (absent Inyo and Mono). As the California Partnership for the Central Valley has responsibility for the Regional Industry Cluster Action Plan, it is situated as an ideal platform for furthering discussion on regional economic development. As the manager of a countywide Economic Development Corporation; the Kings County WDB Director serves as the local EDC President, and is the conduit for exchange between the regional EDC and the RPU. H. Adherence to Federal Requirements for Regional Planning 32 Agreement on Performance Measures: The local boards have completed joint negotiations with the State on performance measures. In addition, as expressed throughout this narrative, the Regional Plan meets State Plan requirements pertaining to the partners’ development of regional sector pathways. For nearly a decade, the boards that comprise the SJVAC have had a memorandum of understanding (MOU) in place that create a framework for collaboration among the local workforce areas and opportunities to coordinate, especially with regard to special projects and initiatives that cross the boundaries that define the local area. This agreement is currently being reviewed and updated, confirming the value that the boards place on cooperation and bringing greater capacity and resources to the region. Central Valley Workforce Collaborative Regional Agreement: The purpose of the current MOU among the eight San Joaquin Valley WDBs is to maintain cooperative and mutually beneficial relationships. In 2007, an original MOU created the Central California Workforce Collaborative as “a confederation of equals,” that operates under a general working structure, rather than as an entity. Both the current and prior MOUs stress the importance of collaboration with regard to securing regional funding and the leveraging of resources to strengthen the workforce system throughout the Central Valley. The MOU emphasizes the independence of the eight boards and the fact that all parties agree to respect one another’s organizational practices and management structures in the execution of collaborative activities. The agreement empowers the boards to: develop and implement collaborative efforts at a regional level; conduct formal and informal meetings under the CCWC name to discuss best practices; utilize the CCWC name in sponsorship materials for third party organizations; and, project by project, designate local workforce development boards as the “lead agency” for regional initiatives. Furthermore, the CCWC MOU establishes a format for meetings, which may be held in person, via electronic media or through conference calls, and for keeping minutes of scheduled meetings. Responsibilities for organizing meetings rotate among the boards. Having the CCWC MOU in place has not only resulted in the award of numerous special grants and cross -county collaborations in the Central Valley, it has provided a huge head start in the regional planning process. Expansion of Existing MOU: The current CCWC MOU provides clear parameters under which the local boards collaborate, communicate and work in unison on particular projects and activities. As the WDBs and RPU partners work toward the system goals outlined under section L (below), it is possible that adoption of new procedures and strategies across the region, such as consolidating “Eligible Training Provider List” administration or the use of joint incumbent worker training protocols, could result in the development of one or more s eparate cooperative agreements among the eight boards. Other Agreements among Local Workforce Development Boards and System Stakeholders: Each of the eight local boards within the RPU maintains various MOUs and agreements between partner organizations, including the one-stop MOUs prescribed by WIOA. As planning for regional coordination and system alignment continues across the Central Valley, the WDBs will consider the value of scaling up local partnership/collaborative agreements across the region. Discussions around such opportunities may be led by CCWC, CPSJV or other system partners that identify prospects for structured agreements to support enhanced regional coordination. The following items are included as exhibits to the SJVAC Regional Plan: I. Regional Agreements Among RPU Partners J. Related Plans and Analyses 33 Community College Strong Workforce Program Plan for the Central Valley/Mother Lode Region: The Plan, completed on January 17, 2017 is included as Exhibit 1. Adult Education Block Grant Consortium: The Plans for the eight AEBG consortia are too voluminous to attach to the plan. However, included as Exhibit 2, is a list of links to the web page where AB 86 Plans, Consortium 3 -Year Plans and Annual Plans can be located. In addition to the above mentioned reports from education partners, the following materials are included as attachments to supplement information provided within the narrative. I: Principal Resources for Economic Analysis a. Regional Economic Sector and Skills Gap Analysis: CCWC Region, Applied Development Economics, Inc. (ADE), October 10, 2016 (Attachment 1) b. Supplemental Information and Analysis, ADE Memorandum, December 5, 2016 (Attachment 2) c. Regional Planning Unit Summary: San Joaquin Valley and Associated Counties, California Employment Development Department, Labor Market Information Division (EDD LMID), September 1, 2016 – Revised (Attachment 3) d. Regional Economic Analysis Profile, EDD LMID, April 2015 (Attachment 4) e. Labor Market Overview: Central Valley/Mother Lode Region, California Community Colleges’ Center of Excellence Mother Lode Region, May 2016 (Attachment 5) f. San Joaquin Valley Regional Industry Cluster Analysis and Action Plan, Applied Development Economics, September 2012 (Attachment 6) II: Workforce System Stakeholder Forums a. List of Forums – Dates, Topics, Locations (Attachment 7) b. List of Individuals/Organizations Invited to Forums (Attachment 8) c. List of Individuals/Organizations that Attended Forums (Attachment 9) III. Regional Agreements Central California Workforce Collaborative Memorandum of Understanding (MOU) (Attachment 10) Throughout the foregoing narrative, numerous strategies, approaches and processes are described as “aspirational” or are represented as planned or “in progress.” On behalf of the myriad of regional stakeholders that have contributed to the Plan by providing recommendations and sharing both resources and insights, the eight LWDBs comprising the SJVAC RPU have established the following 2017–2020 goals for the regional workforce system. I. Economic Analysis a. Collaborate with EDD LMID to develop a clear industry cluster description for the energy sector, including green energy b. Establish a protocol for to share “intelligence” about demand industries and other high growth sectors with EDD LMID for the purpose of data analysis to support regional sector pathway programs. II. Engagement with Economic Development K. Attachments L. Regional Collaboration: Goals and Associated Action Steps 34 a. Revisit the Regional Industry Cluster Action Plan b. Explore opportunities for stronger regional coordination with economic development III. Regional Sector Pathway Programs a. Implement intensive industry engagement processes to: discuss industry needs for skills in various classifications, including middle skills jobs and entry-level employment that provides a path to these jobs; identify new classifications or skills sets for which training is needed and provide direction on content requirements; review new and existing career pathway programs (including the one’s under Item III, below), which have been developed throughout the region, and provide input on the relevance of content and what changes are necessary to reflect current skill needs of business; and determine the frequency with which regional sector pathway program content should be reviewed to ensure it remains relevant. b. Following intensive engagement processes, update the Regional Plan to include priority regional sector pathway programs. IV. Industry-Valued Credential Attainment a. Implement intensive industry engagement processes to: review and recommend metrics for determining the value of credentials; review existing credentials awarded in the region and determine their value; identify credentials that would be desirable for each target industry; and develop a process for re-confirming the value of credentials. b. Following the intensive engagement process, update the Regional Plan to include industry-valued credentials linked to regional sector pathway programs c. Credential attainment: Form a workgroup to address the apportionment of goals among local areas and, within each area, the various partners. V. System Accessibility and Inclusiveness a. English language skills training: convene a workgroup to develop strategies around the following challenges and issues: communicating the value of English language skills acquisition in terms of employment opportunities; making services accessible in terms of location, schedule and instructional methods; broadcasting the availability of programs and services; linking language skills to work requirements, and; offering various on -ramps to beginning, intermediate and advanced English skills training. b. Develop a regional protocol: Expand use of work experience, internships, job shadow ing and other forms of work- based learning. c. Develop a regional protocol: Promote early career education and exploration via K-12 system. d. Develop a regional protocol: Treat digital literacy as a foundational skill for employment on par with numeracy and literacy. e. Survey workforce system partners regarding the availability of resources to support needed levels of basic skills training. f. Work with education partners to evaluate options for integrating basic skills training (including ESL) into regional sector pathway programs. g. Develop a regional protocol: Ensure expediency on referrals to basic skills training. h. Develop a regional protocol: Ensure rapid access to services. i. Examine opportunities to enhance the role of CBOs in the workforce development system. VI. Focus on Job Quality a. Provide training that produces workers with high demand skills. b. Work with organized labor, industry associations and others to identify companies that pay competitive wages, 35 provide benefits and offer opportunities for career advancement. c. Build relationships with identified companies to promote their understanding of the value of training and credentials that the system’s candidates possess. d. Work with these businesses to understand where entry-level on-ramps exist to position workers for advancement to higher paying jobs. e. Develop a regional protocol for the roll-out of the UpSkill model throughout the region. VII. Tracking Training-Related Placements: Convene representatives from training and education providers across the region (including 4-year institutions, community colleges, adult education, private vocational, institutions and others) to discuss options for establishing a “denominator” of trainees, the basis for determining training-relatedness and methods for tracking and recording training activities and placement outcomes. VIII. Administrative and Operational Coordination a. Hold periodic regional convenings across disciplines, perhaps using a neutral convener. b. Explore opportunities for coordination of functions. IX. Workforce System Development and Collaboration with System Partners: Work with education partners to identify strategies to improve: capacity to receive on -going input from industry; turn- around time to implement new and updated courses; consistency of training content from institution to institution; collaboration with system stakeholders in engaging industry; and, on-ramps for individuals with barriers to employment. ATTACHMENT 1 Regional Economic Sector and Skills Gap Analysis: CCWC Region Prepared for: Workforce Development Board of Madera County Prepared by: Applied Development Economics, Inc. 255 Ygnacio Valley Road, #200, Walnut Creek, CA 94596 925.934.8712 www.adeusa.com October 10, 2016 Applied Development Economics, Inc. TTAABBLLEE OOFF CCOONNTTEENNTTSS SUMMARY ................................................................................................................. 1 Economic Trends ........................................................................................................ 4 Population and Employment trends ......................................................................................... 4 Industry Clusters .................................................................................................................18 Projected Job Openings ........................................................................................................21 Labor Force Characteristics ........................................................................................ 23 The analysis of labor force characteristics includes details about the following groups: .................23 The characteristics include: ...................................................................................................23 Age Demographics ...............................................................................................................23 Unemployment ....................................................................................................................25 Educational Attainment ........................................................................................................25 CONCLUSION .......................................................................................................... 50 APPENDIX ............................................................................................................. 501 TABLES Table 1 — Annual Labor Force Trends, 2000-2015: CCWC Region .................................................. 4 Table 2 – Total and Household Population Trends: CCWC Region, CCWC Region, and California ....... 5 Table 3 — Trends in Total Number of Jobs: 2000-2015: CCWC Region ........................................... 6 Table 4 — Employment Trends and Projections By Sectors: CCWC Region ....................................... 7 Table 5 — Employment Projections For Industries Expected to Grow By 50 or More Jobs Between 2015 and 2025: CCWC Region ................................................................................................... 8 Table 6 — Employment Projections By Industry Clusters: CCWC Region: 2015 - 2025 .....................19 Table 7 — Industries Within Various Clusters That Are Expected to Decline Significantly Between 2015 and 2025 (50 or more): CCWC Region .......................................................................................19 Table 8 — Annual Opening To Number of Unemployed Who Satisfy Minimum Educational Requirements By Occupation: CCWC Region ...............................................................................22 Table 9 — Summary of Overall Labor Force Trends for Select Demographic Categories (Persons 16 and Over): CCWC Region ...............................................................................................................32 Table 10 — Population by Age, Race\Ethnicity, and Educational Attainment: CCWC Region ..............33 Table 11 — Labor Force by Age, Race\Ethnicity, and Educational Attainment (Persons 16 and Over): CCWC Region .........................................................................................................................34 Table 12 — Part-Time Employed Labor Force by Age, Race\Ethnicity, and Educational Attainment (Persons 16 and Over): CCWC Region .......................................................................................35 Table 13 — Unemployed Labor Force by Age, Race\Ethnicity, and Educational Attainment (Persons 16 and Over): CCWC Region .........................................................................................................36 Applied Development Economics, Inc. Table 14 — Unemployment Rates by Age, Race\Ethnicity, and Educational Attainment: CCWC Region ............................................................................................................................................37 Table 15 — Unemployment Rates By Age, Gender, and Educational Attainment: CCWC Region .........38 Table 16 — Labor Force By Age, Citizen Status, and Educational Attainment (Persons 16 and over): CCWC Region .........................................................................................................................39 Table 17 — Unemployed Labor Force By Age, Citizen Status, and Educational Attainment (Persons 16 and over): CCWC Region .........................................................................................................40 Table 18 — Labor Force By Citizen Status, Age, and Educational Attainment: Unemployment Rates: CCWC Region .........................................................................................................................41 Table 19 — Labor Force By Age, Disability Status, and Educational Attainment (Persons 16 and over): CCWC Region .........................................................................................................................42 Table 20 — Unemployed Labor Force By Age, Disability Status, and Educational Attainment (Persons 16 and over): CCWC Region .....................................................................................................43 Table 21 — Labor Force By Disability Status, Age, and Educational Attainment: Unemployment Rates: CCWC Region .........................................................................................................................44 Table 22 — Labor Force By Age, Veteran Status, and Educational Attainment (Persons 16 and over): CCWC Region .........................................................................................................................45 Table 23 — Unemployed Labor Force By Age, Veteran Status, and Educational Attainment (Persons 16 and over): CCWC Region .........................................................................................................46 Table 24 — Labor Force By Veteran Status, Age, and Educational Attainment: Unemployment Rates: CCWC Region .........................................................................................................................47 Table 25 — Employed and Unemployed Labor Force By College Degree Status and Economic Sector (Persons 25 and Over): CCWC Region .......................................................................................48 APPENDIX TABLES Appendix Table 1 - Employment Projections By Industry Clusters: Agriculture: Distribution: CCWC Region ...................................................................................................................................52 Appendix Table 2 — Employment Projections by Industry Clusters: Agriculture: Processing CCWC Region ...................................................................................................................................54 Appendix Table 3 — Employment Projections by Industry Clusters: Agriculture: Production CCWC Region ...................................................................................................................................56 Appendix Table 4 — Employment Projections by Industry Clusters: Agriculture: Support CCWC Region ............................................................................................................................................56 Appendix Table 5 — Employment Projections by Industry Clusters: Energy CCWC Region ................59 Appendix Table 6 — Employment Projections by Industry Clusters: Health and Wellness: Other CCWC Region ...................................................................................................................................61 Appendix Table 7 — Employment Projections by Industry Clusters: Health and Wellness: Delivery: CCWC Region .........................................................................................................................62 Appendix Table 8 — Employment Projections by Industry Clusters: Logistics: CCWC Region .............64 Appendix Table 9 — Employment Projections by Industry Clusters: Manufacturing: All Others CCWC Region ...................................................................................................................................65 Applied Development Economics, Inc. Appendix Table 10 — Employment Projections By Industry Clusters: Water Flow Technologies CCWC Region ...................................................................................................................................71 Appendix Table 11 — Employment Projections by Industry Clusters: Heavy Construction: CCWC Region ...................................................................................................................................72 Appendix Table 12 — Employment Projections by Industry Clusters: Accommodations and Food Services, and Retail: CCWC Region ...........................................................................................72 Appendix Table 13 — Employed Labor Force by Age, Race\Ethnicity, and Educational Attainment (Persons 16 and Over): CCWC Region .......................................................................................73 Appendix Table 14 — Full-Time Employed Labor Force by Age, Race\Ethnicity, and Educational Attainment (Persons 16 and Over): CCWC Region .......................................................................74 Appendix Table 15 – Population by Age, gender, and Educational Attainment .................................75 Appendix Table 16 — Labor Force by Age, Gender, and Educational Attainment (Persons 16 and Over): CCWC Region .........................................................................................................................76 Appendix Table 17 — Employed Labor Force by Age, Gender, and Educational Attainment (Persons 16 and Over): CCWC Region .........................................................................................................77 Appendix Table 18 — Full-Time Employed Labor Force by Age, Gender, and Educational Attainment (Persons 16 and Over) CCWC Region .........................................................................................78 Appendix Table 19 — Part-Time Employed Labor Force By Age, Gender, and Educational Attainment (Persons 16 and Over): CCWC Region .......................................................................................79 Appendix Table 20 — Unemployed Labor Force By Age, Gender, and Educational Attainment (Persons 16 and Over): CCWC Region ....................................................................................................80 Appendix Table 21 — Population By Age, Citizen Status, and Educational Attainment: CCWC Region .81 Appendix Table 22 — Population By Age, Disability Status, and Educational Attainment: CCWC Region ............................................................................................................................................82 Appendix Table 23 — Population By Age, Veteran Status, and Educational Attainment: CCWC Region83 Appendix Table 24 — Part-Time Employed Labor Force By Broad Occupation Categories, Educational Attainment and Management Status CCWC Region ......................................................................84 Appendix Table 25 — Unemployed Labor Force By Broad Occupation Categories, Educational Attainment and Management Status (Excluding Long-Term Unemployed) ......................................87 Appendix Table 26 — Long-Term Unemployed Labor Force By Educational Attainment .....................90 Appendix Table 27 — Unemployed Labor Force-to-Job Openings Skills Match .................................90 Appendix Table 28 — Part-Time Labor Force-to-Job Openings Skills Match CCWC Region ............... 102 FIGURES Figure 1 - Annual Household Population Growth Rates .................................................................. 5 Figure 2 – Labor Force Age Distribution (Persons 16 and Over) .....................................................24 Figure 3 – Age Distribution by Race/Ethnicity (Persons 16 and Over) .............................................24 Figure 4 – Labor Force By Age and By Citizenship Status (16 and over) .........................................25 Figure 5 – Labor Force Educational Attainment by Citizenship Status (25 and over) .........................26 Figure 6 – Educational Attainment by Race/Ethnicity ...................................................................26 Figure 7 – Employment Status By Educational Attainment ............................................................27 Figure 8 – Educational Attainment for Disabled Workers and Veterans ...........................................28 Applied Development Economics, Inc. Figure 9 – Annual Openings By Major Occupational Groups ..........................................................29 Figure 10 - Number of Unemployed and Part-Time Labor Force by Major Occupational Group ...........30 Figure 11 – Part Time and Unemployment Workers By Occupational Class Compared To Annual Openings (Persons 25 and Over): Only Persons Whose Educational Attainment Commensurate With Opening Position: CCWC Region ................................................................................................31 Figure 12 – Part Time and Unemployed Workers By Educational Attainment and Occupational Class (Persons 25 and Over): CCWC Region .......................................................................................31 Applied Development Economics | Page 1 SSUUMMMMAARRYY Prepared under the auspices of the Central California Workforce Collaborative (CCWC), this report provides trend information and projections for jobs in CCWC region by industry sector, industry clusters, and occupational openings.1 SUMMARY OF FINDINGS The analysis also provides a description of key labor force characteristics in the region and discusses the match between education and occupational background for the unemployed and part time workforce in relation to projected job openings. JOB GROWTH The regional unemployment rate has declined to 9.9 percent in 2015, down from the peak of 16.5 percent in 2010, but still well above the low point before the recession of 7.9 percent in 2006. Before the recession, total jobs in the region peaked at 1,361,550 in 2007 and did not reach that level again until late 2014. Jobs have grown to 1,405,122 (annual average) in 2015. Health Care is projected to see the highest growth in jobs between 2015 and 2025 (49,000 new jobs), followed by Retail (27,400 new jobs) and Food Service (18,000 new jobs). The CCWC region is also expected to see relatively strong growth in Education (16,400 new jobs), and Professional, Scientific and Technical services (8,700 new jobs). The Logistics sector, including Wholesale, Warehousing and Transportation, are projected to grow by a combined 22,700 new jobs. Manufacturing is projected to increase by 7,000 jobs, but this trend masks considerable turbulence within the sector, with some industries growing while others decline. Wineries (NAICS 312230) are projected to grow by 1,400 new jobs and a number of other food processing industries are projected to grow by at least 500 new jobs each, such as roasted nuts and peanut butter (NAICS 311911), poultry processing (NAICS 311615), animal slaughtering (NAICS 311611), and cheese manufacturing (NAICS 311513). At the same time, dried and dehydrated food manufacturing (NAICS 311423) and fruit and vegetable canning (NAICS 311423) are expected to each decline by more than 600 jobs. Breakfast cereal manufacturing (NAICS 311230) and commercial bakeries (NAICS 311812) are expected to decline by approximately 300 jobs each. Construction recovered more than 12,800 jobs over the past five years but is projected to continue at less than half that rate of job growth, with 11,200 new jobs created between 2015 and 2025. 1 For purposes of this report, the CCWC region includes the following counties: San Joaquin, Stanislaus, Merced, Madera, Fresno, Kings, Tulare, Kern, Inyo, and Mono. Applied Development Economics | Page 2 Consistent with the above trends, the Health and Wellness industry cluster is projected to have the highest job growth over the next ten years. The Health and Wellness cluster is projected to add 51,000 jobs by 2025. About 26,700 (52 percent) of the new jobs will occur in the Health Care Delivery sub-cluster. Within this sub-cluster, the number of jobs in hospitals and HMO Centers is projected to increase by 8,500 new jobs. In contrast, services to elderly and disabled persons are projected to increase by 20,800 new jobs. The projections of job openings show a concentration in transportation and materials handling (4,900 annual openings), food services and retail (12,600 combined annual openings), office and admin support (5,900 annual openings) and farm occupations (6,300 annual openings). For each of the occupational categories, the report also indicates the number of unemployed and part time workers in the region that meet the minimum educational requirements for the projected job openings. These workers may need more specialized training in order to transition into these jobs. LABOR FORCE CHARACTERISTICS The labor force in CCWC region is fairly evenly concentrated among the age groups. Workers in the 16-24 age group are about 16.6 percent of the total while nearly 25 percent are in the 25-34 age group. The prime working age group of 35-54 has 41 percent of the workforce. Workers over 55 constitute about 16.9 percent of the workforce and a number of employers report that impending retirements are a significant issue for them in terms of anticipated openings in the future. Non-citizen workers constitute 18.9 percent of the workforce in CCWC region, though the rate varies with age. At 23.7 percent of the prime working age (35 to 54) labor force, non-citizens are more concentrated in this age cohort relative to their overall concentration level. Educational attainment in the CCWC region is slightly lower than the statewide averages, with 22 percent of workers 25 years and older not holding a high school diploma or equivalent, compared to 18.5 percent for the state as a whole. Statewide, 38.8 percent have a college degree, compared to 28.5 percent for the CCWC region. However, in the San Joaquin Valley there is a stark contrast in the educational attainment levels of the labor force when citizenship status is taken into account. Among US citizens in the CCWC workforce, only 12 percent do not have a high school diploma or GED and 33.7 percent have a college degree. Non-citizens 25 and over exhibit high rates of less than high school attainment level: 62.8 percent of the non-citizens in the labor force have not obtained a high school diploma or a GED. This accounts in part for the differences in educational attainment between Latino workers and other workers in the labor force, as the non-citizen group is 87.1 percent Latino. Overall, Latinos have earned high school diplomas and GEDs at rates slightly surpassing Whites and Others, at 25.9 percent versus 24.5 percent (Whites) and 21.7 percent (Others). However, Whites and Others are over two and a half times more likely than Latinos to have earned a Applied Development Economics | Page 3 college degree: 14.9 percent of the Latinos in the labor force have earned a college degree versus 39.6 percent for Whites and 40.8 percent for Others. Veterans in CCWC region tend to have high levels of overall educational attainment, with 3.5 percent not achieving a high school diploma. Among disabled workers, however, 24.5 percent do not have a high school diploma, compared to 22 percent for the workforce as a whole. CONCLUSION At 1.4 percent a year, jobs in CCWC region is expected to grow modestly from now to 2025, although analysts project a number of sectors (Construction, Health, Logistics, Professional, Scientific and Technical Services, Administrative Support, Education, Health Care and Food Services) to exceed this overall annual growth rate. However, qualified workers are in short supply for certain key job categories. Based on the analysis presented in this report and discussions with key employers and workforce training organizations, the following can be identified as potential priorities for additional training efforts. Medical Technicians Electricians Maintenance Mechanics Ability to use computer operated processing controls and instruments (and related English competency) Workers with supervisory and management skills Business skills Applied Development Economics | Page 4 ECONOMIC TRENDS POPULATION AND EMPLOYMENT TRENDS The region unemployment rate has declined to 9.9 percent in 2015, down from the peak of 16.5 percent in 2010, but still well above the low point before the recession of 7.9 percent in 2006 (Table 1). While job levels have been increasing since 2010, the size of the labor force peaked in 2012 at 1,843,740, then declined to 1,840,270 by 2014 and finally increased slightly to 1,840,828 in 2015. Table 1 — Annual Labor Force Trends, 2000-2015: CCWC Region Period Labor Force Trends Employed Labor Force Unemploy- ment Rate 08-15 Annual Growth Rate 0.7% 0.8% 13.3% 00-08 Annual Growth Rate 1.7% 1.5% 9.4% 2015 1,840,828 1,658,656 9.9% 2014 1,840,270 1,631,640 11.3% 2013 1,841,530 1,604,680 12.9% 2012 1,843,740 1,573,100 14.7% 2011 1,836,380 1,539,960 16.1% 2010 1,820,700 1,519,850 16.5% 2009 1,782,730 1,520,320 14.7% 2008 1,755,800 1,570,990 10.5% 2007 1,708,420 1,563,190 8.5% 2006 1,674,650 1,542,670 7.9% 2005 1,659,420 1,516,370 8.6% 2004 1,633,040 1,471,030 9.9% 2003 1,622,970 1,450,440 10.6% 2002 1,600,080 1,434,690 10.3% 2001 1,554,940 1,409,570 9.3% 2000 1,532,760 1,396,410 8.9% Source: Applied Development Economics, based on CA EDD LMID. Note: Unemployment rates for 2000-2008 and 2008-2015 in the table above are annual averages, not annual growth rate. Household population growth in the San Joaquin Valley exceeded statewide growth rates between 2011 and 2013, but has slowed in the past two years (Table 2). As shown in Figure 1, CCWC region is projected to grow significantly faster than the state as a whole over the next five years (2015-2020), which will have implications for some employment sectors, as discussed below. Applied Development Economics | Page 5 Table 2 – Total and Household Population Trends: CCWC Region, CCWC Region, and California Year Household Population CCWC Counties Growth Rate State ('000) Growth Rate 2010 3,888,941 36,412 2011 3,912,829 0.6% 36,591 0.5% 2012 3,952,595 1.0% 36,843 0.7% 2013 3,991,868 1.0% 37,202 1.0% 2014 4,023,198 0.8% 37,518 0.9% 2015 4,057,322 0.8% 37,873 0.9% 10-15 168,381 0.9% 1,461 0.8% Year Total Population CCWC Counties Growth Rate State ('000) Growth Rate 2010 4,004,407 37,254 2011 4,025,282 0.5% 37,428 0.5% 2012 4,058,833 0.8% 37,681 0.7% 2013 4,094,785 0.9% 38,031 0.9% 2014 4,129,749 0.9% 38,357 0.9% 2015 4,165,560 0.9% 38,715 0.9% 10-15 161,153 0.8% 1,461 0.8% Source: CA Dept. of Finance Figure 1 - Annual Past and Projected Household Population Growth Rates Source: CA Dept. of Finance 0.4% 0.6% 0.8% 1.0% 1.2% 1.4% 1.6% 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 CCWC Counties State Applied Development Economics | Page 6 Before the recession, total jobs in the region peaked at 1,361,550 in 2007 and did not reach that level again until 2014. The annual average number of jobs in 2015 is estimated at 1,405,122 (Table 3). Through 2008, total jobs in the County were growing at a 1.4 annual percentage rate, while since 2008, the number of jobs have grown at a much lower 0.5 percent per year. Table 3 — Trends in Total Number of Jobs: 2000-2015: CCWC Region Period Total Employment 08-15 Annual Growth Rate 0.5% 00-08 Annual Growth Rate 1.4% 2015 1,405,122 2014 1,385,599 2013 1,356,973 2012 1,316,991 2011 1,284,842 2010 1,271,214 2009 1,287,708 2008 1,357,592 2007 1,361,550 2006 1,341,399 2005 1,306,916 2004 1,268,476 2003 1,249,284 2002 1,235,969 2001 1,218,992 2000 1,214,461 Source: Applied Development Economics, based on CA EDD LMID Farm employment grew at a 2.2 percent annual rate between 2010 and 2015 but is projected to increase at a slower rate of 0.5 percent over the next ten years (Table 4). Much of the agricultural job growth is projected in farm support (NAICS 115), especially from farm labor contractors (NAICS 115115) (Table 5). A number of factors affect farm employment including availability of water and continued mechanization of farming operations. In addition, employers interviewed for this study indicated that the new state minimum wage law will affect employment opportunities in both farming and food processing and related industries. Manufacturing industries in CCWC region are mainly in food processing. Manufacturing jobs increased by more than 5,100 jobs between 2010 and 2015, from 101,451 in 2010 to 105,607 in 2015. This sector is expected to slow its growth over the next ten years, adding about 7,000 jobs. Within manufacturing, food processing (NAICS 311-312) is expected to increase annually by 0.8 percent Applied Development Economics | Page 7 Table 4 — Employment Trends and Projections By Sectors: CCWC Region NAICS CODE INDUSTRY SECTOR 2010 JOBS 2015 JOBS 2025 PROJECTED 15-25 CHANGE 10-15 ANNUAL GROWTH RATE 15-25 ANNUAL GROWTH RATE Total 1,316,427 1,457,520 1,666,961 209,444 2.1% 1.4% 11 Agriculture 186,738 208,225 219,800 11,575 2.2% 0.5% 21 Mining 9,991 10,518 11,234 717 1.0% 0.7% 22 Utilities 6,214 6,746 7,084 338 1.7% 0.5% 23 Construction 48,579 61,365 72,607 11,242 4.8% 1.7% 31-33 Manufacturing 101,451 105,607 112,637 7,030 0.8% 0.6% 42 Wholesale 42,299 48,849 60,685 11,836 2.9% 2.2% 44-45 Retail 131,984 151,397 178,823 27,426 2.8% 1.7% 48 Warehousing 27,552 34,702 43,197 8,494 4.7% 2.2% 49 Transportation 19,150 20,677 23,042 2,366 1.5% 1.1% 51 Information 12,587 11,358 12,284 927 -2.0% 0.8% 52 Finance and Insurance 29,252 28,637 30,847 2,210 -0.4% 0.7% 53 Real Estate and Leasing 14,946 15,877 17,983 2,106 1.2% 1.3% 54 Prof., Scientific, Technical 35,543 37,908 46,560 8,652 1.3% 2.1% 55 Mgt. of Companies 10,568 10,953 9,469 -1,484 0.7% -1.4% 561 Admin Support 47,214 56,111 70,618 14,506 3.5% 2.3% 562 Waste Mgt. 3,829 4,279 5,903 1,624 2.2% 3.3% 61 Education 143,868 154,138 170,580 16,441 1.4% 1.0% 62 Health 167,766 192,884 241,950 49,066 2.8% 2.3% 71 Arts, Rec. and Enter. 10,595 12,290 14,021 1,731 3.0% 1.3% 721 Accommodations 9,580 9,245 10,668 1,423 -0.7% 1.4% 722 Food and Drinking Services 81,536 98,907 116,854 17,947 3.9% 1.7% 81 Other Services 40,191 44,135 50,937 6,802 1.9% 1.4% 92 Public Admin. 118,226 114,402 121,561 7,159 -0.7% 0.6% 98 Nat’l Security/Military 14,950 14,535 13,442 -1,093 -0.6% -0.8% 99 Misc. 1,817 3,775 4,174 400 15.7% 1.0% Source: Applied Development Economics, based on EMSI 2015 Q4 QCEW and Non-QCEW Industry Employment Data. (Internal file: P:\CCWC Labor Force 2015\03_NEXT-TASKS\TABLES\06_draft_Fresno-update.xlsx T3r) between 2015 and 2025. Overall, food processing is projected to grow by more than 5,700 jobs in the coming years, led by food manufacturing industries such as animal slaughtering (NAICS 311611), meat processed from carcasses (NAICS 311612), perishable prepared foods (NAICS 311991) and wineries (NAICS 312130) (Table 5). A number of non-food processing manufacturing industries are also projected to produce new jobs. Paint and coatings (NAICS 325510), plastics pipe and pipe fittings (NAICS 326122), urethane ad other foam products (NAICS 326150), glass products (NAICS 327215), fabricated structural metal (NAICS 332312) and search and detection instruments (NAICS 334511) are projected to have a combined growth of 1,825 jobs between 2015 and 2025. Applied Development Economics | Page 8 The construction industry continued to grow coming out of the recession over the past five years, and is projected to grow over the next ten years as well (Table 4). Residential construction (NAICS 236116), residential remodelers (NAICS 236118), electrical and plumbing specialties (NAICS 238210 and 238220) and water and sewer line construction (NAICS 237110) are expected to grow during this period, which is consistent with expected population growth for the region over the next ten years (Table 5). In addition, the High Speed Rail (HSR) project and a variety of highway improvement projects are projected to add significant heavy construction jobs in the region. The HSR project is estimate to support an average of nearly 3,000 jobs over the ten year period to 2025, with peaks of 6,000 jobs during the height of construction. The Health Services sector is projected to see strong employment growth over the next ten years. This is a consistent finding throughout the state as well as nationally and reflects both demographic trends with the aging Baby Boomer population as well as industry trends to institute managed care with more outpatient and home health care. Employment in Health Services is projected to grow to 241,950 in 2025 from 192,884 in 2015, for an annual rate of growth of 2.8 percent (Table 4). In an effort to accurately characterize the state of employment in the sector in CCWC Region, employment in Health Services includes employed persons in the public sector, who for purposes of analysis were moved out of NAICS 92 (Public Administration) and into NAICS 62 (Health Services). Another population based trend is the increase in retail and food services jobs. Both these sectors have been recovering from the recession over the past five years, and are projected to see more moderate growth over the next ten years. Table 5 provides more detail on projected fast growing industries in CCWC region. Table 5 — Employment Projections For Industries Expected to Grow By 50 or More Jobs Between 2015 and 2025: CCWC Region NAICS INDUSTRY 2015 2025 PROJ. 15-25 CHANGE 15-25 CAGR 115112 Soil Preparation, Planting, and Cultivating 4,825 5,265 441 0.9% 115114 Postharvest Crop Activities (except Cotton Ginning) 19,667 21,250 1,583 0.8% 115115 Farm Labor Contractors and Crew Leaders 92,059 104,398 12,340 1.3% 115116 Farm Management Services 5,091 6,276 1,185 2.1% 115310 Support Activities for Forestry 142 199 58 3.5% 11 Agric. 121,783 137,389 15,606 1.2% 212321 Construction Sand and Gravel Mining 223 285 62 2.5% 21 Mining 223 285 62 2.5% 221112 Fossil Fuel Electric Power Generation 1,977 2,518 541 2.4% 221310 Water Supply and Irrigation Systems 1,053 1,385 332 2.8% 22 Utilities 3,030 3,903 872 2.6% 236116 New Multifamily Housing Construction (except For-Sale Builders) 274 468 194 5.5% 236118 Residential Remodelers 1,880 2,922 1,042 4.5% 236220 Commercial and Institutional Building Construction 4,169 5,261 1,092 2.4% 237110 Water and Sewer Line and Related Structures Construction 2,582 3,179 597 2.1% 237990 Other Heavy and Civil Engineering Construction 772 4,044 3,271 18.0% Applied Development Economics | Page 9 NAICS INDUSTRY 2015 2025 PROJ. 15-25 CHANGE 15-25 CAGR 238120 Structural Steel and Precast Concrete Contractors 782 1,008 225 2.6% 238140 Masonry Contractors 1,023 1,335 313 2.7% 238150 Glass and Glazing Contractors 358 529 171 4.0% 238170 Siding Contractors 111 166 55 4.1% 238190 Other Foundation, Structure, and Building Exterior Contractors 396 518 122 2.7% 238210 Electrical Contractors and Other Wiring Installation Contractors 7,300 8,765 1,465 1.8% 238220 Plumbing, Heating, and Air-Conditioning Contractors 7,413 9,240 1,826 2.2% 238290 Other Building Equipment Contractors 894 1,298 404 3.8% 238320 Painting and Wall Covering Contractors 2,002 2,101 99 0.5% 238330 Flooring Contractors 676 873 197 2.6% 238390 Other Building Finishing Contractors 458 771 314 5.4% 238910 Site Preparation Contractors 2,020 2,605 586 2.6% 238990 All Other Specialty Trade Contractors 4,022 6,129 2,107 4.3% 23 Const. 41,788 55,868 14,080 3.3% 311119 Other Animal Food Manufacturing 1,413 1,675 262 1.7% 311221 Wet Corn Milling 425 675 250 4.7% 311340 Nonchocolate Confectionery Manufacturing 100 215 115 7.9% 311412 Frozen Specialty Food Manufacturing 1,934 2,042 108 0.5% 311511 Fluid Milk Manufacturing 2,493 2,955 461 1.7% 311513 Cheese Manufacturing 4,334 4,887 553 1.2% 311520 Ice Cream and Frozen Dessert Manufacturing 1,447 1,808 361 2.3% 311611 Animal (except Poultry) Slaughtering 2,563 3,150 587 2.1% 311612 Meat Processed from Carcasses 1,815 2,340 525 2.6% 311615 Poultry Processing 7,895 8,568 673 0.8% 311830 Tortilla Manufacturing 854 946 92 1.0% 311911 Roasted Nuts and Peanut Butter Manufacturing 4,399 5,104 704 1.5% 311919 Other Snack Food Manufacturing 1,346 1,433 87 0.6% 311991 Perishable Prepared Food Manufacturing 2,119 2,544 425 1.8% 311999 All Other Miscellaneous Food Manufacturing 892 1,216 324 3.1% 312111 Soft Drink Manufacturing 996 1,186 191 1.8% 312120 Breweries 102 157 54 4.3% 312130 Wineries 6,334 7,745 1,411 2.0% 313110 Fiber, Yarn, and Thread Mills 92 196 105 7.9% 321920 Wood Container and Pallet Manufacturing 822 1,029 207 2.3% 322211 Corrugated and Solid Fiber Box Manufacturing 2,307 3,090 784 3.0% 322219 Other Paperboard Container Manufacturing 749 894 145 1.8% 322299 All Other Converted Paper Product Manufacturing 367 416 49 1.3% 323113 Commercial Screen Printing 190 267 77 3.5% 324110 Petroleum Refineries 877 1,013 136 1.5% 325193 Ethyl Alcohol Manufacturing 76 155 79 7.4% 325211 Plastics Material and Resin Manufacturing 87 164 77 6.5% 325314 Fertilizer (Mixing Only) Manufacturing 337 407 70 1.9% 325411 Medicinal and Botanical Manufacturing 114 199 85 5.7% Applied Development Economics | Page 10 NAICS INDUSTRY 2015 2025 PROJ. 15-25 CHANGE 15-25 CAGR 325510 Paint and Coating Manufacturing 199 328 129 5.1% 326111 Plastics Bag and Pouch Manufacturing 120 201 81 5.3% 326112 Plastics Packaging Film and Sheet (including Laminated) Manufacturing 491 814 323 5.2% 326130 Laminated Plastics Plate, Sheet (except Packaging), and Shape Manufacturing 91 142 51 4.5% 326150 Urethane and Other Foam Product (except Polystyrene) Manufacturing 455 733 279 4.9% 326199 All Other Plastics Product Manufacturing 1,085 1,324 239 2.0% 326299 All Other Rubber Product Manufacturing 284 393 109 3.3% 327213 Glass Container Manufacturing 1,586 1,711 125 0.8% 327215 Glass Product Manufacturing Made of Purchased Glass 340 441 101 2.6% 327310 Cement Manufacturing 380 503 123 2.8% 327331 Concrete Block and Brick Manufacturing 148 227 79 4.4% 327390 Other Concrete Product Manufacturing 567 970 403 5.5% 332119 Metal Crown, Closure, and Other Metal Stamping (except Automotive) 240 306 66 2.5% 332312 Fabricated Structural Metal Manufacturing 1,664 1,974 310 1.7% 332322 Sheet Metal Work Manufacturing 651 821 170 2.3% 332323 Ornamental and Architectural Metal Work Manufacturing 240 320 80 2.9% 332613 Spring Manufacturing 128 245 117 6.7% 332710 Machine Shops 1,326 1,390 64 0.5% 332722 Bolt, Nut, Screw, Rivet, and Washer Manufacturing 124 183 58 3.9% 332812 Metal Coating, Engraving (except Jewelry and Silverware), and Allied Services to Manufacturers 622 856 234 3.2% 332999 All Other Miscellaneous Fabricated Metal Product Manufacturing 490 653 163 2.9% 333111 Farm Machinery and Equipment Manufacturing 1,527 1,599 72 0.5% 333132 Oil and Gas Field Machinery and Equipment Manufacturing 545 644 99 1.7% 333249 Other Industrial Machinery Manufacturing 146 239 93 5.0% 333318 Other Commercial and Service Industry Machinery Manufacturing 153 206 53 3.0% 333993 Packaging Machinery Manufacturing 723 790 67 0.9% 334413 Semiconductor and Related Device Manufacturing 256 320 65 2.3% 334511 Search, Detection, Navigation, Guidance, Aeronautical, and Nautical System and Instrument Manufacturing 679 1,044 365 4.4% 334519 Other Measuring and Controlling Device Manufacturing 78 131 53 5.3% 335129 Other Lighting Equipment Manufacturing 108 179 71 5.2% 336211 Motor Vehicle Body Manufacturing 543 707 164 2.7% 336212 Truck Trailer Manufacturing 508 617 109 2.0% 336370 Motor Vehicle Metal Stamping 73 152 79 7.6% 336413 Other Aircraft Parts and Auxiliary Equipment Manufacturing 770 1,110 340 3.7% 337910 Mattress Manufacturing 122 235 113 6.8% 339112 Surgical and Medical Instrument Manufacturing 184 248 64 3.0% 31-33 Man. 65,125 79,231 14,107 2.0% 423120 Motor Vehicle Supplies and New Parts Merchant Wholesalers 1,492 1,710 217 1.4% Applied Development Economics | Page 11 NAICS INDUSTRY 2015 2025 PROJ. 15-25 CHANGE 15-25 CAGR 423130 Tire and Tube Merchant Wholesalers 276 438 161 4.7% 423210 Furniture Merchant Wholesalers 588 943 355 4.8% 423220 Home Furnishing Merchant Wholesalers 315 555 239 5.8% 423430 Computer and Computer Peripheral Equipment and Software Merchant Wholesalers 281 418 137 4.0% 423440 Other Commercial Equipment Merchant Wholesalers 171 233 62 3.2% 423510 Metal Service Centers and Other Metal Merchant Wholesalers 1,384 1,872 488 3.1% 423610 Electrical Apparatus and Equipment, Wiring Supplies, and Related Equipment Merchant Wholesalers 989 1,156 167 1.6% 423710 Hardware Merchant Wholesalers 409 517 108 2.4% 423720 Plumbing and Heating Equipment and Supplies (Hydronics) Merchant Wholesalers 851 1,050 199 2.1% 423740 Refrigeration Equipment and Supplies Merchant Wholesalers 79 157 78 7.1% 423820 Farm and Garden Machinery and Equipment Merchant Wholesalers 2,374 2,436 62 0.3% 423830 Industrial Machinery and Equipment Merchant Wholesalers 3,287 3,788 501 1.4% 423850 Service Establishment Equipment and Supplies Merchant Wholesalers 299 367 68 2.1% 423860 Transportation Equipment and Supplies (except Motor Vehicle) Merchant Wholesalers 239 413 174 5.6% 423910 Sporting and Recreational Goods and Supplies Merchant Wholesalers 213 289 76 3.1% 423930 Recyclable Material Merchant Wholesalers 1,122 1,372 250 2.0% 423990 Other Miscellaneous Durable Goods Merchant Wholesalers 253 328 75 2.6% 424130 Industrial and Personal Service Paper Merchant Wholesalers 504 690 186 3.2% 424210 Drugs and Druggists' Sundries Merchant Wholesalers 664 979 315 4.0% 424320 Men's and Boys' Clothing and Furnishings Merchant Wholesalers 218 325 107 4.1% 424330 Women's, Children's, and Infants' Clothing and Accessories Merchant Wholesalers 217 267 50 2.1% 424410 General Line Grocery Merchant Wholesalers 2,825 3,385 560 1.8% 424420 Packaged Frozen Food Merchant Wholesalers 231 289 58 2.3% 424430 Dairy Product (except Dried or Canned) Merchant Wholesalers 717 889 171 2.2% 424450 Confectionery Merchant Wholesalers 744 808 65 0.8% 424460 Fish and Seafood Merchant Wholesalers 99 168 70 5.5% 424470 Meat and Meat Product Merchant Wholesalers 500 599 99 1.8% 424480 Fresh Fruit and Vegetable Merchant Wholesalers 3,586 4,329 743 1.9% 424490 Other Grocery and Related Products Merchant Wholesalers 3,797 5,097 1,300 3.0% 424510 Grain and Field Bean Merchant Wholesalers 287 408 121 3.6% 424590 Other Farm Product Raw Material Merchant Wholesalers 286 345 59 1.9% 424690 Other Chemical and Allied Products Merchant Wholesalers 734 926 192 2.3% 424710 Petroleum Bulk Stations and Terminals 651 851 200 2.7% 424810 Beer and Ale Merchant Wholesalers 1,024 1,105 81 0.8% 424820 Wine and Distilled Alcoholic Beverage Merchant 1,123 2,013 889 6.0% Applied Development Economics | Page 12 NAICS INDUSTRY 2015 2025 PROJ. 15-25 CHANGE 15-25 CAGR Wholesalers 424910 Farm Supplies Merchant Wholesalers 3,611 4,520 909 2.3% 424990 Other Miscellaneous Nondurable Goods Merchant Wholesalers 472 530 58 1.2% 425120 Wholesale Trade Agents and Brokers 4,747 7,335 2,588 4.4% 42 Wholesale 41,661 53,901 12,240 2.6% 441110 New Car Dealers 9,727 10,022 295 0.3% 441120 Used Car Dealers 1,670 2,673 1,002 4.8% 441228 Motorcycle, ATV, and All Other Motor Vehicle Dealers 616 666 50 0.8% 441310 Automotive Parts and Accessories Stores 4,979 5,716 737 1.4% 441320 Tire Dealers 2,154 2,341 187 0.8% 442110 Furniture Stores 1,596 1,661 65 0.4% 442299 All Other Home Furnishings Stores 1,048 1,415 366 3.0% 443142 Electronics Stores 4,283 6,290 2,007 3.9% 444110 Home Centers 7,741 10,014 2,273 2.6% 444130 Hardware Stores 2,063 2,448 385 1.7% 445110 Supermarkets and Other Grocery (except Convenience) Stores 24,530 27,540 3,010 1.2% 445120 Convenience Stores 1,797 2,201 404 2.0% 445210 Meat Markets 701 822 121 1.6% 445230 Fruit and Vegetable Markets 290 368 78 2.4% 445291 Baked Goods Stores 200 321 121 4.8% 445292 Confectionery and Nut Stores 260 387 127 4.1% 446110 Pharmacies and Drug Stores 7,650 9,022 1,372 1.7% 446120 Cosmetics, Beauty Supplies, and Perfume Stores 1,086 1,702 616 4.6% 446130 Optical Goods Stores 471 681 210 3.7% 446191 Food (Health) Supplement Stores 350 434 84 2.2% 448110 Men's Clothing Stores 441 517 76 1.6% 448120 Women's Clothing Stores 2,661 4,132 1,471 4.5% 448130 Children's and Infants' Clothing Stores 614 1,049 435 5.5% 448140 Family Clothing Stores 4,194 5,433 1,239 2.6% 448150 Clothing Accessories Stores 361 545 184 4.2% 448190 Other Clothing Stores 908 1,125 217 2.2% 448210 Shoe Stores 1,975 2,315 341 1.6% 451110 Sporting Goods Stores 2,686 3,280 593 2.0% 451120 Hobby, Toy, and Game Stores 2,652 3,923 1,271 4.0% 451130 Sewing, Needlework, and Piece Goods Stores 713 889 176 2.2% 452112 Discount Department Stores 15,669 20,045 4,376 2.5% 452910 Warehouse Clubs and Supercenters 10,328 15,807 5,479 4.3% 452990 All Other General Merchandise Stores 5,075 6,890 1,814 3.1% 453310 Used Merchandise Stores 1,537 1,715 177 1.1% 453910 Pet and Pet Supplies Stores 1,183 1,457 274 2.1% 454111 Electronic Shopping 181 245 64 3.1% 454113 Mail-Order Houses 169 242 73 3.7% 454210 Vending Machine Operators 241 309 68 2.5% Applied Development Economics | Page 13 NAICS INDUSTRY 2015 2025 PROJ. 15-25 CHANGE 15-25 CAGR 454310 Fuel Dealers 546 610 64 1.1% 44-45 Retail 125,345 157,252 31,907 2.3% 482110 Rail transportation 1,757 2,007 250 1.3% 484110 General Freight Trucking, Local 5,455 6,215 760 1.3% 484121 General Freight Trucking, Long-Distance, Truckload 6,170 8,314 2,144 3.0% 484122 General Freight Trucking, Long-Distance, Less Than Truckload 2,349 2,656 307 1.2% 484220 Specialized Freight (except Used Goods) Trucking, Local 7,260 9,134 1,874 2.3% 484230 Specialized Freight (except Used Goods) Trucking, Long-Distance 1,265 1,962 698 4.5% 485113 Bus and Other Motor Vehicle Transit Systems 488 873 386 6.0% 485991 Special Needs Transportation 1,241 1,911 671 4.4% 486110 Pipeline Transportation of Crude Oil 419 474 55 1.2% 488210 Support Activities for Rail Transportation 578 789 211 3.2% 488410 Motor Vehicle Towing 1,000 1,394 394 3.4% 488490 Other Support Activities for Road Transportation 258 350 92 3.1% 488510 Freight Transportation Arrangement 872 1,270 398 3.8% 488991 Packing and Crating 593 923 330 4.5% 488999 All Other Support Activities for Transportation 356 501 145 3.5% 48 Trans. 30,059 38,772 8,714 2.6% 492110 Couriers and Express Delivery Services 2,926 3,045 120 0.4% 492210 Local Messengers and Local Delivery 574 771 197 3.0% 493110 General Warehousing and Storage 11,234 13,773 2,539 2.1% 493120 Refrigerated Warehousing and Storage 1,414 1,644 230 1.5% 493190 Other Warehousing and Storage 151 226 75 4.1% 49 Warehousing 16,298 19,459 3,161 1.8% 511120 Periodical Publishers 192 367 175 6.7% 511130 Book Publishers 137 271 134 7.1% 511210 Software Publishers 296 378 82 2.5% 515120 Television Broadcasting 1,114 1,470 356 2.8% 517110 Wired Telecommunications Carriers 3,651 5,682 2,031 4.5% 517919 All Other Telecommunications 35 138 103 14.6% 518210 Data Processing, Hosting, and Related Services 527 628 101 1.8% 51 Information 5,952 8,935 2,983 4.1% 522110 Commercial Banking 5,621 5,705 84 0.1% 522130 Credit Unions 2,461 2,996 536 2.0% 522298 All Other Nondepository Credit Intermediation 362 453 91 2.3% 522390 Other Activities Related to Credit Intermediation 485 622 137 2.5% 523120 Securities Brokerage 387 462 75 1.8% 523140 Commodity Contracts Brokerage 52 102 51 7.1% 523910 Miscellaneous Intermediation 83 161 78 6.8% 523991 Trust, Fiduciary, and Custody Activities 80 140 61 5.8% 524114 Direct Health and Medical Insurance Carriers 2,781 3,596 815 2.6% 524126 Direct Property and Casualty Insurance Carriers 2,547 2,889 342 1.3% Applied Development Economics | Page 14 NAICS INDUSTRY 2015 2025 PROJ. 15-25 CHANGE 15-25 CAGR 524210 Insurance Agencies and Brokerages 6,209 7,005 796 1.2% 524292 Third Party Administration of Insurance and Pension Funds 1,339 1,680 341 2.3% 52 Fin. And Insr. 22,406 25,812 3,405 1.4% 531130 Lessors of Miniwarehouses and Self-Storage Units 891 1,059 168 1.7% 531190 Lessors of Other Real Estate Property 821 879 58 0.7% 531210 Offices of Real Estate Agents and Brokers 2,466 2,561 95 0.4% 531311 Residential Property Managers 3,200 3,835 635 1.8% 531390 Other Activities Related to Real Estate 216 286 71 2.9% 532111 Passenger Car Rental 638 926 288 3.8% 532120 Truck, Utility Trailer, and RV (Recreational Vehicle) Rental and Leasing 562 642 80 1.3% 532299 All Other Consumer Goods Rental 701 908 207 2.6% 532310 General Rental Centers 405 608 203 4.1% 532412 Construction, Mining, and Forestry Machinery and Equipment Rental and Leasing 1,085 1,417 332 2.7% 532490 Other Commercial and Industrial Machinery and Equipment Rental and Leasing 603 930 328 4.4% 533110 Lessors of Nonfinancial Intangible Assets (except Copyrighted Works) 188 241 52 2.5% 53 R.E. and Leasing 11,776 14,293 2,517 2.0% 541110 Offices of Lawyers 4,834 5,412 577 1.1% 541199 All Other Legal Services 156 229 73 3.9% 541213 Tax Preparation Services 1,337 1,506 168 1.2% 541219 Other Accounting Services 2,660 3,315 656 2.2% 541310 Architectural Services 711 822 111 1.5% 541320 Landscape Architectural Services 297 446 150 4.2% 541330 Engineering Services 4,376 4,883 506 1.1% 541350 Building Inspection Services 194 323 129 5.2% 541370 Surveying and Mapping (except Geophysical) Services 291 482 191 5.2% 541380 Testing Laboratories 1,687 2,495 808 4.0% 541410 Interior Design Services 110 181 72 5.1% 541490 Other Specialized Design Services 95 161 66 5.4% 541511 Custom Computer Programming Services 1,524 1,889 365 2.2% 541512 Computer Systems Design Services 1,319 1,748 428 2.9% 541519 Other Computer Related Services 401 514 114 2.5% 541611 Administrative Management and General Management Consulting Services 913 1,174 261 2.5% 541612 Human Resources Consulting Services 215 266 51 2.1% 541613 Marketing Consulting Services 242 357 115 4.0% 541614 Process, Physical Distribution, and Logistics Consulting Services 607 1,150 543 6.6% 541618 Other Management Consulting Services 863 978 115 1.3% 541620 Environmental Consulting Services 486 771 285 4.7% 541690 Other Scientific and Technical Consulting Services 3,185 4,857 1,672 4.3% 541712 Research and Development in the Physical, Engineering, and Life Sciences (except Biotechnology) 986 1,405 419 3.6% 541720 Research and Development in the Social Sciences and 500 819 319 5.1% Applied Development Economics | Page 15 NAICS INDUSTRY 2015 2025 PROJ. 15-25 CHANGE 15-25 CAGR Humanities 541890 Other Services Related to Advertising 861 1,075 214 2.2% 541910 Marketing Research and Public Opinion Polling 280 383 103 3.2% 541940 Veterinary Services 2,621 3,119 498 1.8% 54 Prof.,Sci., Tech. 31,748 40,759 9,010 2.5% 55 Mgt of Cos. 561110 Office Administrative Services 2,448 2,680 232 0.9% 561210 Facilities Support Services 1,717 2,333 616 3.1% 561311 Employment Placement Agencies 1,937 3,202 1,265 5.2% 561320 Temporary Help Services 21,618 29,190 7,572 3.0% 561422 Telemarketing Bureaus and Other Contact Centers 2,295 3,780 1,485 5.1% 561439 Other Business Service Centers (including Copy Shops) 387 459 72 1.7% 561520 Tour Operators 93 257 164 10.7% 561612 Security Guards and Patrol Services 5,170 6,169 999 1.8% 561621 Security Systems Services (except Locksmiths) 759 824 65 0.8% 561710 Exterminating and Pest Control Services 1,381 1,497 116 0.8% 561720 Janitorial Services 5,710 7,682 1,972 3.0% 561790 Other Services to Buildings and Dwellings 753 1,000 247 2.9% 561920 Convention and Trade Show Organizers 885 1,332 447 4.2% 561990 All Other Support Services 1,047 1,360 313 2.7% 562111 Solid Waste Collection 1,614 2,413 799 4.1% 562112 Hazardous Waste Collection 165 249 84 4.2% 562119 Other Waste Collection 240 349 109 3.8% 562219 Other Nonhazardous Waste Treatment and Disposal 242 336 94 3.3% 562910 Remediation Services 401 477 76 1.8% 562920 Materials Recovery Facilities 300 387 86 2.6% 562991 Septic Tank and Related Services 602 1,150 548 6.7% 562998 All Other Miscellaneous Waste Management Services 187 282 95 4.2% 56 Admin,Support,Waste 49,952 67,410 17,458 3.0% 611110 Elementary and Secondary Schools 116,022 126,102 10,080 0.8% 611310 Colleges, Universities, and Professional Schools 31,519 35,958 4,438 1.3% 611430 Professional and Management Development Training 367 625 258 5.5% 611511 Cosmetology and Barber Schools 367 630 262 5.5% 611513 Apprenticeship Training 208 266 58 2.5% 611519 Other Technical and Trade Schools 450 605 155 3.0% 611610 Fine Arts Schools 561 630 69 1.2% 611620 Sports and Recreation Instruction 925 1,310 385 3.5% 611691 Exam Preparation and Tutoring 1,205 1,844 639 4.3% 611710 Educational Support Services 1,056 1,308 252 2.2% 61 Education 152,680 169,277 16,598 1.0% 621111 Offices of Physicians (except Mental Health Specialists) 24,492 28,302 3,810 1.5% 621210 Offices of Dentists 9,175 10,157 982 1.0% 621320 Offices of Optometrists 1,489 1,858 369 2.2% 621330 Offices of Mental Health Practitioners (except 908 1,293 385 3.6% Applied Development Economics | Page 16 NAICS INDUSTRY 2015 2025 PROJ. 15-25 CHANGE 15-25 CAGR Physicians) 621340 Offices of Physical, Occupational and Speech Therapists, and Audiologists 2,010 2,629 619 2.7% 621399 Offices of All Other Miscellaneous Health Practitioners 309 448 139 3.8% 621410 Family Planning Centers 541 660 119 2.0% 621420 Outpatient Mental Health and Substance Abuse Centers 1,433 1,880 447 2.8% 621491 HMO Medical Centers 5,260 8,443 3,183 4.8% 621492 Kidney Dialysis Centers 1,495 2,138 643 3.6% 621493 Freestanding Ambulatory Surgical and Emergency Centers 732 855 123 1.6% 621498 All Other Outpatient Care Centers 1,502 2,394 892 4.8% 621511 Medical Laboratories 896 970 74 0.8% 621512 Diagnostic Imaging Centers 1,019 1,589 570 4.5% 621610 Home Health Care Services 6,422 9,917 3,495 4.4% 621910 Ambulance Services 2,345 3,062 718 2.7% 621999 All Other Miscellaneous Ambulatory Health Care Services 191 328 137 5.5% 622110 General Medical and Surgical Hospitals 50,893 56,248 5,355 1.0% 622210 Psychiatric and Substance Abuse Hospitals 283 426 143 4.2% 623110 Nursing Care Facilities (Skilled Nursing Facilities) 14,236 17,015 2,779 1.8% 623220 Residential Mental Health and Substance Abuse Facilities 2,062 2,457 396 1.8% 623311 Continuing Care Retirement Communities 2,515 3,451 935 3.2% 623312 Assisted Living Facilities for the Elderly 4,596 5,402 807 1.6% 624110 Child and Youth Services 2,818 3,424 606 2.0% 624120 Services for the Elderly and Persons with Disabilities 36,547 57,396 20,849 4.6% 624190 Other Individual and Family Services 2,563 2,625 62 0.2% 624210 Community Food Services 305 391 86 2.5% 624221 Temporary Shelters 498 560 62 1.2% 624229 Other Community Housing Services 275 332 57 1.9% 624310 Vocational Rehabilitation Services 4,200 4,493 293 0.7% 624410 Child Day Care Services 4,863 5,218 355 0.7% 62 Health 186,876 236,363 49,487 2.4% 711211 Sports Teams and Clubs 515 655 140 2.4% 712110 Museums 176 234 59 2.9% 712130 Zoos and Botanical Gardens 167 250 83 4.1% 713210 Casinos (except Casino Hotels) 999 1,253 254 2.3% 713290 Other Gambling Industries 592 886 294 4.1% 713910 Golf Courses and Country Clubs 2,231 2,412 181 0.8% 713940 Fitness and Recreational Sports Centers 4,525 5,149 624 1.3% 713950 Bowling Centers 532 596 64 1.1% 713990 All Other Amusement and Recreation Industries 1,162 1,218 56 0.5% 71 Arts, Enter., Rec. 10,900 12,654 1,754 1.5% 721110 Hotels (except Casino Hotels) and Motels 8,433 9,663 1,230 1.4% 721191 Bed-and-Breakfast Inns 139 236 98 5.5% Applied Development Economics | Page 17 NAICS INDUSTRY 2015 2025 PROJ. 15-25 CHANGE 15-25 CAGR 721214 Recreational and Vacation Camps (except Campgrounds) 298 397 98 2.9% 722320 Caterers 1,166 1,404 238 1.9% 722330 Mobile Food Services 127 208 80 5.0% 722511 Full-Service Restaurants 37,457 43,496 6,038 1.5% 722513 Limited-Service Restaurants 49,000 58,939 9,939 1.9% 722514 Cafeterias, Grill Buffets, and Buffets 1,600 1,763 163 1.0% 722515 Snack and Nonalcoholic Beverage Bars 6,599 8,146 1,548 2.1% 72 Accommodations and Food 104,820 124,252 19,431 1.7% 811111 General Automotive Repair 3,568 4,455 887 2.2% 811121 Automotive Body, Paint, and Interior Repair and Maintenance 2,390 2,913 522 2.0% 811192 Car Washes 2,474 3,519 1,045 3.6% 811198 All Other Automotive Repair and Maintenance 483 764 281 4.7% 811212 Computer and Office Machine Repair and Maintenance 155 242 87 4.6% 811219 Other Electronic and Precision Equipment Repair and Maintenance 164 249 85 4.3% 811310 Commercial and Industrial Machinery and Equipment (except Automotive and Electronic) Repair and Maintenance 3,230 4,172 942 2.6% 812113 Nail Salons 810 1,373 563 5.4% 812199 Other Personal Care Services 449 607 158 3.1% 812220 Cemeteries and Crematories 351 446 95 2.4% 812310 Coin-Operated Laundries and Drycleaners 227 298 71 2.8% 812331 Linen Supply 818 1,055 237 2.6% 812332 Industrial Launderers 1,002 1,259 257 2.3% 812910 Pet Care (except Veterinary) Services 540 773 232 3.6% 813110 Religious Organizations 12,941 14,186 1,245 0.9% 813211 Grantmaking Foundations 846 1,075 229 2.4% 813212 Voluntary Health Organizations 251 376 125 4.1% 813312 Environment, Conservation and Wildlife Organizations 400 540 140 3.0% 813410 Civic and Social Organizations 1,789 2,013 224 1.2% 813930 Labor Unions and Similar Labor Organizations 791 856 65 0.8% 81 Other Svcs. 33,682 41,172 7,490 2.0% 902999 State Government, Excluding Education and Hospitals 24,623 27,500 2,877 1.1% 903999 Local Government, Excluding Education and Hospitals 67,483 73,674 6,190 0.9% 90 Public 92,106 101,173 9,067 0.9% 999999 Unclassified Industry 3,775 4,174 400 1.0% 99 Unclass. 3,775 4,174 400 1.0% Source: ADE Inc., based on data provided by EMSI Note: CAGR = Compound annual growth rate. Applied Development Economics | Page 18 INDUSTRY CLUSTERS The San Joaquin Valley has defined a number of regional industry clusters that are significant components of the regional economic base, which are listed in Table 6 below.2 The Agriculture cluster includes not only farm production, but also food processing, related distribution and logistics, and a variety of agricultural services that include fertilizers, irrigation, soil testing, veterinary services, and marketing among others (Detailed cluster and sub-cluster employment data are in the in the beginning of the Appendix). This cluster cuts across several of the major industry groups shown in Table 4 above. Within the broader Agricultural cluster, there continues to be a shift away from jobs employed directly at farms and increased reliance on farm labor contractors. In addition, a number of food processing industries are projected to increase employment, including poultry processing (NAICS 311615), animal slaughtering (NAICS 311611), meat processed from carcasses (NAICS 311612), wineries (NAICS 312130), corrugated and solid fiber box (NAICS 322211), perishable prepared foods (NAICS 311991), and wood containers and pallets (NAICS 321920)(see Table A-2 in the Appendix). In addition, the agriculture related distribution (logistics) sector is projected to add about 3,900 jobs over the next ten years. Industry clusters represent traded sectors in the regional economy and typically are the source of most of the income and wealth for the region as well as the areas where innovation occurs most frequently. In CCWC region, Agriculture and Health Care are the two largest industry clusters. For this study, we have also included the retail sector and the accommodations and food services sector to reflect job opportunities in the local-serving and tourism industries. The Health and Wellness cluster is projected to add 51,000 jobs by 2025 (Table 6). Of the 51,000 new jobs, almost 26,700 (52 percent) will occur in the Health Care – Delivery sub-cluster. Within this sub- cluster, the number of jobs in hospitals is projected to increase by 5,400 new jobs, with another 4,200 new jobs projected for services to elderly and disabled persons. In addition to the 4,200 new service- related jobs in the Health Care – Delivery sub-cluster, there is another 20,800 new jobs in the Health Care – Other Services sub-cluster pertaining to services for the elderly and disabled (NAICS 624120). Some of the new jobs will occur in hospital settings but many will be in outpatient facilities and various types of nursing and residential care facilities. (see Appendix Tables-6 and -7 for detail on industries in this cluster). In addition to tracking growing industries, our analysis also identifies industries that are expected to decline. Table 7 lists industries within various clusters expected to decline by 50 or more workers between 2015 and 2025. While food processing generally exhibits strong growth over the next ten years, there are several food processing industries within the Ag Cluster that expected to decline, such as breakfast cereal manufacturing (NAICS 311230), fruit and vegetable canning (NAICS 311421), and dried and dehydrated food manufacturing (NAICS 311423). 2 ADE Inc., San Joaquin Valley Regional Industry Cluster Analysis and Action Plan, prepared for the Office of Community and Economic Development, CSU Fresno, on behalf of the California Partnership for the San Joaquin Valley. September 2012. Applied Development Economics | Page 19 Table 6 — Employment Projections By Industry Clusters: CCWC Region: 2015 - 2025 NAICS 2015 JOBS 2025 PROJECTED 15-25 CHANGE 15-25 ANNUAL GROWTH RATE Total 1,031,426 1,203,144 171,718 1.6% Energy 47,762 53,517 5,755 1.1% Diversified Manufacturing 30,277 30,777 500 0.2% Health and Wellness 203,489 254,499 51,010 2.3% Agriculture 418,394 469,406 51,012 1.2% Water Flow Technology 9,934 11,480 1,546 1.5% Logistics 51,436 63,324 11,888 2.1% Retail 151,397 178,823 27,426 1.7% Accommodations and Food Services 106,314 125,619 19,305 1.7% Heavy Construction 12,423 15,699 3,276 2.4% Source: Applied Development Economics, based on EMSI Q4 2015 QCEW and Non-QCEW Industry Employment. Note: Energy Cluster excludes employment data for NAICS 541 (Professional, Scientific and Technical), Health and Wellness Cluster excludes employment data for NAICS 9012 (Military); Manufacturing Cluster is only for “manufacturing – other” industries Table 7 — Industries Within Various Clusters That Are Expected to Decline Significantly Between 2015 and 2025 (50 or more): CCWC Region Cluster NAICS Industries 2015 2025 Change CAGR Ag Cluster - Distribution 445299 All Other Specialty Food Stores 561 201 -360 -9.8% Ag Cluster - Distribution 481111 Scheduled Passenger Air Transportation 379 168 -211 -7.8% Ag Cluster - Processing 311111 Dog and Cat Food Manufacturing 287 187 -100 -4.2% Ag Cluster - Processing 311211 Flour Milling 356 229 -127 -4.3% Ag Cluster - Processing 311230 Breakfast Cereal Manufacturing 359 57 -302 -16.8% Ag Cluster - Processing 311411 Frozen Fruit, Juice, and Vegetable Manufacturing 2,598 2,462 -136 -0.5% Ag Cluster - Processing 311421 Fruit and Vegetable Canning 7,588 6,985 -603 -0.8% Ag Cluster - Processing 311422 Specialty Canning 55 0 -55 - 100.0% Ag Cluster - Processing 311423 Dried and Dehydrated Food Manufacturing 2,261 1,632 -629 -3.2% Ag Cluster - Processing 311613 Rendering and Meat Byproduct Processing 178 83 -95 -7.3% Ag Cluster - Processing 311812 Commercial Bakeries 1,093 834 -259 -2.7% Ag Cluster - Processing 316110 Leather and Hide Tanning and Finishing 56 6 -50 -20.0% Ag Cluster - Processing 326160 Plastics Bottle Manufacturing 229 145 -84 -4.5% Ag Cluster - Processing 332431 Metal Can Manufacturing 664 394 -270 -5.1% Ag Cluster - Production 111000 Crop Production 46,809 45,545 -1,264 -0.3% Ag Cluster - Production 112000 Animal Production and Aquaculture 18,521 17,793 -728 -0.4% Ag Cluster - Support 115111 Cotton Ginning 188 9 -179 -26.2% Ag Cluster - Support 325311 Nitrogenous Fertilizer Manufacturing 67 6 -61 -21.4% Ag Cluster - Support 332311 Prefabricated Metal Building and Component Manufacturing 714 585 -129 -2.0% Ag Cluster - Support 444210 Outdoor Power Equipment Stores 209 76 -133 -9.6% Ag Cluster - Support 522292 Real Estate Credit 898 569 -329 -4.5% Applied Development Economics | Page 20 Cluster NAICS Industries 2015 2025 Change CAGR Ag Cluster - Support 551112 Offices of Other Holding Companies 112 15 -97 -18.2% Ag Cluster - Support 551114 Corporate, Subsidiary, and Regional Managing Offices 10838 9454 -1384 -1.4% Energy Core--Alt Energy Production 238160 Roofing Contractors 1378 1100 -278 -2.2% Energy Core--Energy Efficiency 238310 Drywall and Insulation Contractors 4015 3937 -78 -0.2% Energy Core--Petroleum 212399 All Other Nonmetallic Mineral Mining 57 3 -54 -25.5% Energy Core--Power Generation 221111 Hydroelectric Power Generation 150 0 -150 - 100.0% Energy Core--Power Generation 221210 Natural Gas Distribution 2864 2503 -361 -1.3% Energy related-- Manufacturing 311613 Rendering and Meat Byproduct Processing 178 83 -95 -7.3% Health Care--Delivery 621310 Offices of Chiropractors 997 937 -60 -0.6% Health Care--Delivery 622310 Specialty (except Psychiatric and Substance Abuse) Hospitals 265 152 -113 -5.4% Health Care--Delivery 623210 Residential Intellectual and Developmental Disability Facilities 2507 2453 -54 -0.2% Health Care--Delivery 623990 Other Residential Care Facilities 1423 1152 -271 -2.1% Health Care--Medical devices manufacturing 339113 Surgical Appliance and Supplies Manufacturing 556 457 -99 -1.9% Health Care--Medical devices manufacturing 339116 Dental Laboratories 246 158 -88 -4.3% Health Care--Wellness and Fitness 532291 Home Health Equipment Rental 167 83 -84 -6.8% Health Care--Wellness and Fitness 812191 Diet and Weight Reducing Centers 134 82 -52 -4.8% Heavy Construction 237130 Power and Communication Line and Related Structures Construction 1060 862 -198 -2.0% Heavy Construction 237210 Land Subdivision 444 125 -319 -11.9% Heavy Construction 237310 Highway, Street, and Bridge Construction 1880 1779 -101 -0.6% Logistics 336612 Boat Building 202 6 -196 -29.6% Logistics 481111 Scheduled Passenger Air Transportation 379 168 -211 -7.8% Logistics 484210 Used Household and Office Goods Moving 477 423 -54 -1.2% Logistics 485410 School and Employee Bus Transportation 861 776 -85 -1.0% Logistics 485510 Charter Bus Industry 297 222 -75 -2.9% Logistics 493130 Farm Product Warehousing and Storage 132 79 -53 -5.0% Manufacturing - Other 321214 Truss Manufacturing 344 142 -202 -8.5% Manufacturing - Other 321918 Other Millwork (including Flooring) 219 73 -146 -10.4% Manufacturing - Other 321991 Manufactured Home (Mobile Home) Manufacturing 281 0 -281 - 100.0% Manufacturing - Other 323111 Commercial Printing (except Screen and Books) 1594 910 -684 -5.5% Manufacturing - Other 323117 Books Printing 227 52 -175 -13.7% Manufacturing - Other 325311 Nitrogenous Fertilizer Manufacturing 67 6 -61 -21.4% Manufacturing - Other 326140 Polystyrene Foam Product Manufacturing 385 223 -162 -5.3% Applied Development Economics | Page 21 Cluster NAICS Industries 2015 2025 Change CAGR Manufacturing - Other 327211 Flat Glass Manufacturing 227 3 -224 -35.1% Manufacturing - Other 327320 Ready-Mix Concrete Manufacturing 990 875 -115 -1.2% Manufacturing - Other 327332 Concrete Pipe Manufacturing 364 184 -180 -6.6% Manufacturing - Other 332311 Prefabricated Metal Building and Component Manufacturing 714 585 -129 -2.0% Manufacturing - Other 332321 Metal Window and Door Manufacturing 243 183 -60 -2.8% Manufacturing - Other 332618 Other Fabricated Wire Product Manufacturing 184 94 -90 -6.5% Manufacturing - Other 332813 Electroplating, Plating, Polishing, Anodizing, and Coloring 197 128 -69 -4.2% Manufacturing - Other 332919 Other Metal Valve and Pipe Fitting Manufacturing 118 61 -57 -6.4% Manufacturing - Other 334220 Radio and Television Broadcasting and Wireless Communications Equipment Manufacturing 1018 665 -353 -4.2% Manufacturing - Other 334412 Bare Printed Circuit Board Manufacturing 200 81 -119 -8.6% Manufacturing - Other 336214 Travel Trailer and Camper Manufacturing 122 12 -110 -20.7% Manufacturing - Other 336411 Aircraft Manufacturing 73 9 -64 -18.9% Manufacturing - Other 336612 Boat Building 202 6 -196 -29.6% Manufacturing - Other 337110 Wood Kitchen Cabinet and Countertop Manufacturing 1059 978 -81 -0.8% Manufacturing - Other 337122 Nonupholstered Wood Household Furniture Manufacturing 324 79 -245 -13.2% PROJECTED JOB OPENINGS Labor force demand is not only affected by new jobs growth but also by changes in the labor force. As discussed in the next chapter, as the Baby Boomer generation ages out of the labor force, there will be an increasing need for replacement workers. In addition, job turnover occurs for a number of other reasons. As shown in Table 8, more than 51,200 average annual openings are projected between 2015 and 2025 (512,600 total openings), of which approximately 21,000 annual openings would be due to new job growth. Applied Development Economics | Page 22 Table 8 — Annual Opening To Number of Unemployed Who Satisfy Minimum Educational Requirements By Occupation: CCWC Region Occupational Group Annual Openings Unemployed Whose Educational Attainment Matches Occupational Requirements Part-Time Labor Whose Educational Attainment Matches Occupational Requirements Total 51,263 80,373 232,966 53 Transportation and Material Moving 4,952 15,468 27,840 51 Production 1,726 3,447 5,983 49 Installation, Maintenance, and Repair 1,650 1,683 4,182 47 Construction and Extraction 1,713 7,322 12,481 45 Farming, Fishing, and Forestry 6,333 9,087 18,102 43 Office and Administrative Support 5,934 12,889 31,743 41 Sales and Related 6,337 7,814 25,382 39 Personal Care and Service 1,737 3,600 14,881 37 Building and Maintenance 1,308 3,342 10,387 35 Food Preparation and Serving Related 6,281 6,416 27,993 33 Protective Service 1,335 1,391 3,875 31 Healthcare Support 1,767 2,113 5,324 29 Healthcare Practitioners and Technical 2,298 521 7,731 27 Arts, Enter. and Media 195 101 1,096 25 Education, Training, and Library 3,087 2,351 25,120 23 Legal 129 143 645 21 Community and Social Services 824 218 1,467 19 Life, Physical, and Social Science 256 43 466 17 Architecture and Engineering 321 129 443 15 Computer and Mathematical 323 542 733 13 Business and Financial Operations 1,132 770 2,597 11 Management 1,626 982 4,497 Source: Applied Development Economics, based on EMSI Annual Openings Q4 2015 QCEW and non-QCEW and US Census ACS 3- Year Sample 2012-2014 (from iPUMS) (internal file: P:\CCWC Labor Force 2015\03_NEXT-TASKS\TABLES\06_draft_Fresno- update.xlsx T7r) Applied Development Economics | Page 23 LLAABBOORR FFOORRCCEE CCHHAARRAACCTTEERRIISSTTIICCSS The analysis of labor force characteristics includes details about the following groups: Race and Ethnicity: White, Latino, Other Gender Veteran Status Disability Status Citizenship The characteristics include: Age Educational Attainment Employment status: full time, part time, unemployed Occupation The discussion is organized around a number of graphical charts that summarize the information; however, Tables 9-25 at the end of the chapter provide more detail for these groups and demographic characteristics. AGE DEMOGRAPHICS The labor force in CCWC region is fairly evenly concentrated among the age groups. Workers in the 16-24 age group are about 16.6 percent of the total while nearly 25 percent are in the 25-34 age group. The prime working age group of 35-54 has 42 percent of the workforce. Workers over 55 constitute about 16.9 percent of the workforce and a number of employers report that impending retirements are a significant issue for them in terms of anticipated openings in the future. Applied Development Economics | Page 24 Figure 2 – Labor Force Age Distribution (Persons 16 and Over) Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS As shown in Figure 3, younger age groups tend to have a higher proportion of Latino workers while older age groups have higher percentages of white workers. Of the labor force between 16 and 24, 57.6 percent are Latino, while 28.2 percent are White. Similarly for the 25-34 age cohort, 54.3 percent are Latino and 31.3 percent are White. At 47.6 percent of the 35 to 54 workforce, Latinos comprise the largest segment of prime working-age adults in the labor force, with Whites numbering 38.1 percent. However, Whites constitute 56.8 percent of workers 55+ years old. Figure 3 – Age Distribution by Race/Ethnicity (Persons 16 and Over) Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS 16.6% 24.1% 42.4% 13.2% 3.7% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 16-24 25-34 35-54 55-64 65+ 28.2% 31.3% 38.1% 54.5% 65.2% 57.7% 54.3% 47.6% 32.2% 23.5% 14.1% 14.3% 14.3% 13.3% 11.3% 0% 10% 20% 30% 40% 50% 60% 70% 16-24 25-34 35-54 55-64 65+ White Latino Other Applied Development Economics | Page 25 Non-citizen workers constitute 18.9 percent of the workforce in CCWC region, though the rate varies with age (Figure 4). At 20.7 percent of the 25-34 age cohort and 23.7 percent of the prime working age (35 to 54) labor force, non-citizens are more concentrated in these two sub-populations relative to their overall concentration level. In contrast, non-citizens comprise only 11.5 percent of the labor force between 16 and 24. Figure 4 – Labor Force By Age and By Citizenship Status (16 and over) Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS UNEMPLOYMENT In CCWC region, about 48 percent of the labor force is Latino, at 870,562 persons out of a labor force of 1,814,685 (see Table 11 at the end of the Chapter). Thirty-eight percent is White. Unemployment for Latino workers 25 and older is 12.4 percent compared to 8.6 percent for Whites (Table 14). Unemployment is 14.2 percent for workers in other racial and ethnic groups. Unemployment affects workers 25 and older with no college degree much more, at 13.2 percent, than those with a college degree (6.1 percent). Veterans’ unemployment level is at 8.8 percent. Disabled workers have relatively high unemployment, at slightly over 22.0 percent (Table 9). EDUCATIONAL ATTAINMENT Educational attainment in the CCWC region is slightly lower than the statewide averages, with 22 percent of workers 25 years and older not holding a high school diploma or equivalent, compared to 18.5 percent for the state as a whole. Statewide, 38.8 percent have a college degree, compared to 28.5 percent for the CCWC region. However, in the San Joaquin Valley there is a stark contrast in the educational attainment levels of the labor force when citizenship status is taken into account. Among 88.5% 79.3% 76.3% 87.2% 92.0% 81.1% 11.5% 20.7% 23.7% 12.8% 8.0% 18.9% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 16-24 25-34 35-54 55-64 65+ ALL Citizens Not Citizens Applied Development Economics | Page 26 US citizens in the CCWC workforce, only 12 percent do not have a high school diploma or GED and 33.7 percent have a college degree. However, it is important to recognize that many non-citizens have not had the same educational opportunities in their home countries and many have not achieved the equivalent of a high school diploma. As shown in Figure 5, 63 percent of the non-citizens 25 and over in the labor force have not obtained a high school diploma or a GED. Twenty percent of non-citizens in the labor force have earned a high school diploma or equivalent, which is five percentage points lower than the rate for citizens (i.e. 25.9 percent). This accounts in part for the differences in educational attainment between Latino workers and other workers in the labor force (Figure 6), as the non-citizen group is 87.1 percent Latino; slightly over 39 percent of all Latinos in the workforce have no high school diploma or GED. It is also important to note that Latinos have earned high school diplomas and GEDs at rates slightly surpassing Whites and Others, at 25.9 percent versus 24.5 percent (Whites) and 21.7 percent (Others). However, Whites and Others are over two times more likely than Latinos to have earned a college degree: 14.9 percent of the Latinos in the labor force have earned a college degree versus 40 percent for Whites and 41 percent for Others (Figure 6). Figure 5 – Labor Force Educational Attainment by Citizenship Status (25 and over) Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS . Educational attainment also affects employment status. Persons with no high school diploma exhibit rates of unemployment that more than double unemployment levels for persons with a college degree, or 15.8 percent versus 6.1 percent. Of the persons with a college degree, almost 68 percent work full- time, resulting in a full-time employment rate that is 18 percentage points greater than the rate for persons without a high school diploma (i.e. 68.3 percent versus 50.0 percent). 11.5% 25.9% 28.9% 33.7% 62.8% 20.3% 9.0% 7.9% 22.0% 24.8% 24.9% 28.4% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% No HS HS Some College College Degree Citizens Not Citizens All Applied Development Economics | Page 27 Figure 6 – Educational Attainment by Race/Ethnicity Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Figure 7 – Employment Status By Educational Attainment Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS 22.0% 24.8% 24.9% 28.4% 5.7% 24.5% 30.2% 39.6% 39.2% 25.9% 20.0% 14.9% 11.9% 21.7% 25.6% 40.8% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% No HS HS Some College College All White Latino Other 61.4% 27.4% 11.2% 50.0% 34.2% 15.8% 60.9% 26.2% 13.0% 64.1% 24.9% 11.0% 68.3% 25.6% 6.1% 0% 10% 20% 30% 40% 50% 60% 70% 80% Full-Time Part-Time Unemployed All No HS HS\GED Some College College Applied Development Economics | Page 28 Veterans in CCWC region tend to have high levels of overall educational attainment, with 3.5 percent not achieving a high school diploma (Figure 8). For the workforce as a whole, 22.0 percent do not have a high school diploma or equivalent degree. Among disabled workers, however, nearly 264.5 percent do not have a high school diploma. Figure 8 – Educational Attainment for Disabled Workers and Veterans Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS UNDERUTILIZED WORKFORCE This part of report provides a focus on part time and unemployed labor force in terms of how their educational attainment and prior occupational background matches projected annual job openings. Figure 9 reproduces the major categories of job openings listed earlier in Table 8. The largest numbers of openings are in lower skilled occupations such as farming, food service, sales and administrative office occupations. However, significant number so openings are also projected in education, production, healthcare practitioners and personal care services, which are followed closely by management and healthcare positions. Comparing these categories to the availability of currently unemployed and part time workers in Figure 10, there are substantial numbers of workers who would seemingly be available to fill these positions. However, they may need training to help upgrade their skill sets or they may need other services to help them be available for full time employment. 22.0% 24.8% 24.9% 28.4% 24.5% 25.9% 26.7% 22.9% 3.5% 22.5% 36.4% 37.7% 0% 5% 10% 15% 20% 25% 30% 35% 40% No HS HS\GED Some College College Total Disabled Veterans Applied Development Economics | Page 29 Figure 9 – Annual Openings By Major Occupational Groups Source: ADE, Inc., based on data provided by EMSI. Figure 11 groups job openings by three main categories of occupational level: managers and supervisory personnel; workers with specialty or higher level skills; and support positions that are more entry level or have a lower required skill set. At this level, the unemployed and part time workforce combined exceeds the available openings (shown in blue) for each category, reinforcing the notion that retraining and skills transfer may help improve the availability of workers for positions in demand by employers. 129 195 256 323 321 824 1,132 1,308 1,335 1,626 1,650 1,737 1,726 1,767 1,713 2,298 3,087 4,952 5,934 6,281 6,333 6,337 0 2000 4000 6000 8000 23 Legal 27 Arts, Enter., Media 19 Life, Physical, Social Sci 15 Computer and Math 17 Architecture and Engin. 21 Community, Social Svc. 13 Business and Financial Op 37 Building and Maintenance 33 Protective Service 11 Management 49 Installation, Maint, Repair 39 Personal Care 51 Production 31 Healthcare Support 47 Construction and Extraction 29 Healthcare Practitioners 25 Education, Training, Library 53 Transport., Material Moving 43 Office and Admin. Support 35 Food Prep. 45 Farming, Fishing, Forestry 41 Sales and Related Applied Development Economics | Page 30 Figure 10 - Number of Unemployed and Part-Time Labor Force by Major Occupational Group Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS . Figure 12 shows the educational level for the unemployed and part time workforce, categorized by occupational background. This figure tracks all unemployed and part-time workers, not just those who minimally qualify for the annually open positions. There are relatively few managers who have not achieved a high school diploma and the greatest number do have a high school diploma; of the 120,528 persons with no high school diploma, 6,055 (5 percent) are managers. Interestingly, the 6,055 managers with no high school diploma represent 17 percent of all managers (6,055 out of 35,006), although more than likely these persons hold lower-level managerial positions. Among mid- level workers with some special skills, most have either a college degree (55,594), or have had some college courses (45,020). Almost 28,077 workers who most recently worked in support positions also have a college degree. 143 101 43 542 129 218 770 3,342 1,391 982 1,683 3,600 3,447 2,113 7,322 521 2,351 15,468 12,889 6,416 9,087 7,814 645 1,096 466 733 443 1,467 2,597 10,387 3,875 4,497 4,182 14,881 5,983 5,324 12,481 7,731 25,120 27,840 31,743 27,993 18,102 25,382 0 5000 10000 15000 20000 25000 30000 35000 23 Legal 27 Arts, Enter., Media 19 Life, Physical, Social Sci 15 Computer and Math 17 Architecture and Engin. 21 Community, Social Svc. 13 Business and Financial Op 37 Building and Maintenance 33 Protective Service 11 Management 49 Installation, Maint, Repair 39 Personal Care 51 Production 31 Healthcare Support 47 Construction and Extraction 29 Healthcare Practitioners 25 Education, Training, Library 53 Transport., Material Moving 43 Office and Admin. Support 35 Food Prep. 45 Farming, Fishing, Forestry 41 Sales and Related Applied Development Economics | Page 31 Figure 11 – Part Time and Unemployment Workers By Occupational Class Compared To Annual Openings (Persons 25 and Over): Only Persons Whose Educational Attainment Commensurate With Opening Position: CCWC Region Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Figure 12 – Part Time and Unemployed Workers By Educational Attainment and Occupational Class: CCWC Region Source: ADE, Inc., based on ACS 2012-2014. Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS and EMSI. 6,055 7,695 10,100 11,156 35,074 50,005 45,020 55,594 79,400 68,443 78,072 28,077 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 No HS HS\GED Some College Management Specialists Support 50,378 198,378 263,870 4,647 36,736 43,348 15,222 104,365 117,293 0 50,000 100,000 150,000 200,000 250,000 300,000 Managers Specialists Support Tot. Openings (15-25) Unemployed Part-Time Applied Development Economics | Page 32 Table 9 — Summary of Overall Labor Force Trends for Select Demographic Categories (Persons 16 and Over): CCWC Region LABOR FORCE TRENDS BY RACE AND ETHNICITY LABOR FORCE TRENDS BY GENDER LABOR FORCE TRENDS BY CITIZENSHIP STATUS LABOR FORCE TRENDS BY EDUCATIONAL ATTAINMENT (25 AND OVER) LABOR FORCE TRENDS BY VETERAN STATUS LABOR FORCE TRENDS BY DISABILITY STATUS White Women Citizen College Degree Veterans At least One Disability Labor Force 689,327 810,184 1,470,856 429,785 85,680 117,130 Unemployed 71,290 113,984 191,809 26,248 7,511 25,927 Unemployment Rate 10.3% 14.1% 13.0% 6.1% 8.8% 22.1% Latino Men Not Citizens Persons with No College Degree Not Veterans Persons with No Reported Disability Labor Force 870,562 1,004,502 343,829 1,083,078 1,729,005 1,697,555 Unemployed 128,560 127,175 49,350 142,738 233,648 215,232 Unemployment Rate 14.8% 12.7% 14.4% 13.2% 13.5% 12.7% Other Labor Force 254,797 Unemployed 41,310 Unemployment Rate 16.2% Total Total Total Total Total Total Labor Force 1,814,685 1,814,685 1,814,685 1,512,863 1,814,685 1,814,685 Unemployed 241,159 241,159 241,159 168,986 241,159 241,159 Unemployment Rate 13.3% 13.3% 13.3% 11.2% 13.3% 13.3% Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 33 Table 10 — Population by Age, Race\Ethnicity, and Educational Attainment: CCWC Region 0-15 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL Total 1,065,791 252,987 328,701 298,217 284,180 1,023,563 416,184 441,796 4,111,420 White 240,526 63,017 89,363 90,155 86,883 382,109 220,119 274,009 1,446,183 Did not earn HSD\GED 197,887 37,974 7,384 7,008 7,329 32,976 17,141 38,599 346,299 HSD\GED 14 11,838 28,252 23,961 22,556 104,145 56,658 82,917 330,340 Some college -- not attending 0 1,027 16,902 23,272 24,109 107,305 63,506 72,622 308,743 Some college -- attending 44 12,058 23,080 7,670 3,736 7,135 958 550 55,231 AA 0 45 6,468 8,196 9,269 38,237 25,186 21,140 108,541 BA+ 0 76 7,277 20,049 19,884 92,311 56,670 58,181 254,448 NA 42,581 0 0 0 0 0 0 0 42,581 Latino 670,501 148,156 186,934 162,231 155,040 482,866 134,849 108,796 2,049,372 Did not earn HSD\GED 547,701 94,123 35,695 45,041 56,993 224,683 69,478 70,126 1,143,838 HSD\GED 0 28,109 60,802 50,699 44,551 118,309 26,449 18,037 346,954 Some college -- not attending 0 2,691 30,614 32,174 25,942 75,922 22,333 12,661 202,338 Some college -- attending 231 22,900 43,474 10,514 6,147 6,177 556 130 90,129 AA 0 311 10,049 12,061 9,870 23,749 7,696 3,987 67,723 BA+ 0 22 6,301 11,742 11,537 34,027 8,337 3,855 75,820 NA 122,570 0 0 0 0 0 0 0 122,570 Other 154,764 41,814 52,404 45,830 42,257 158,589 61,217 58,992 615,865 Did not earn HSD\GED 128,320 24,720 6,970 5,587 6,023 26,601 16,472 21,144 235,836 HSD\GED 0 8,697 13,368 11,989 11,101 37,361 12,636 11,435 106,587 Some college -- not attending 0 1,001 8,954 10,399 8,996 35,522 12,294 9,211 86,377 Some college -- attending 0 6,891 14,684 3,128 1,853 4,366 512 192 31,627 AA 0 505 3,901 4,628 4,974 13,878 5,123 4,992 38,001 BA+ 0 0 4,527 10,098 9,309 40,861 14,179 12,018 90,993 NA 26,444 0 0 0 0 0 0 0 26,444 Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 34 Table 11 — Labor Force by Age, Race\Ethnicity, and Educational Attainment (Persons 16 and Over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 73,189 228,633 224,535 212,155 769,337 239,252 67,586 1,512,863 1,814,685 White 19,098 66,041 69,470 67,359 292,851 130,444 44,063 604,187 689,327 Did not earn HSD\GED NA NA 3,401 4,382 16,709 7,093 2,759 34,344 NA HSD\GED NA NA 17,224 16,229 75,421 29,873 9,339 148,086 NA Some college -- not attending NA NA 18,621 19,013 82,720 36,231 11,443 168,028 NA Some college -- attending NA NA 5,641 2,600 5,306 496 128 14,171 NA AA NA NA 7,086 7,795 30,930 15,127 5,504 66,442 NA BA+ NA NA 17,497 17,340 81,765 41,624 14,891 173,117 NA Latino 43,509 130,678 122,484 114,752 366,197 77,078 15,865 696,376 870,562 Did not earn HSD\GED NA NA 28,309 39,039 160,686 36,187 8,638 272,859 NA HSD\GED NA NA 39,548 32,460 89,997 15,744 2,791 180,540 NA Some college -- not attending NA NA 26,882 20,417 60,795 13,520 2,370 123,984 NA Some college -- attending NA NA 7,024 4,024 3,983 340 84 15,455 NA AA NA NA 10,481 8,323 20,614 4,773 717 44,908 NA BA+ NA NA 10,241 10,488 30,121 6,515 1,265 58,630 NA Other 10,583 31,914 32,581 30,043 110,289 31,730 7,658 212,300 254,797 Did not earn HSD\GED NA NA 2,411 2,829 12,718 5,976 1,334 25,267 NA HSD\GED NA NA 7,753 7,372 23,413 6,361 1,100 45,999 NA Some college -- not attending NA NA 8,179 6,561 25,563 6,360 1,418 48,082 NA Some college -- attending NA NA 1,981 1,192 2,872 178 41 6,263 NA AA NA NA 4,031 4,108 10,689 2,854 1,102 22,784 NA BA+ NA NA 8,226 7,980 35,034 10,001 2,663 63,905 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 35 Table 12 — Part-Time Employed Labor Force by Age, Race\Ethnicity, and Educational Attainment (Persons 16 and Over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 42,442 110,237 71,128 56,915 194,119 61,854 31,082 415,098 567,777 White 12,501 34,079 21,889 16,676 65,208 31,777 20,568 156,119 202,699 Did not earn HSD\GED NA NA 890 1,086 4,744 1,891 1,163 9,775 NA HSD\GED NA NA 4,674 3,863 17,095 7,790 4,737 38,159 NA Some college -- not attending NA NA 5,359 4,618 17,195 8,517 5,232 40,920 NA Some college -- attending NA NA 2,599 1,059 1,355 139 70 5,222 NA AA NA NA 2,892 2,205 7,066 4,128 2,445 18,736 NA BA+ NA NA 5,475 3,845 17,754 9,312 6,921 43,308 NA Latino 24,196 60,244 39,194 32,507 103,830 21,841 7,280 204,652 289,092 Did not earn HSD\GED NA NA 10,309 14,622 54,634 12,463 3,990 96,019 NA HSD\GED NA NA 12,247 7,744 22,550 4,081 1,144 47,765 NA Some college -- not attending NA NA 6,946 4,252 13,840 2,763 1,023 28,825 NA Some college -- attending NA NA 3,587 1,182 993 130 67 5,959 NA AA NA NA 2,783 2,200 5,395 1,262 511 12,153 NA BA+ NA NA 3,322 2,506 6,417 1,141 545 13,932 NA Other 5,745 15,914 10,045 7,732 25,081 8,236 3,233 54,327 75,985 Did not earn HSD\GED NA NA 624 932 3,362 2,072 876 7,867 NA HSD\GED NA NA 2,396 1,739 5,834 1,640 456 12,065 NA Some college -- not attending NA NA 2,430 1,514 5,210 1,367 416 10,937 NA Some college -- attending NA NA 439 449 699 42 0 1,629 NA AA NA NA 1,283 1,127 2,093 642 548 5,694 NA BA+ NA NA 2,872 1,971 7,883 2,473 937 16,136 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 36 Table 13 — Unemployed Labor Force by Age, Race\Ethnicity, and Educational Attainment (Persons 16 and Over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 25,774 46,400 31,363 26,936 82,204 22,600 5,882 168,986 241,159 White 5,622 13,497 7,855 7,764 24,775 8,943 2,834 52,171 71,290 Did not earn HSD\GED NA NA 920 1,192 3,032 978 243 6,366 NA HSD\GED NA NA 2,833 2,251 8,259 2,134 524 16,001 NA Some college -- not attending NA NA 2,120 2,270 6,883 3,369 953 15,595 NA Some college -- attending NA NA 710 450 1,005 101 51 2,317 NA AA NA NA 439 851 2,597 764 411 5,062 NA BA+ NA NA 833 752 2,998 1,596 652 6,831 NA Latino 15,920 26,040 17,089 13,944 43,326 9,814 2,425 86,599 128,560 Did not earn HSD\GED NA NA 4,679 5,357 23,733 6,222 1,546 41,537 NA HSD\GED NA NA 6,221 4,619 10,247 1,751 538 23,376 NA Some college -- not attending NA NA 3,004 2,049 5,445 1,022 235 11,754 NA Some college -- attending NA NA 1,239 616 723 45 0 2,623 NA AA NA NA 1,311 814 1,550 418 82 4,174 NA BA+ NA NA 635 490 1,629 357 24 3,136 NA Other 4,231 6,863 6,420 5,227 14,102 3,843 624 30,216 41,310 Did not earn HSD\GED NA NA 677 805 2,420 817 50 4,768 NA HSD\GED NA NA 2,183 1,889 4,167 830 150 9,219 NA Some college -- not attending NA NA 1,525 1,344 3,417 821 106 7,212 NA Some college -- attending NA NA 856 476 539 91 10 1,972 NA AA NA NA 393 151 1,294 286 16 2,141 NA BA+ NA NA 786 563 2,266 998 292 4,905 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 37 Table 14 — Unemployment Rates by Age, Race\Ethnicity, and Educational Attainment: CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 35.2% 20.3% 14.0% 12.7% 10.7% 9.4% 8.7% 11.2% 13.3% White 29.4% 20.4% 11.3% 11.5% 8.5% 6.9% 6.4% 8.6% 10.3% Did not earn HSD\GED NA NA 27.1% 27.2% 18.1% 13.8% 8.8% 18.5% NA HSD\GED NA NA 16.4% 13.9% 11.0% 7.1% 5.6% 10.8% NA Some college -- not attending NA NA 11.4% 11.9% 8.3% 9.3% 8.3% 9.3% NA Some college -- attending NA NA 12.6% 17.3% 18.9% 20.4% 40.2% 16.4% NA AA NA NA 6.2% 10.9% 8.4% 5.1% 7.5% 7.6% NA BA+ NA NA 4.8% 4.3% 3.7% 3.8% 4.4% 3.9% NA Latino 36.6% 19.9% 14.0% 12.2% 11.8% 12.7% 15.3% 12.4% 14.8% Did not earn HSD\GED NA NA 16.5% 13.7% 14.8% 17.2% 17.9% 15.2% NA HSD\GED NA NA 15.7% 14.2% 11.4% 11.1% 19.3% 12.9% NA Some college -- not attending NA NA 11.2% 10.0% 9.0% 7.6% 9.9% 9.5% NA Some college -- attending NA NA 17.6% 15.3% 18.1% 13.2% 0.0% 17.0% NA AA NA NA 12.5% 9.8% 7.5% 8.8% 11.4% 9.3% NA BA+ NA NA 6.2% 4.7% 5.4% 5.5% 1.9% 5.3% NA Other 40.0% 21.5% 19.7% 17.4% 12.8% 12.1% 8.1% 14.2% 16.2% Did not earn HSD\GED NA NA 28.1% 28.4% 19.0% 13.7% 3.7% 18.9% NA HSD\GED NA NA 28.2% 25.6% 17.8% 13.0% 13.7% 20.0% NA Some college -- not attending NA NA 18.6% 20.5% 13.4% 12.9% 7.4% 15.0% NA Some college -- attending NA NA 43.2% 39.9% 18.8% 51.4% 25.2% 31.5% NA AA NA NA 9.8% 3.7% 12.1% 10.0% 1.5% 9.4% NA BA+ NA NA 9.6% 7.1% 6.5% 10.0% 11.0% 7.7% NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 38 Table 15 — Unemployment Rates By Age, Gender, and Educational Attainment: CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 35.2% 20.3% 14.0% 12.7% 10.7% 9.4% 8.7% 11.2% 13.3% Men 37.5% 21.2% 13.1% 12.0% 9.6% 8.4% 9.3% 10.3% 12.7% Did not earn HSD\GED NA NA 16.0% 13.9% 12.3% 14.0% 13.0% 13.2% NA HSD\GED NA NA 16.2% 14.3% 10.6% 7.8% 10.3% 11.9% NA Some college -- not attending NA NA 9.3% 11.3% 8.3% 8.7% 8.2% 8.9% NA Some college -- attending NA NA 19.5% 21.7% 17.0% 18.2% 20.1% 19.1% NA AA NA NA 8.8% 7.7% 7.8% 6.2% 9.5% 7.8% NA BA+ NA NA 6.5% 4.8% 5.1% 3.7% 6.8% 5.0% NA Women 32.7% 19.2% 15.2% 13.6% 12.0% 10.7% 8.0% 12.3% 14.1% Did not earn HSD\GED NA NA 24.7% 20.6% 20.6% 20.1% 16.6% 20.7% NA HSD\GED NA NA 19.6% 18.0% 14.1% 10.4% 7.9% 14.6% NA Some college -- not attending NA NA 16.0% 13.4% 10.4% 10.0% 8.8% 11.6% NA Some college -- attending NA NA 18.7% 18.3% 20.0% 27.0% 30.8% 19.4% NA AA NA NA 10.8% 9.9% 9.4% 6.7% 4.4% 9.0% NA BA+ NA NA 6.1% 5.3% 4.4% 6.6% 2.2% 5.0% NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 39 Table 16 — Labor Force By Age, Citizen Status, and Educational Attainment (Persons 16 and over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 73,189 228,633 224,535 212,155 769,337 239,252 67,586 1,512,863 1,814,685 Citizen 66,562 200,460 183,504 162,778 586,680 208,664 62,207 1,203,834 1,470,856 Did not earn HSD\GED NA NA 15,126 16,875 70,924 26,655 8,788 138,368 NA HSD\GED NA NA 52,414 44,688 154,609 47,711 12,519 311,941 NA Some college -- not attending NA NA 48,183 42,119 155,214 54,321 14,878 314,713 NA Some college – attending NA NA 13,796 7,159 11,261 1,014 253 33,483 NA AA NA NA 20,090 19,032 58,694 22,193 7,255 127,264 NA BA+ NA NA 33,896 32,905 135,978 56,771 18,516 278,065 NA Not Citizen 6,628 28,173 41,030 49,376 182,657 30,587 5,378 309,029 343,829 Did not earn HSD\GED NA NA 18,995 29,375 119,189 22,600 3,943 194,102 NA HSD\GED NA NA 12,111 11,373 34,222 4,267 710 62,684 NA Some college -- not attending NA NA 5,500 3,873 13,864 1,790 353 25,380 NA Some college – attending NA NA 849 657 900 0 0 2,407 NA AA NA NA 1,507 1,195 3,539 560 67 6,869 NA BA+ NA NA 2,068 2,903 10,942 1,369 304 17,587 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 40 Table 17 — Unemployed Labor Force By Age, Citizen Status, and Educational Attainment (Persons 16 and over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 25,774 46,400 31,363 26,936 82,204 22,600 5,882 168,986 241,159 Citizen 23,919 41,471 26,370 20,707 57,849 17,041 4,453 126,419 191,809 Did not earn HSD\GED NA NA 4,534 3,867 11,183 3,499 922 24,005 NA HSD\GED NA NA 9,452 6,832 18,625 4,232 817 39,959 NA Some college -- not attending NA NA 5,946 5,135 14,630 4,976 1,224 31,911 NA Some college -- attending NA NA 2,608 1,458 2,121 238 62 6,487 NA AA NA NA 1,995 1,770 5,098 1,388 460 10,711 NA BA+ NA NA 1,835 1,643 6,193 2,708 968 13,346 NA Not Citizen 1,855 4,929 4,993 6,229 24,355 5,559 1,430 42,567 49,350 Did not earn HSD\GED NA NA 1,741 3,486 18,003 4,518 918 28,666 NA HSD\GED NA NA 1,785 1,926 4,047 484 394 8,636 NA Some college -- not attending NA NA 703 527 1,115 236 69 2,650 NA Some college -- attending NA NA 196 83 146 0 0 425 NA AA NA NA 148 45 343 80 48 665 NA BA+ NA NA 420 162 700 242 0 1,525 NA Applied Development Economics | Page 41 Table 18 — Labor Force By Citizen Status, Age, and Educational Attainment: Unemployment Rates: CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 35.2% 20.3% 14.0% 12.7% 10.7% 9.4% 8.7% 11.2% 13.3% Citizen 35.9% 20.7% 14.4% 12.7% 9.9% 8.2% 7.2% 10.5% 13.0% Did not earn HSD\GED NA NA 30.0% 22.9% 15.8% 13.1% 10.5% 17.3% NA HSD\GED NA NA 18.0% 15.3% 12.0% 8.9% 6.5% 12.8% NA Some college -- not attending NA NA 12.3% 12.2% 9.4% 9.2% 8.2% 10.1% NA Some college -- attending NA NA 18.9% 20.4% 18.8% 23.4% 24.4% 19.4% NA AA NA NA 9.9% 9.3% 8.7% 6.3% 6.3% 8.4% NA BA+ NA NA 5.4% 5.0% 4.6% 4.8% 5.2% 4.8% NA Not Citizen 28.0% 17.5% 12.2% 12.6% 13.3% 18.2% 26.6% 13.8% 14.4% Did not earn HSD\GED NA NA 9.2% 11.9% 15.1% 20.0% 23.3% 14.8% NA HSD\GED NA NA 14.7% 16.9% 11.8% 11.3% 55.5% 13.8% NA Some college -- not attending NA NA 12.8% 13.6% 8.0% 13.2% 19.5% 10.4% NA Some college -- attending NA NA 23.1% 12.6% 16.2% NA NA 17.6% NA AA NA NA 9.8% 3.8% 9.7% 14.3% 71.8% 9.7% NA BA+ NA NA 20.3% 5.6% 6.4% 17.7% 0.1% 8.7% NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 42 Table 19 — Labor Force By Age, Disability Status, and Educational Attainment (Persons 16 and over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 73,189 228,633 224,535 212,155 769,337 239,252 67,586 1,512,863 1,814,685 No Reported Disability 70,040 220,060 215,711 202,038 721,989 214,139 53,579 1,407,455 1,697,555 Did not earn HSD\GED NA NA 32,877 43,713 176,709 43,514 9,839 306,653 NA HSD\GED NA NA 61,393 53,421 176,639 45,723 10,171 347,347 NA Some college -- not attending NA NA 51,645 42,938 158,472 49,817 11,529 314,401 NA Some college -- attending NA NA 13,909 7,303 11,249 833 161 33,455 NA AA NA NA 20,978 19,574 58,374 20,168 5,880 124,974 NA BA+ NA NA 34,909 35,088 140,546 54,084 15,999 280,625 NA At Least One Disability 3,150 8,572 8,823 10,117 47,348 25,113 14,006 105,408 117,130 Did not earn HSD\GED NA NA 1,243 2,537 13,404 5,741 2,891 25,817 NA HSD\GED NA NA 3,132 2,641 12,192 6,255 3,058 27,278 NA Some college -- not attending NA NA 2,037 3,054 10,606 6,294 3,702 25,693 NA Some college -- attending NA NA 736 513 912 181 92 2,434 NA AA NA NA 620 652 3,860 2,585 1,442 9,159 NA BA+ NA NA 1,055 720 6,374 4,056 2,821 15,027 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 43 Table 20 — Unemployed Labor Force By Age, Disability Status, and Educational Attainment (Persons 16 and over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 25,774 46,400 31,363 26,936 82,204 22,600 5,882 168,986 241,159 No Reported Disability 23,908 43,238 28,963 24,137 72,341 18,561 4,085 148,086 215,232 Did not earn HSD\GED NA NA 6,013 6,382 25,611 6,647 1,309 45,963 NA HSD\GED NA NA 10,046 7,933 19,752 3,926 804 42,460 NA Some college -- not attending NA NA 6,059 5,107 13,628 4,368 877 30,039 NA Some college -- attending NA NA 2,561 1,370 2,079 215 31 6,256 NA AA NA NA 2,081 1,669 5,016 1,045 327 10,139 NA BA+ NA NA 2,202 1,676 6,254 2,360 737 13,229 NA At Least One Disability 1,865 3,162 2,400 2,799 9,863 4,039 1,797 20,900 25,927 Did not earn HSD\GED NA NA 262 971 3,575 1,370 530 6,708 NA HSD\GED NA NA 1,191 825 2,921 789 408 6,134 NA Some college -- not attending NA NA 590 556 2,117 843 416 4,521 NA Some college -- attending NA NA 243 171 187 23 31 656 NA AA NA NA 62 147 425 423 181 1,238 NA BA+ NA NA 52 130 639 591 231 1,642 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 44 Table 21 — Labor Force By Disability Status, Age, and Educational Attainment: Unemployment Rates: CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 35.2% 20.3% 14.0% 12.7% 10.7% 9.4% 8.7% 11.2% 13.3% No Reported Disability 34.1% 19.6% 13.4% 11.9% 10.0% 8.7% 7.6% 10.5% 12.7% Did not earn HSD\GED NA NA 18.3% 14.6% 14.5% 15.3% 13.3% 15.0% NA HSD\GED NA NA 16.4% 14.8% 11.2% 8.6% 7.9% 12.2% NA Some college -- not attending NA NA 11.7% 11.9% 8.6% 8.8% 7.6% 9.6% NA Some college -- attending NA NA 18.4% 18.8% 18.5% 25.8% 19.0% 18.7% NA AA NA NA 9.9% 8.5% 8.6% 5.2% 5.6% 8.1% NA BA+ NA NA 6.3% 4.8% 4.4% 4.4% 4.6% 4.7% NA At Least One Disability 59.2% 36.9% 27.2% 27.7% 20.8% 16.1% 12.8% 19.8% 22.1% Did not earn HSD\GED NA NA 21.1% 38.3% 26.7% 23.9% 18.3% 26.0% NA HSD\GED NA NA 38.0% 31.2% 24.0% 12.6% 13.3% 22.5% NA Some college -- not attending NA NA 28.9% 18.2% 20.0% 13.4% 11.2% 17.6% NA Some college -- attending NA NA 33.0% 33.4% 20.5% 12.7% 33.8% 26.9% NA AA NA NA 10.0% 22.5% 11.0% 16.4% 12.6% 13.5% NA BA+ NA NA 4.9% 18.0% 10.0% 14.6% 8.2% 10.9% NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 45 Table 22 — Labor Force By Age, Veteran Status, and Educational Attainment (Persons 16 and over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 73,189 228,633 224,535 212,155 769,337 239,252 67,586 1,512,863 1,814,685 Not Veterans 73,146 225,677 219,302 204,679 734,820 218,142 53,239 1,430,182 1,729,005 Did not earn HSD\GED NA NA 34,078 46,145 189,361 48,195 11,785 329,565 NA HSD\GED NA NA 63,162 54,446 179,990 47,612 10,852 356,062 NA Some college -- not attending NA NA 51,719 43,126 157,633 49,223 10,988 312,690 NA Some college -- attending NA NA 13,916 7,387 10,899 854 162 33,218 NA AA NA NA 21,018 19,092 57,302 19,240 5,284 121,936 NA BA+ NA NA 35,408 34,483 139,635 53,018 14,168 276,712 NA Veterans 44 2,955 5,233 7,476 34,516 21,110 14,347 82,681 85,680 Did not earn HSD\GED NA NA 43 105 751 1,060 945 2,905 NA HSD\GED NA NA 1,363 1,616 8,841 4,366 2,378 18,563 NA Some college -- not attending NA NA 1,963 2,866 11,445 6,887 4,242 27,404 NA Some college -- attending NA NA 729 429 1,262 160 91 2,671 NA AA NA NA 579 1,134 4,932 3,513 2,038 12,197 NA BA+ NA NA 555 1,325 7,285 5,122 4,652 18,941 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 46 Table 23 — Unemployed Labor Force By Age, Veteran Status, and Educational Attainment (Persons 16 and over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 25,774 46,400 31,363 26,936 82,204 22,600 5,882 168,986 241,159 Not Veterans 25,774 45,630 30,673 26,270 79,623 20,949 4,729 162,244 233,648 Did not earn HSD\GED NA NA 6,275 7,353 29,062 7,878 1,739 52,308 NA HSD\GED NA NA 11,022 8,574 21,870 4,319 1,089 46,874 NA Some college -- not attending NA NA 6,354 5,406 15,090 4,650 914 32,414 NA Some college -- attending NA NA 2,743 1,444 2,030 212 31 6,460 NA AA NA NA 2,113 1,816 5,112 1,282 241 10,563 NA BA+ NA NA 2,166 1,677 6,457 2,608 716 13,625 NA Veterans 0 770 690 666 2,581 1,651 1,153 6,742 7,511 Did not earn HSD\GED NA NA 0 0 124 139 100 363 NA HSD\GED NA NA 215 184 802 396 123 1,720 NA Some college -- not attending NA NA 294 256 655 561 379 2,146 NA Some college -- attending NA NA 62 98 236 26 30 451 NA AA NA NA 30 0 329 186 268 813 NA BA+ NA NA 88 128 436 342 253 1,247 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 47 Table 24 — Labor Force By Veteran Status, Age, and Educational Attainment: Unemployment Rates: CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL 25+ ONLY TOTAL Total 35.2% 20.3% 14.0% 12.7% 10.7% 9.4% 8.7% 11.2% 13.3% Not Veterans 35.2% 20.2% 14.0% 12.8% 10.8% 9.6% 8.9% 11.3% 13.5% Did not earn HSD\GED NA NA 18.4% 15.9% 15.3% 16.3% 14.8% 15.9% NA HSD\GED NA NA 17.4% 15.7% 12.2% 9.1% 10.0% 13.2% NA Some college -- not attending NA NA 12.3% 12.5% 9.6% 9.4% 8.3% 10.4% NA Some college -- attending NA NA 19.7% 19.5% 18.6% 24.8% 19.3% 19.4% NA AA NA NA 10.1% 9.5% 8.9% 6.7% 4.6% 8.7% NA BA+ NA NA 6.1% 4.9% 4.6% 4.9% 5.1% 4.9% NA Veterans 0.0% 26.0% 13.2% 8.9% 7.5% 7.8% 8.0% 8.2% 8.8% Did not earn HSD\GED NA NA 0.0% 0.0% 16.5% 13.1% 10.6% 12.5% NA HSD\GED NA NA 15.8% 11.4% 9.1% 9.1% 5.2% 9.3% NA Some college -- not attending NA NA 15.0% 8.9% 5.7% 8.2% 8.9% 7.8% NA Some college -- attending NA NA 8.5% 22.8% 18.7% 16.0% 33.3% 16.9% NA AA NA NA 5.2% 0.0% 6.7% 5.3% 13.1% 6.7% NA BA+ NA NA 15.9% 9.7% 6.0% 6.7% 5.4% 6.6% NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 48 Table 25 — Employed and Unemployed Labor Force By College Degree Status and Economic Sector (Persons 25 and Over): CCWC Region COLLEGE DEGREE NO COLLEGE DEGREE Full-Time Part-Time Unem- ployed UER Full- Time Part- Time Unem- ployed UER Total 293,637 109,958 26,248 6.1% 635,199 305,140 142,738 13.2% 11 Agriculture 7,469 1,965 715 7.0% 75,080 64,851 25,230 15.3% 21 Mining 3,330 434 48 1.3% 11,441 1,454 693 5.1% 22 Utilities 4,090 334 128 2.8% 7,901 709 144 1.6% 23 Construction 9,538 3,425 1,128 8.0% 51,068 22,676 12,829 14.8% 31 Manufacturing 20,027 3,217 2,077 8.2% 79,291 17,082 13,097 12.0% 42 Wholesale 8,081 1,742 482 4.7% 30,457 9,275 4,928 11.0% 43 Retail 17,593 8,704 2,438 8.5% 70,213 33,153 11,626 10.1% 48 Transportation 4,436 1,791 532 7.9% 29,218 9,036 3,543 8.5% 49 Warehousing 1,705 818 293 10.4% 9,968 4,163 1,401 9.0% 51 Information 4,921 930 586 9.1% 8,488 1,675 1,625 13.8% 52 Finance 12,279 2,723 892 5.6% 17,213 3,645 2,174 9.4% 53 Real Estate 4,689 2,454 460 6.0% 11,249 4,425 1,362 8.0% 54 Professional Technical 21,598 7,540 1,591 5.2% 15,275 6,190 2,559 10.7% 55 MCE 369 32 0 0.0% 338 253 0 0.0% 56 Admin Support 5,312 3,668 1,621 15.3% 26,093 19,817 9,069 16.5% 56 Waste Mgt 400 91 0 0.0% 4,076 1,375 653 10.7% 61 Education 50,913 31,732 3,189 3.7% 19,282 18,914 2,837 6.9% 62 Health 64,023 23,654 3,394 3.7% 62,477 30,425 10,116 9.8% 71 Arts, Entrmnt, etc. 2,809 2,033 521 9.7% 6,840 4,086 1,771 13.9% 72 Accommodations 1,177 416 177 10.0% 4,772 2,636 903 10.9% 72 Food Services 4,055 3,244 787 9.7% 23,985 23,098 6,209 11.7% 81 Other Services 8,485 5,278 1,104 7.4% 28,530 18,931 4,627 8.9% 92 Public Sector 30,163 3,365 1,357 3.9% 34,486 6,846 3,187 7.2% Applied Development Economics | Page 49 COLLEGE DEGREE NO COLLEGE DEGREE Full-Time Part-Time Unem- ployed UER Full- Time Part- Time Unem- ployed UER 98 Military 6,175 367 187 2.8% 7,458 423 370 4.5% 99 Long-Term Unemployed 2,541 21,787 Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS (Internal: file = H:\zTEMPORARY\2016_projects\CCWC-- 2016\01_DATA\PUMS\06_EZ-TAG--OUTPUTS\05_Fresno\EZ-TAGS--zSector-05_Fresno--25+.xlsx Applied Development Economics | Page 50 CONCLUSION At 1.4 percent a year, jobs in CCWC region is expected to grow modestly from now to 2025, although analysts project a number of sectors (Construction, Health, Logistics, Professional, Scientific and Technical Services, Administrative Support, Education, Health Care and Food Services) to exceed this overall annual growth rate. However, qualified workers are in short supply for certain key job categories. Based on the analysis presented in this report and discussions with key employers and workforce training organizations, the following can be identified as potential priorities for additional training efforts. Medical Technicians Electricians Maintenance Mechanics Ability to use computer operated processing controls and instruments (and related English competency) Workers with supervisory and management skills Business skills Applied Development Economics | Page 51 AAPPPPEENNDDIIXX The following tables provide more detailed information on the topics discussed in the report. Applied Development Economics | Page 52 Appendix Table 1 - Employment Projections By Industry Clusters: Agriculture: Distribution: CCWC Region NAICS Description 2015 2025 Chg CAGR Rank Chg Total 89,574 107,789 18,215 2% 424410 General Line Grocery Merchant Wholesalers 2,825 3,385 560 2% 11 424420 Packaged Frozen Food Merchant Wholesalers 231 289 58 2% 30 424430 Dairy Product (except Dried or Canned) Merchant Wholesalers 717 889 172 2% 19 424440 Poultry and Poultry Product Merchant Wholesalers 96 77 -19 -2% 45 424450 Confectionery Merchant Wholesalers 744 808 64 1% 28 424460 Fish and Seafood Merchant Wholesalers 99 168 69 5% 27 424470 Meat and Meat Product Merchant Wholesalers 500 599 99 2% 24 424480 Fresh Fruit and Vegetable Merchant Wholesalers 3,586 4,329 743 2% 9 424490 Other Grocery and Related Products Merchant Wholesalers 3,797 5,097 1,300 3% 5 424510 Grain and Field Bean Merchant Wholesalers 287 408 121 4% 21 424520 Livestock Merchant Wholesalers 259 218 -41 -2% 47 424590 Other Farm Product Raw Material Merchant Wholesalers 286 345 59 2% 29 424810 Beer and Ale Merchant Wholesalers 1,024 1,105 81 1% 25 424820 Wine and Distilled Alcoholic Beverage Merchant Wholesalers 1,123 2,013 890 6% 7 424910 Farm Supplies Merchant Wholesalers 3,611 4,520 909 2% 6 424930 Flower, Nursery Stock, and Florists' Supplies Merchant Wholesalers 196 182 -14 -1% 44 445110 Supermarkets and Other Grocery (except Convenience) Stores 24,530 27,540 3,010 1% 1 445120 Convenience Stores 1,797 2,201 404 2% 12 445210 Meat Markets 701 822 121 2% 21 445220 Fish and Seafood Markets 6 6 0 0% 41 445291 Baked Goods Stores 200 321 121 5% 21 445292 Confectionery and Nut Stores 260 387 127 4% 20 445299 All Other Specialty Food Stores 561 201 -360 -10% 49 445310 Beer, Wine, and Liquor Stores 992 1,028 36 0% 32 481111 Scheduled Passenger Air Transportation 379 168 -211 -8% 48 481112 Scheduled Freight Air Transportation 107 130 23 2% 34 Applied Development Economics | Page 53 NAICS Description 2015 2025 Chg CAGR Rank Chg 481211 Nonscheduled Chartered Passenger Air Transportation 171 216 45 2% 31 481212 Nonscheduled Chartered Freight Air Transportation 20 21 1 0% 39 482110 Rail transportation 1,757 2,007 250 1% 16 483111 Deep Sea Freight Transportation 16 26 10 5% 37 483113 Coastal and Great Lakes Freight Transportation 9 27 18 12% 36 483212 Inland Water Passenger Transportation 21 22 1 0% 39 484110 General Freight Trucking, Local 5,455 6,215 760 1% 8 484121 General Freight Trucking, Long-Distance, Truckload 6,170 8,314 2,144 3% 3 484122 General Freight Trucking, Long-Distance, Less Than Truckload 2,349 2,656 307 1% 15 484220 Specialized Freight (except Used Goods) Trucking, Local 7,260 9,134 1,874 2% 4 484230 Specialized Freight (except Used Goods) Trucking, Long-Distance 1,265 1,962 697 4% 10 488111 Air Traffic Control 12 0 -12 -100% 43 488119 Other Airport Operations 128 148 20 1% 35 488190 Other Support Activities for Air Transportation 904 910 6 0% 38 488210 Support Activities for Rail Transportation 578 789 211 3% 18 488310 Port and Harbor Operations 224 186 -38 -2% 46 488320 Marine Cargo Handling 54 81 27 4% 33 488390 Other Support Activities for Water Transportation 3 3 0 0% 41 488510 Freight Transportation Arrangement 872 1,270 398 4% 13 488991 Packing and Crating 593 923 330 5% 14 493110 General Warehousing and Storage 11,234 13,773 2,539 2% 2 493120 Refrigerated Warehousing and Storage 1,414 1,644 230 2% 17 493190 Other Warehousing and Storage 151 226 75 4% 26 Source: Applied Development Economics, based on EMSI 2015 Q4 QCEW and Non-QCEW Industry Employment Data Applied Development Economics | Page 54 Appendix Table 2 — Employment Projections by Industry Clusters: Agriculture: Processing: CCWC Region NAICS Description 2015 2025 Chg CAGR Rank Chg Total 64,091 69,887 5,796 1% 311111 Dog and Cat Food Manufacturing 287 187 -100 -4% 52 311119 Other Animal Food Manufacturing 1,413 1,675 262 2% 12 311211 Flour Milling 356 229 -127 -4% 53 311212 Rice Milling 9 9 0 0% 32 311221 Wet Corn Milling 425 675 250 5% 13 311225 Fats and Oils Refining and Blending 6 6 0 0% 32 311230 Breakfast Cereal Manufacturing 359 57 -302 -17% 57 311313 Beet Sugar Manufacturing 27 0 -27 -100% 46 311340 Nonchocolate Confectionery Manufacturing 100 215 115 8% 17 311352 Confectionery Manufacturing from Purchased Chocolate 13 3 -10 -14% 42 311411 Frozen Fruit, Juice, and Vegetable Manufacturing 2,598 2,462 -136 -1% 54 311412 Frozen Specialty Food Manufacturing 1,934 2,042 108 1% 18 311421 Fruit and Vegetable Canning 7,588 6,985 -603 -1% 58 311422 Specialty Canning 55 0 -55 -100% 49 311423 Dried and Dehydrated Food Manufacturing 2,261 1,632 -629 -3% 59 311511 Fluid Milk Manufacturing 2,493 2,955 462 2% 8 311512 Creamery Butter Manufacturing 101 141 40 3% 26 311513 Cheese Manufacturing 4,334 4,887 553 1% 6 311514 Dry, Condensed, and Evaporated Dairy Product Manufacturing 420 437 17 0% 27 311520 Ice Cream and Frozen Dessert Manufacturing 1,447 1,808 361 2% 10 311611 Animal (except Poultry) Slaughtering 2,563 3,150 587 2% 5 311612 Meat Processed from Carcasses 1,815 2,340 525 3% 7 311613 Rendering and Meat Byproduct Processing 178 83 -95 -7% 51 311615 Poultry Processing 7,895 8,568 673 1% 4 311811 Retail Bakeries 424 408 -16 0% 43 311812 Commercial Bakeries 1,093 834 -259 -3% 55 311813 Frozen Cakes, Pies, and Other Pastries Manufacturing 14 6 -8 -8% 41 311821 Cookie and Cracker Manufacturing 53 6 -47 -20% 47 Applied Development Economics | Page 55 NAICS Description 2015 2025 Chg CAGR Rank Chg 311824 Dry Pasta, Dough, and Flour Mixes Mfg from Purchased Flour 28 43 15 4% 28 311830 Tortilla Manufacturing 854 946 92 1% 19 311911 Roasted Nuts and Peanut Butter Manufacturing 4,399 5,104 705 1% 3 311919 Other Snack Food Manufacturing 1,346 1,433 87 1% 20 311920 Coffee and Tea Manufacturing 6 14 8 9% 31 311930 Flavoring Syrup and Concentrate Manufacturing 3 3 0 0% 32 311941 Mayonnaise, Dressing, and Other Prepared Sauce Manufacturing 30 29 -1 0% 38 311942 Spice and Extract Manufacturing 12 12 0 0% 32 311991 Perishable Prepared Food Manufacturing 2,119 2,544 425 2% 9 311999 All Other Miscellaneous Food Manufacturing 892 1,216 324 3% 11 312111 Soft Drink Manufacturing 996 1,186 190 2% 15 312112 Bottled Water Manufacturing 124 167 43 3% 25 312113 Ice Manufacturing 100 99 -1 0% 38 312120 Breweries 102 157 55 4% 23 312130 Wineries 6,334 7,745 1,411 2% 1 312140 Distilleries 92 76 -16 -2% 43 313210 Broadwoven Fabric Mills 31 43 12 3% 29 313230 Nonwoven Fabric Mills 3 3 0 0% 32 316110 Leather and Hide Tanning and Finishing 56 6 -50 -20% 48 321113 Sawmills 165 210 45 2% 24 321920 Wood Container and Pallet Manufacturing 822 1,029 207 2% 14 322211 Corrugated and Solid Fiber Box Manufacturing 2,307 3,090 783 3% 2 322212 Folding Paperboard Box Manufacturing 159 158 -1 0% 38 322291 Sanitary Paper Product Manufacturing 13 23 10 6% 30 325411 Medicinal and Botanical Manufacturing 114 199 85 6% 21 325414 Biological Product (except Diagnostic) Manufacturing 3 3 0 0% 32 326111 Plastics Bag and Pouch Manufacturing 120 201 81 5% 22 326160 Plastics Bottle Manufacturing 229 145 -84 -4% 50 327213 Glass Container Manufacturing 1,586 1,711 125 1% 16 332431 Metal Can Manufacturing 664 394 -270 -5% 56 Applied Development Economics | Page 56 NAICS Description 2015 2025 Chg CAGR Rank Chg 332439 Other Metal Container Manufacturing 121 98 -23 -2% 45 Source: Applied Development Economics, based on EMSI 2015 Q4 QCEW and Non-QCEW Industry Employment Data (CAGR = compound annual growth rate) Appendix Table 3 — Employment Projections by Industry Clusters: Agriculture: Production: CCWC Region Industry NAICS 2015 2025p Change CAGR Total 65,522 63,514 -2,008 -0.3% 111000 Crop Production 46,809 45,545 -1,264 -0.3% 112000 Animal Production and Aquaculture 18,521 17,793 -728 -0.4% 113210 Forest Nurseries and Gathering of Forest Products 177 164 -13 -0.8% 114111 Finfish Fishing 3 3 0 0.0% 114112 Shellfish Fishing 3 3 0 0.0% 114210 Hunting and Trapping 9 6 -3 -4.0% Source: Applied Development Economics, based on EMSI 2015 Q4 QCEW and Non-QCEW Industry Employment Data Appendix Table 4 — Employment Projections by Industry Clusters: Agriculture: Support: CCWC Region NAICS Description 2015 2025p Chg CAGR Total 199,207 228,216 29,009 1.4% 115111 Cotton Ginning 188 9 -179 -26.2% 115112 Soil Preparation, Planting, and Cultivating 4,825 5,265 440 0.9% 115113 Crop Harvesting, Primarily by Machine 2,474 2,442 -32 -0.1% 115114 Postharvest Crop Activities (except Cotton Ginning) 19,667 21,250 1,583 0.8% 115115 Farm Labor Contractors and Crew Leaders 92,059 104,398 12,339 1.3% 115116 Farm Management Services 5,091 6,276 1,185 2.1% 115210 Support Activities for Animal Production 512 495 -17 -0.3% 115310 Support Activities for Forestry 142 199 57 3.4% 221310 Water Supply and Irrigation Systems 1,053 1,385 332 2.8% 237110 Water and Sewer Line and Related Structures Construction 2,582 3,179 597 2.1% 325311 Nitrogenous Fertilizer Manufacturing 67 6 -61 -21.4% Applied Development Economics | Page 57 NAICS Description 2015 2025p Chg CAGR 325312 Phosphatic Fertilizer Manufacturing 202 172 -30 -1.6% 325314 Fertilizer (Mixing Only) Manufacturing 337 407 70 1.9% 325320 Pesticide and Other Agricultural Chemical Manufacturing 104 79 -25 -2.7% 326291 Rubber Product Manufacturing for Mechanical Use 116 85 -31 -3.1% 326299 All Other Rubber Product Manufacturing 284 393 109 3.3% 332311 Prefabricated Metal Building and Component Manufacturing 714 585 -129 -2.0% 332420 Metal Tank (Heavy Gauge) Manufacturing 180 221 41 2.1% 333111 Farm Machinery and Equipment Manufacturing 1,527 1,599 72 0.5% 333911 Pump and Pumping Equipment Manufacturing 653 687 34 0.5% 333924 Industrial Truck, Tractor, Trailer, and Stacker Machinery Manufacturing 92 92 0 0.0% 333992 Welding and Soldering Equipment Manufacturing 33 54 21 5.0% 333993 Packaging Machinery Manufacturing 723 790 67 0.9% 423820 Farm and Garden Machinery and Equipment Merchant Wholesalers 2,374 2,436 62 0.3% 423830 Industrial Machinery and Equipment Merchant Wholesalers 3,287 3,788 501 1.4% 423840 Industrial Supplies Merchant Wholesalers 757 799 42 0.5% 423850 Service Establishment Equipment and Supplies Merchant Wholesalers 302 367 65 2.0% 423860 Transportation Equipment and Supplies (except Motor Vehicle) Merchant Wholesalers 239 413 174 5.6% 444210 Outdoor Power Equipment Stores 209 76 -133 -9.6% 444220 Nursery, Garden Center, and Farm Supply Stores 1,457 1,499 42 0.3% 522292 Real Estate Credit 898 569 -329 -4.5% 532490 Other Commercial and Industrial Machinery and Equipment Rental and Leasing 603 930 327 4.4% 541360 Geophysical Surveying and Mapping Services 47 83 36 5.9% 541370 Surveying and Mapping (except Geophysical) Services 291 482 191 5.2% 541380 Testing Laboratories 1,687 2,495 808 4.0% 541613 Marketing Consulting Services 242 357 115 4.0% 541614 Process, Physical Distribution, and Logistics Consulting Services 607 1,147 540 6.6% 541620 Environmental Consulting Services 486 771 285 4.7% 541690 Other Scientific and Technical Consulting Services 3,185 4,857 1,672 4.3% 541810 Advertising Agencies 358 394 36 1.0% 541820 Public Relations Agencies 67 74 7 1.0% Applied Development Economics | Page 58 NAICS Description 2015 2025p Chg CAGR 541830 Media Buying Agencies 9 9 0 0.0% 541840 Media Representatives 129 124 -5 -0.4% 541850 Outdoor Advertising 60 19 -41 -10.9% 541870 Advertising Material Distribution Services 65 18 -47 -12.0% 541890 Other Services Related to Advertising 858 1,072 214 2.3% 541940 Veterinary Services 2,621 3,119 498 1.8% 551111 Offices of Bank Holding Companies 3 0 -3 -100.0% 551112 Offices of Other Holding Companies 112 15 -97 -18.2% 551114 Corporate, Subsidiary, and Regional Managing Offices 10,838 9,454 -1,384 -1.4% 561110 Office Administrative Services 2,448 2,680 232 0.9% 561320 Temporary Help Services 21,618 29,190 7,572 3.0% 561710 Exterminating and Pest Control Services 1,381 1,497 116 0.8% 561730 Landscaping Services 4,526 4,510 -16 0.0% 562213 Solid Waste Combustors and Incinerators 46 9 -37 -15.1% 562219 Other Nonhazardous Waste Treatment and Disposal 242 336 94 3.3% 562920 Materials Recovery Facilities 300 387 87 2.6% 811310 Commercial and Industrial Machinery and Equipment (except Automotive and Electronic) Repair and Maintenance 3,230 4,172 942 2.6% Source: Applied Development Economics, based on EMSI 2015 Q4 QCEW and Non-QCEW Industry Employment Data Applied Development Economics | Page 59 Appendix Table 5 — Employment Projections by Industry Clusters: Energy: CCWC Region NAICS Description Sub-Cluster 2015 2025p Chg CAGR Total 85,670 100,077 14,407 1.6% 211111 Crude Petroleum and Natural Gas Extraction 01 Energy Core--01Petroleum 2,778 2,778 0 0.0% 211112 Natural Gas Liquid Extraction 01 Energy Core--01Petroleum 32 32 0 0.0% 212399 All Other Nonmetallic Mineral Mining 01 Energy Core--01Petroleum 57 3 -54 -25.5% 213111 Drilling Oil and Gas Wells 01 Energy Core--01Petroleum 1,453 1,453 0 0.0% 213112 Support Activities for Oil and Gas Operations 01 Energy Core--01Petroleum 5,132 5,132 0 0.0% 324110 Petroleum Refineries 01 Energy Core--01Petroleum 877 1,013 136 1.5% 424710 Petroleum Bulk Stations and Terminals 01 Energy Core--02 Petroelum Distribution 651 851 200 2.7% 424720 Petroleum and Petroleum Products Merchant Wholesalers (except Bulk Stations and Terminals) 01 Energy Core--02 Petroelum Distribution 874 875 1 0.0% 486110 Pipeline Transportation of Crude Oil 01 Energy Core--02 Petroelum Distribution 419 474 55 1.2% 486210 Pipeline Transportation of Natural Gas 01 Energy Core--02 Petroelum Distribution 50 31 -19 -4.7% 486910 Pipeline Transportation of Refined Petroleum Products 01 Energy Core--02 Petroelum Distribution 104 106 2 0.2% 221111 Hydroelectric Power Generation 01 Energy Core--03 Power Generation 150 0 -150 -100.0% 221112 Fossil Fuel Electric Power Generation 01 Energy Core--03 Power Generation 1,977 2,518 541 2.4% 221121 Electric Bulk Power Transmission and Control 01 Energy Core--03 Power Generation 38 59 21 4.5% 221122 Electric Power Distribution 01 Energy Core--03 Power Generation 3 3 0 0.0% 221210 Natural Gas Distribution 01 Energy Core--03 Power Generation 2,864 2,503 -361 -1.3% 221113 Nuclear Electric Power Generation 01 Energy Core--04 Alt Energy Production 44 58 14 2.8% 237110 Water and Sewer Line and Related Structures Construction 01 Energy Core--04 Alt Energy Production 2,582 3,179 597 2.1% 238160 Roofing Contractors 01 Energy Core--04 Alt Energy Production 1,378 1,100 -278 -2.2% 325193 Ethyl Alcohol Manufacturing 01 Energy Core--04 Alt Energy Production 76 155 79 7.4% 423610 Electrical Apparatus and Equipment, Wiring Supplies, and Related Equipment Merchant Wholesalers 01 Energy Core--05 Alt Energy Distribution 989 1,156 167 1.6% 423690 Other Electronic Parts and Equipment Merchant Wholesalers 01 Energy Core--05 Alt Energy Distribution 165 180 15 0.9% 423720 Plumbing and Heating Equipment and Supplies (Hydronics) Merchant Wholesalers 01 Energy Core--05 Alt Energy Distribution 851 1,050 199 2.1% Applied Development Economics | Page 60 NAICS Description Sub-Cluster 2015 2025p Chg CAGR 238210 Electrical Contractors and Other Wiring Installation Contractors 01 Energy Core--06 Energy Efficiency 7,300 8,765 1,465 1.8% 238220 Plumbing, Heating, and Air-Conditioning Contractors 01 Energy Core--06 Energy Efficiency 7,413 9,240 1,827 2.2% 238310 Drywall and Insulation Contractors 01 Energy Core--06 Energy Efficiency 4,015 3,937 -78 -0.2% 333132 Oil and Gas Field Machinery and Equipment Manufacturing 01 Energy Core--07 Energy Equipment Mfg 545 644 99 1.7% 333414 Heating Equipment (except Warm Air Furnaces) Manufacturing 01 Energy Core--07 Energy Equipment Mfg 3 3 0 0.0% 333611 Turbine and Turbine Generator Set Units Manufacturing 01 Energy Core--07 Energy Equipment Mfg 48 9 -39 -15.4% 334512 Automatic Environmental Control Manufacturing for Residential, Commercial, and Appliance Use 01 Energy Core--07 Energy Equipment Mfg 85 74 -11 -1.4% 334515 Instrument Manufacturing for Measuring and Testing Electricity and Electrical Signals 01 Energy Core--07 Energy Equipment Mfg 6 9 3 4.1% 335110 Electric Lamp Bulb and Part Manufacturing 01 Energy Core--07 Energy Equipment Mfg 17 21 4 2.1% 335121 Residential Electric Lighting Fixture Manufacturing 01 Energy Core--07 Energy Equipment Mfg 3 3 0 0.0% 335122 Commercial, Industrial, and Institutional Electric Lighting Fixture Manufacturing 01 Energy Core--07 Energy Equipment Mfg 74 52 -22 -3.5% 335129 Other Lighting Equipment Manufacturing 01 Energy Core--07 Energy Equipment Mfg 108 179 71 5.2% 335311 Power, Distribution, and Specialty Transformer Manufacturing 01 Energy Core--07 Energy Equipment Mfg 3 3 0 0.0% 311225 Fats and Oils Refining and Blending 02 Energy related--01 Manufacturing 6 6 0 0.0% 311613 Professional, Scientific and Technical 02 Energy related--01 Manufacturing 178 83 -95 -7.3% 322299 All Other Converted Paper Product Manufacturing 02 Energy related--01 Manufacturing 367 416 49 1.3% 334413 Semiconductor and Related Device Manufacturing 02 Energy related--01 Manufacturing 256 320 64 2.3% 334519 Other Measuring and Controlling Device Manufacturing 02 Energy related--01 Manufacturing 78 131 53 5.3% 335312 Motor and Generator Manufacturing 02 Energy related--01 Manufacturing 9 17 8 6.6% 335314 Relay and Industrial Control Manufacturing 02 Energy related--01 Manufacturing 14 28 14 7.2% 335999 All Other Miscellaneous Electrical Equipment and Component Manufacturing 02 Energy related--01 Manufacturing 3 3 0 0.0% 523910 Miscellaneous Intermediation 02 Energy related--02 Services 83 161 78 6.9% 523999 Miscellaneous Financial Investment 02 Energy related--02 Services 22 42 20 6.7% Applied Development Economics | Page 61 NAICS Description Sub-Cluster 2015 2025p Chg CAGR Activities 533110 Lessors of Nonfinancial Intangible Assets (except Copyrighted Works) 02 Energy related--02 Services 188 241 53 2.5% 811219 Other Electronic and Precision Equipment Repair and Maintenance 02 Energy related--02 Services 164 249 85 4.3% 811310 Commercial and Industrial Machinery and Equipment (except Automotive and Electronic) Repair and Maintenance 02 Energy related--02 Services 3,230 4,172 942 2.6% 541 Prof., Tech., Scien. 02 Energy related--03 Research 37,908 46,560 8,652 2.1% Source: Applied Development Economics, based on EMSI Industry Employment Trends Data Q4 2015 QCEW and non-QCEW Appendix Table 6 — Employment Projections by Industry Clusters: Health and Wellness: Other: CCWC Region NAICS Description Sub-Cluster 2015 2025p Chg CAGR Total 59,065 83,369 24,304 3.5% 325411 Medicinal and Botanical Manufacturing Health Care--02 Pharmaceuticals 114 199 85 5.7% 325412 Pharmaceutical Preparation Manufacturing Health Care--02 Pharmaceuticals 53 37 -16 -3.5% 325413 In-Vitro Diagnostic Substance Manufacturing Health Care--02 Pharmaceuticals 19 37 18 6.9% 325414 Biological Product (except Diagnostic) Manufacturing Health Care--02 Pharmaceuticals 3 3 0 0.0% 446110 Pharmacies and Drug Stores Health Care--03 Wellness and Fitness 7,650 9,022 1,372 1.7% 446130 Optical Goods Stores Health Care--03 Wellness and Fitness 471 681 210 3.8% 446191 Food (Health) Supplement Stores Health Care--03 Wellness and Fitness 350 434 84 2.2% 446199 All Other Health and Personal Care Stores Health Care--03 Wellness and Fitness 420 447 27 0.6% 532291 Home Health Equipment Rental Health Care--03 Wellness and Fitness 167 83 -84 -6.8% 621399 Offices of All Other Miscellaneous Health Practitioners Health Care--03 Wellness and Fitness 309 448 139 3.8% 621999 All Other Miscellaneous Ambulatory Health Care Services Health Care--03 Wellness and Fitness 191 328 137 5.6% 812191 Diet and Weight Reducing Centers Health Care--03 Wellness and Fitness 134 82 -52 -4.8% 339112 Surgical and Medical Instrument Manufacturing Health Care--04 Medical devices manufacturing 184 248 64 3.0% 339113 Surgical Appliance and Supplies Health Care--04 Medical devices 556 457 -99 -1.9% Applied Development Economics | Page 62 Manufacturing manufacturing 339114 Dental Equipment and Supplies Manufacturing Health Care--04 Medical devices manufacturing 29 20 -9 -3.6% 339115 Ophthalmic Goods Manufacturing Health Care--04 Medical devices manufacturing 104 86 -18 -1.9% 339116 Dental Laboratories Health Care--04 Medical devices manufacturing 246 158 -88 -4.3% 423450 Medical, Dental, and Hospital Equipment and Supplies Merchant Wholesalers Health Care--05 Supplies and Services 373 385 12 0.3% 423460 Ophthalmic Goods Merchant Wholesalers Health Care--05 Supplies and Services 6 6 0 0.0% 423490 Other Professional Equipment and Supplies Merchant Wholesalers Health Care--05 Supplies and Services 144 150 6 0.4% 424210 Drugs and Druggists' Sundries Merchant Wholesalers Health Care--05 Supplies and Services 664 979 315 4.0% 813212 Voluntary Health Organizations Health Care--05 Supplies and Services 251 376 125 4.1% 624110 Child and Youth Services Health Care--06 Other Services 2,818 3,424 606 2.0% 624120 Services for the Elderly and Persons with Disabilities Health Care--06 Other Services 36,547 57,396 20,849 4.6% 624190 Other Individual and Family Services Health Care--06 Other Services 2,563 2,625 62 0.2% 624210 Community Food Services Health Care--06 Other Services 305 391 86 2.5% 624221 Temporary Shelters Health Care--06 Other Services 498 560 62 1.2% 624229 Other Community Housing Services Health Care--06 Other Services 272 329 57 1.9% 624230 Emergency and Other Relief Services Health Care--06 Other Services 87 95 8 0.9% 624410 Child Day Care Services Health Care--06 Other Services 3,537 3,883 346 0.9% Source: Applied Development Economics, based on EMSI Industry Employment Trends Data Q4 2015 QCEW and non-QCEW Appendix Table 7 — Employment Projections by Industry Clusters: Health and Wellness: Delivery: CCWC Region NAICS Description 2015 2025 Chg CAGR Total 144,424 171,130 26,706 1.7% 621111 Offices of Physicians (except Mental Health Specialists) 24,492 28,302 3,810 1.5% 621112 Offices of Physicians, Mental Health Specialists 204 224 20 0.9% 621210 Offices of Dentists 9,175 10,157 982 1.0% Applied Development Economics | Page 63 NAICS Description 2015 2025 Chg CAGR 621310 Offices of Chiropractors 997 937 -60 -0.6% 621320 Offices of Optometrists 1,489 1,858 369 2.2% 621330 Offices of Mental Health Practitioners (except Physicians) 908 1,293 385 3.6% 621340 Offices of Physical, Occupational and Speech Therapists, and Audiologists 2,010 2,629 619 2.7% 621391 Offices of Podiatrists 217 235 18 0.8% 621410 Family Planning Centers 541 660 119 2.0% 621420 Outpatient Mental Health and Substance Abuse Centers 1,433 1,880 447 2.8% 621491 HMO Medical Centers 5,260 8,443 3,183 4.8% 621492 Kidney Dialysis Centers 1,495 2,138 643 3.6% 621493 Freestanding Ambulatory Surgical and Emergency Centers 732 855 123 1.6% 621498 All Other Outpatient Care Centers 1,502 2,394 892 4.8% 621511 Medical Laboratories 896 970 74 0.8% 621512 Diagnostic Imaging Centers 1,019 1,589 570 4.5% 621610 Home Health Care Services 6,422 9,917 3,495 4.4% 621910 Ambulance Services 2,345 3,062 717 2.7% 621991 Blood and Organ Banks 307 338 31 1.0% 622110 General Medical and Surgical Hospitals 50,893 56,248 5,355 1.0% 622210 Psychiatric and Substance Abuse Hospitals 283 426 143 4.2% 622310 Specialty (except Psychiatric and Substance Abuse) Hospitals 265 152 -113 -5.4% 623110 Nursing Care Facilities (Skilled Nursing Facilities) 14,236 17,015 2,779 1.8% 623210 Residential Intellectual and Developmental Disability Facilities 2,507 2,453 -54 -0.2% 623220 Residential Mental Health and Substance Abuse Facilities 2,062 2,457 395 1.8% 623311 Continuing Care Retirement Communities 2,515 3,451 936 3.2% 623312 Assisted Living Facilities for the Elderly 4,596 5,402 806 1.6% 623990 Other Residential Care Facilities 1,423 1,152 -271 -2.1% 624310 Vocational Rehabilitation Services 4,200 4,493 293 0.7% Source: Applied Development Economics, based on EMSI Industry Employment Trends Data Q4 2015 QCEW and non-QCEW Applied Development Economics | Page 64 Appendix Table 8 — Employment Projections by Industry Clusters: Logistics: CCWC Region NAICS Description 2015 2025 Chg CAGR Total 51,436 63,324 11,888 2.1% 336120 Heavy Duty Truck Manufacturing 60 93 33 4.5% 336612 Boat Building 202 6 -196 -29.6% 481111 Scheduled Passenger Air Transportation 379 168 -211 -7.8% 481112 Scheduled Freight Air Transportation 107 130 23 2.0% 481211 Nonscheduled Chartered Passenger Air Transportation 171 216 45 2.4% 481212 Nonscheduled Chartered Freight Air Transportation 20 21 1 0.5% 482110 Rail transportation 1,757 2,007 250 1.3% 483111 Deep Sea Freight Transportation 16 26 10 5.0% 483113 Coastal and Great Lakes Freight Transportation 9 27 18 11.6% 483212 Inland Water Passenger Transportation 21 22 1 0.5% 484110 General Freight Trucking, Local 5,455 6,215 760 1.3% 484121 General Freight Trucking, Long-Distance, Truckload 6,170 8,314 2,144 3.0% 484122 General Freight Trucking, Long-Distance, Less Than Truckload 2,349 2,656 307 1.2% 484210 Used Household and Office Goods Moving 477 423 -54 -1.2% 484220 Specialized Freight (except Used Goods) Trucking, Local 7,260 9,134 1,874 2.3% 484230 Specialized Freight (except Used Goods) Trucking, Long-Distance 1,265 1,962 697 4.5% 485111 Mixed Mode Transit Systems 165 173 8 0.5% 485112 Commuter Rail Systems 92 100 8 0.8% 485113 Bus and Other Motor Vehicle Transit Systems 488 873 385 6.0% 485119 Other Urban Transit Systems 25 36 11 3.7% 485210 Interurban and Rural Bus Transportation 147 135 -12 -0.8% 485310 Taxi Service 15 26 11 5.7% 485410 School and Employee Bus Transportation 861 776 -85 -1.0% 485510 Charter Bus Industry 297 222 -75 -2.9% 485991 Special Needs Transportation 1,241 1,911 670 4.4% 485999 All Other Transit and Ground Passenger Transportation 96 132 36 3.2% 488111 Air Traffic Control 12 0 -12 -100.0% Applied Development Economics | Page 65 NAICS Description 2015 2025 Chg CAGR 488119 Other Airport Operations 128 148 20 1.5% 488190 Other Support Activities for Air Transportation 904 910 6 0.1% 488210 Support Activities for Rail Transportation 578 789 211 3.2% 488310 Port and Harbor Operations 224 186 -38 -1.8% 488320 Marine Cargo Handling 54 81 27 4.1% 488330 Navigational Services to Shipping 3 3 0 0.0% 488390 Other Support Activities for Water Transportation 3 3 0 0.0% 488410 Motor Vehicle Towing 1,000 1,394 394 3.4% 488490 Other Support Activities for Road Transportation 258 350 92 3.1% 488510 Freight Transportation Arrangement 872 1,270 398 3.8% 488991 Packing and Crating 593 923 330 4.5% 488999 All Other Support Activities for Transportation 356 501 145 3.5% 492110 Couriers and Express Delivery Services 2,926 3,045 119 0.4% 492210 Local Messengers and Local Delivery 574 771 197 3.0% 493110 General Warehousing and Storage 11,234 13,773 2,539 2.1% 493120 Refrigerated Warehousing and Storage 1,414 1,644 230 1.5% 493130 Farm Product Warehousing and Storage 132 79 -53 -5.0% 493190 Other Warehousing and Storage 151 226 75 4.1% 541614 Process, Physical Distribution, and Logistics Consulting Services 607 1,150 543 6.6% 561910 Packaging and Labeling Services 268 274 6 0.2% Source: Applied Development Economics, based on EMSI Industry Employment Trends Data Q4 2015 QCEW and non-QCEW Appendix Table 9 — Employment Projections by Industry Clusters: Diversified Manufacturing: CCWC Region NAICS Description 2015 2025 Chg CAGR Total 30,277 30,777 500 0.2% 314110 Carpet and Rug Mills 13 3 -10 -13.6% 314999 All Other Miscellaneous Textile Product Mills 76 121 45 4.8% 321114 Wood Preservation 98 146 48 4.1% 321213 Engineered Wood Member (except Truss) Mfg 17 0 -17 -100.0% 321214 Truss Manufacturing 344 142 -202 -8.5% Applied Development Economics | Page 66 NAICS Description 2015 2025 Chg CAGR 321219 Reconstituted Wood Product Manufacturing 3 0 -3 -100.0% 321911 Wood Window and Door Manufacturing 495 473 -22 -0.5% 321912 Cut Stock, Resawing Lumber, and Planing 222 174 -48 -2.4% 321918 Other Millwork (including Flooring) 219 73 -146 -10.4% 321991 Manufactured Home (Mobile Home) Manufacturing 281 0 -281 -100.0% 321992 Prefabricated Wood Building Manufacturing 39 6 -33 -17.1% 321999 All Other Miscellaneous Wood Product Manufacturing 38 6 -32 -16.9% 322121 Paper (except Newsprint) Mills 6 6 0 0.0% 323111 Commercial Printing (except Screen and Books) 1,594 910 -684 -5.5% 323113 Commercial Screen Printing 190 267 77 3.5% 323117 Books Printing 227 52 -175 -13.7% 324121 Asphalt Paving Mixture and Block Manufacturing 33 9 -24 -12.2% 324122 Asphalt Shingle and Coating Materials Manufacturing 84 49 -35 -5.2% 324191 Petroleum Lubricating Oil and Grease Manufacturing 6 14 8 8.8% 325120 Industrial Gas Manufacturing 18 6 -12 -10.4% 325199 All Other Basic Organic Chemical Manufacturing 104 124 20 1.8% 325211 Plastics Material and Resin Manufacturing 87 164 77 6.5% 325311 Nitrogenous Fertilizer Manufacturing 67 6 -61 -21.4% 325312 Phosphatic Fertilizer Manufacturing 202 172 -30 -1.6% 325314 Fertilizer (Mixing Only) Manufacturing 337 407 70 1.9% 325320 Pesticide and Other Agricultural Chemical Manufacturing 104 79 -25 -2.7% 325510 Paint and Coating Manufacturing 199 328 129 5.1% 325520 Adhesive Manufacturing 144 163 19 1.2% 325611 Soap and Other Detergent Manufacturing 96 117 21 2.0% 325612 Polish and Other Sanitation Good Manufacturing 65 64 -1 -0.2% 325613 Surface Active Agent Manufacturing 3 0 -3 -100.0% 325910 Printing Ink Manufacturing 13 3 -10 -13.6% 325992 Photographic Film, Paper, Plate, and Chemical Manufacturing 16 3 -13 -15.4% 325998 All Other Miscellaneous Chemical Product and Preparation Mfg 140 174 34 2.2% 326112 Plastics Packaging Film and Sheet (including Laminated) Mfg 491 814 323 5.2% 326113 Unlaminated Plastics Film and Sheet (except Packaging) Mfg 3 3 0 0.0% Applied Development Economics | Page 67 NAICS Description 2015 2025 Chg CAGR 326121 Unlaminated Plastics Profile Shape Manufacturing 23 27 4 1.6% 326130 Laminated Plastics Plate, Sheet (except Packaging), and Shape Mfg 91 142 51 4.6% 326140 Polystyrene Foam Product Manufacturing 385 223 -162 -5.3% 326150 Urethane and Other Foam Product (except Polystyrene) Mfg 455 733 278 4.9% 326191 Plastics Plumbing Fixture Manufacturing 27 25 -2 -0.8% 326199 All Other Plastics Product Manufacturing 1,085 1,324 239 2.0% 326211 Tire Manufacturing (except Retreading) 3 0 -3 -100.0% 326212 Tire Retreading 67 63 -4 -0.6% 326220 Rubber and Plastics Hoses and Belting Manufacturing 57 103 46 6.1% 326291 Rubber Product Manufacturing for Mechanical Use 116 85 -31 -3.1% 326299 All Other Rubber Product Manufacturing 284 393 109 3.3% 327211 Flat Glass Manufacturing 227 3 -224 -35.1% 327212 Other Pressed and Blown Glass and Glassware Manufacturing 3 3 0 0.0% 327215 Glass Product Manufacturing Made of Purchased Glass 340 441 101 2.6% 327310 Cement Manufacturing 380 503 123 2.8% 327320 Ready-Mix Concrete Manufacturing 990 875 -115 -1.2% 327331 Concrete Block and Brick Manufacturing 148 227 79 4.4% 327332 Concrete Pipe Manufacturing 364 184 -180 -6.6% 327390 Other Concrete Product Manufacturing 567 970 403 5.5% 327420 Gypsum Product Manufacturing 6 23 17 14.4% 327991 Cut Stone and Stone Product Manufacturing 53 33 -20 -4.6% 327992 Ground or Treated Mineral and Earth Manufacturing 3 0 -3 -100.0% 327993 Mineral Wool Manufacturing 275 279 4 0.1% 327999 All Other Miscellaneous Nonmetallic Mineral Product Mfg 15 3 -12 -14.9% 331210 Iron and Steel Pipe and Tube Manufacturing from Purchased Steel 35 76 41 8.1% 331221 Rolled Steel Shape Manufacturing 12 0 -12 -100.0% 331222 Steel Wire Drawing 29 50 21 5.6% 331314 Secondary Smelting and Alloying of Aluminum 65 30 -35 -7.4% 331315 Aluminum Sheet, Plate, and Foil Manufacturing 19 0 -19 -100.0% 331491 Nonferrous Metal (except Copper and Aluminum) Rolling, Drawing, and Extruding 0 3 3 #NUM! Applied Development Economics | Page 68 NAICS Description 2015 2025 Chg CAGR 331492 Secondary Smelting, Refining, and Alloying of Nonferrous Metal (except Copper and Aluminum) 28 41 13 3.9% 331511 Iron Foundries 63 41 -22 -4.2% 331513 Steel Foundries (except Investment) 64 83 19 2.6% 331524 Aluminum Foundries (except Die-Casting) 56 43 -13 -2.6% 332111 Iron and Steel Forging 32 3 -29 -21.1% 332114 Custom Roll Forming 307 289 -18 -0.6% 332311 Prefabricated Metal Building and Component Manufacturing 714 585 -129 -2.0% 332312 Fabricated Structural Metal Manufacturing 1,664 1,974 310 1.7% 332313 Plate Work Manufacturing 201 178 -23 -1.2% 332321 Metal Window and Door Manufacturing 243 183 -60 -2.8% 332322 Sheet Metal Work Manufacturing 651 821 170 2.3% 332323 Ornamental and Architectural Metal Work Manufacturing 240 320 80 2.9% 332410 Power Boiler and Heat Exchanger Manufacturing 11 11 0 0.0% 332420 Metal Tank (Heavy Gauge) Manufacturing 180 221 41 2.1% 332510 Hardware Manufacturing 17 3 -14 -15.9% 332618 Other Fabricated Wire Product Manufacturing 184 94 -90 -6.5% 332710 Machine Shops 1,326 1,390 64 0.5% 332721 Precision Turned Product Manufacturing 61 41 -20 -3.9% 332722 Bolt, Nut, Screw, Rivet, and Washer Manufacturing 124 183 59 4.0% 332812 Metal Coating, Engraving (except Jewelry and Silverware), and Allied Services to Manufacturers 622 856 234 3.2% 332813 Electroplating, Plating, Polishing, Anodizing, and Coloring 197 128 -69 -4.2% 332911 Industrial Valve Manufacturing 135 114 -21 -1.7% 332912 Fluid Power Valve and Hose Fitting Manufacturing 3 3 0 0.0% 332913 Plumbing Fixture Fitting and Trim Manufacturing 74 51 -23 -3.7% 332919 Other Metal Valve and Pipe Fitting Manufacturing 118 61 -57 -6.4% 332991 Ball and Roller Bearing Manufacturing 27 33 6 2.0% 332993 Ammunition (except Small Arms) Manufacturing 3 0 -3 -100.0% 332994 Small Arms, Ordnance, and Ordnance Accessories Manufacturing 32 68 36 7.8% 332996 Fabricated Pipe and Pipe Fitting Manufacturing 77 39 -38 -6.6% 332999 All Other Miscellaneous Fabricated Metal Product Manufacturing 490 653 163 2.9% Applied Development Economics | Page 69 NAICS Description 2015 2025 Chg CAGR 333120 Construction Machinery Manufacturing 231 217 -14 -0.6% 333415 Air-Conditioning and Warm Air Heating Equipment and Commercial and Industrial Refrigeration Equipment Manufacturing 453 492 39 0.8% 333511 Industrial Mold Manufacturing 18 25 7 3.3% 333514 Special Die and Tool, Die Set, Jig, and Fixture Manufacturing 103 120 17 1.5% 333515 Cutting Tool and Machine Tool Accessory Manufacturing 38 50 12 2.8% 333517 Machine Tool Manufacturing 23 22 -1 -0.4% 333611 Turbine and Turbine Generator Set Units Manufacturing 3 3 0 0.0% 333612 Speed Changer, Industrial High-Speed Drive, and Gear Manufacturing 6 6 0 0.0% 333613 Mechanical Power Transmission Equipment Manufacturing 3 3 0 0.0% 333911 Pump and Pumping Equipment Manufacturing 3 3 0 0.0% 333921 Elevator and Moving Stairway Manufacturing 3 3 0 0.0% 333922 Conveyor and Conveying Equipment Manufacturing 159 199 40 2.3% 333923 Overhead Traveling Crane, Hoist, and Monorail System Manufacturing 40 36 -4 -1.0% 333924 Industrial Truck, Tractor, Trailer, and Stacker Machinery Manufacturing 92 92 0 0.0% 333991 Power-Driven Handtool Manufacturing 19 22 3 1.5% 333992 Welding and Soldering Equipment Manufacturing 33 54 21 5.0% 333993 Packaging Machinery Manufacturing 723 790 67 0.9% 333995 Fluid Power Cylinder and Actuator Manufacturing 67 24 -43 -9.8% 333997 Scale and Balance Manufacturing 0 3 3 #NUM! 333999 All Other Miscellaneous General Purpose Machinery Manufacturing 265 222 -43 -1.8% 334111 Electronic Computer Manufacturing 64 102 38 4.8% 334118 Computer Terminal and Other Computer Peripheral Equipment Manufacturing 3 3 0 0.0% 334210 Telephone Apparatus Manufacturing 6 3 -3 -6.7% 334220 Radio and Television Broadcasting and Wireless Communications Equipment Manufacturing 1,018 665 -353 -4.2% 334290 Other Communications Equipment Manufacturing 9 6 -3 -4.0% 334310 Audio and Video Equipment Manufacturing 44 47 3 0.7% 334412 Bare Printed Circuit Board Manufacturing 200 81 -119 -8.6% 334416 Capacitor, Resistor, Coil, Transformer, and Other Inductor Manufacturing 45 54 9 1.8% 334418 Printed Circuit Assembly (Electronic Assembly) Manufacturing 34 43 9 2.4% Applied Development Economics | Page 70 NAICS Description 2015 2025 Chg CAGR 334419 Other Electronic Component Manufacturing 43 53 10 2.1% 334510 Electromedical and Electrotherapeutic Apparatus Manufacturing 3 3 0 0.0% 334511 Search, Detection, Navigation, Guidance, Aeronautical, and Nautical System and Instrument Manufacturing 679 1,044 365 4.4% 334513 Instruments and Related Products Manufacturing for Measuring, Displaying, and Controlling Industrial Process Variables 158 164 6 0.4% 334516 Analytical Laboratory Instrument Manufacturing 14 25 11 6.0% 335221 Household Cooking Appliance Manufacturing 3 3 0 0.0% 335313 Switchgear and Switchboard Apparatus Manufacturing 143 152 9 0.6% 335911 Storage Battery Manufacturing 3 3 0 0.0% 335912 Primary Battery Manufacturing 3 3 0 0.0% 335929 Other Communication and Energy Wire Manufacturing 35 47 12 3.0% 336111 Automobile Manufacturing 39 53 14 3.1% 336211 Motor Vehicle Body Manufacturing 543 707 164 2.7% 336212 Truck Trailer Manufacturing 508 617 109 2.0% 336214 Travel Trailer and Camper Manufacturing 122 12 -110 -20.7% 336330 Motor Vehicle Steering and Suspension Components (except Spring) Manufacturing 19 9 -10 -7.2% 336340 Motor Vehicle Brake System Manufacturing 316 283 -33 -1.1% 336350 Motor Vehicle Transmission and Power Train Parts Manufacturing 43 62 19 3.7% 336360 Motor Vehicle Seating and Interior Trim Manufacturing 62 14 -48 -13.8% 336370 Motor Vehicle Metal Stamping 73 152 79 7.6% 336411 Aircraft Manufacturing 73 9 -64 -18.9% 336412 Aircraft Engine and Engine Parts Manufacturing 53 28 -25 -6.2% 336413 Other Aircraft Parts and Auxiliary Equipment Manufacturing 770 1,110 340 3.7% 336414 Guided Missile and Space Vehicle Manufacturing 18 3 -15 -16.4% 336415 Guided Missile and Space Vehicle Propulsion Unit and Propulsion Unit Parts Manufacturing 3 3 0 0.0% 336419 Other Guided Missile and Space Vehicle Parts and Auxiliary Equipment Manufacturing 6 15 9 9.6% 336612 Boat Building 202 6 -196 -29.6% 336991 Motorcycle, Bicycle, and Parts Manufacturing 6 6 0 0.0% 336992 Military Armored Vehicle, Tank, and Tank Component Manufacturing 35 44 9 2.3% Applied Development Economics | Page 71 NAICS Description 2015 2025 Chg CAGR 336999 All Other Transportation Equipment Manufacturing 9 9 0 0.0% 337110 Wood Kitchen Cabinet and Countertop Manufacturing 1,059 978 -81 -0.8% 337121 Upholstered Household Furniture Manufacturing 13 3 -10 -13.6% 337122 Nonupholstered Wood Household Furniture Manufacturing 324 79 -245 -13.2% 337124 Metal Household Furniture Manufacturing 3 3 0 0.0% 337127 Institutional Furniture Manufacturing 43 51 8 1.7% 337211 Wood Office Furniture Manufacturing 6 6 0 0.0% 337212 Custom Architectural Woodwork and Millwork Manufacturing 13 23 10 5.9% 337214 Office Furniture (except Wood) Manufacturing 27 17 -10 -4.5% 337215 Showcase, Partition, Shelving, and Locker Manufacturing 74 77 3 0.4% 337910 Mattress Manufacturing 122 235 113 6.8% 337920 Blind and Shade Manufacturing 19 6 -13 -10.9% 339920 Sporting and Athletic Goods Manufacturing 117 153 36 2.7% 339950 Sign Manufacturing 406 431 25 0.6% 339991 Gasket, Packing, and Sealing Device Manufacturing 36 51 15 3.5% 339992 Musical Instrument Manufacturing 3 3 0 0.0% 339994 Broom, Brush, and Mop Manufacturing 9 20 11 8.3% 339999 All Other Miscellaneous Manufacturing 172 203 31 1.7% Source: Applied Development Economics, based on EMSI Industry Employment Trends Data Q4 2015 QCEW and non-QCEW Appendix Table 10 — Employment Projections By Industry Clusters: Water Flow Technologies: CCWC Region NAICS Description 2015 2025p Chg CAGR Total 9,934 11,480 1,546 1.5% 326122 Plastics Pipe and Pipe Fitting Manufacturing 856 886 30 0.3% 333111 Farm Machinery and Equipment Manufacturing 1,527 1,599 72 0.5% 333911 Pump and Pumping Equipment Manufacturing 653 687 34 0.5% 423830 Industrial Machinery and Equipment Merchant Wholesalers 3,287 3,788 501 1.4% 424910 Farm Supplies Merchant Wholesalers 3,611 4,520 909 2.3% Source: Applied Development Economics, based on EMSI Industry Employment Trends Data Q4 2015 QCEW and non-QCEW (Internal file: P:\CCWC Labor Force 2015\03_NEXT-TASKS\TABLES\06_draft_Fresno-update.xlsx T19r) Applied Development Economics | Page 72 Appendix Table 11 — Employment Projections by Industry Clusters: Heavy Construction: CCWC Region NAICS Description 2015 2025 Chg CAGR Total 12,423 18,930 6,507 4.3% 237000 Local govt hvy cons. 1,029 1,054 25 0.2% 237110 Water and Sewer Line and Related Structures Construction 2,582 3,179 597 2.1% 237120 Oil and Gas Pipeline and Related Structures Construction 4,656 4,656 0 0.0% 237130 Power and Communication Line and Related Structures Construction 1,060 862 -198 -2.0% 237210 Land Subdivision 444 125 -319 -11.9% 237310 Highway, Street, and Bridge Construction 1,880 1,779 -101 -0.6% 237990 Other Heavy and Civil Engineering Construction 772 4,044 3,272 18.0% Source: Applied Development Economics, based on EMSI Industry Employment Trends Data Q4 2015 QCEW and non-QCEW (Note: high speed rail employment projections included in NAICS 237990) Appendix Table 12 — Employment Projections by Industry Clusters: Accommodations and Food Services, and Retail: CCWC Region NAICS Description 2015 2025p Chg CAGR 44-45 Retail 151,397 178,823 27,426 1.7% 721 Accommodations 9,245 10,668 1,423 1.4% 722 Food services 97,069 114,951 17,882 1.7% Source: Applied Development Economics, based on EMSI Industry Employment Trends Data Q4 2015 QCEW and non-QCEW Applied Development Economics | Page 73 Appendix Table 13 — Employed Labor Force by Age, Race\Ethnicity, and Educational Attainment (Persons 16 and Over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ Labor Force (25+) Total Labor Force Total 47,441 182,278 193,169 185,219 687,143 216,664 61,739 1,343,934 1,573,652 White 13,507 52,588 61,612 59,595 268,079 121,506 41,265 552,058 618,152 Did not earn HSD\GED NA NA 2,481 3,190 13,671 6,111 2,516 27,969 NA HSD\GED NA NA 14,387 13,977 67,142 27,746 8,820 132,073 NA Some college -- not attending NA NA 16,503 16,746 75,832 32,867 10,497 152,444 NA Some college -- attending NA NA 4,929 2,149 4,301 396 77 11,852 NA AA NA NA 6,647 6,943 28,338 14,361 5,098 61,386 NA BA+ NA NA 16,666 16,590 78,794 40,026 14,258 166,334 NA Latino 27,583 104,650 105,395 100,808 322,878 67,268 13,441 609,791 742,024 Did not earn HSD\GED NA NA 23,631 33,683 136,958 29,968 7,092 231,330 NA HSD\GED NA NA 33,327 27,841 79,751 13,993 2,253 157,165 NA Some college -- not attending NA NA 23,879 18,369 55,355 12,500 2,135 112,238 NA Some college -- attending NA NA 5,783 3,408 3,260 295 84 12,831 NA AA NA NA 9,170 7,510 19,062 4,354 635 40,730 NA BA+ NA NA 9,606 9,997 28,492 6,160 1,242 55,497 NA Other 6,351 25,040 26,161 24,816 96,186 27,889 7,033 182,085 213,476 Did not earn HSD\GED NA NA 1,734 2,024 10,299 5,159 1,284 20,500 NA HSD\GED NA NA 5,570 5,484 19,244 5,531 951 36,780 NA Some college -- not attending NA NA 6,655 5,218 22,144 5,540 1,309 40,865 NA Some college -- attending NA NA 1,125 716 2,333 86 30 4,291 NA AA NA NA 3,637 3,957 9,397 2,569 1,086 20,646 NA BA+ NA NA 7,440 7,417 32,769 9,004 2,373 59,003 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 74 Appendix Table 14 — Full-Time Employed Labor Force by Age, Race\Ethnicity, and Educational Attainment (Persons 16 and Over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ Labor Force (25+) Total Labor Force Total 4,999 72,041 122,041 128,304 493,024 154,810 30,657 928,836 1,005,876 White 1,006 18,508 39,723 42,919 202,871 89,729 20,696 395,938 415,453 Did not earn HSD\GED NA NA 1,590 2,105 8,927 4,219 1,353 18,194 NA HSD\GED NA NA 9,713 10,114 50,047 19,957 4,083 93,913 NA Some college -- not attending NA NA 11,145 12,127 58,638 24,349 5,265 111,524 NA Some college -- attending NA NA 2,330 1,090 2,947 257 7 6,631 NA AA NA NA 3,755 4,738 21,272 10,232 2,653 42,650 NA BA+ NA NA 11,191 12,745 61,040 30,715 7,336 123,026 NA Latino 3,386 44,407 66,201 68,301 219,048 45,428 6,161 405,139 452,932 Did not earn HSD\GED NA NA 13,321 19,060 82,323 17,504 3,102 135,311 NA HSD\GED NA NA 21,081 20,097 57,201 9,912 1,109 109,400 NA Some college -- not attending NA NA 16,933 14,117 41,515 9,737 1,112 83,414 NA Some college -- attending NA NA 2,196 2,226 2,268 165 18 6,872 NA AA NA NA 6,387 5,309 13,666 3,092 124 28,577 NA BA+ NA NA 6,284 7,491 22,075 5,018 697 41,565 NA Other 606 9,126 16,117 17,084 71,105 19,653 3,800 127,759 137,491 Did not earn HSD\GED NA NA 1,110 1,093 6,937 3,087 408 12,634 NA HSD\GED NA NA 3,174 3,744 13,411 3,891 496 24,716 NA Some college -- not attending NA NA 4,224 3,703 16,934 4,174 893 29,928 NA Some college -- attending NA NA 686 267 1,635 45 30 2,662 NA AA NA NA 2,354 2,830 7,304 1,927 537 14,952 NA BA+ NA NA 4,568 5,446 24,886 6,531 1,436 42,867 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 75 Appendix Table 15 – Population by Age, gender, and Educational Attainment 0-15 16-19 20-24 25-29 30-34 35-54 55-64 65+ TOTAL Total 1,065,791 252,987 328,701 298,217 284,180 1,023,5 63 416,184 441,796 4,111,42 0 Men 544,868 130,873 170,798 156,174 146,725 517,403 204,469 197,119 2,068,430 Did not earn HSD\GED 447,119 82,819 31,084 34,537 41,843 153,619 52,333 56,550 899,904 HSD\GED 14 25,277 57,952 50,302 45,445 141,769 46,263 43,276 410,297 Some college -- not attending - 2,555 27,260 32,235 28,381 107,160 48,752 42,341 288,684 Some college -- attending 86 19,629 38,886 11,163 4,335 7,806 832 368 83,105 AA - 496 8,290 10,353 9,019 31,106 17,309 15,309 91,882 BA+ - 97 7,327 17,583 17,702 75,942 38,980 39,276 196,909 NA 97,649 - - - - - - - 97,649 Women 520,923 122,114 157,902 142,043 137,455 506,160 211,716 244,677 2,042,990 Did not earn HSD\GED 426,788 73,997 18,965 23,099 28,502 130,641 50,757 73,318 826,069 HSD\GED - 23,367 44,469 36,348 32,763 118,044 49,480 69,113 373,584 Some college -- not attending - 2,164 29,209 33,609 30,667 111,589 49,381 52,154 308,774 Some college -- attending 189 22,220 42,352 10,150 7,401 9,872 1,194 504 93,881 AA - 366 12,129 14,532 15,094 44,757 20,697 14,810 122,384 BA+ - - 10,778 24,306 23,028 91,257 40,206 34,778 224,352 NA 93,946 - - - - - - - 93,946 Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 76 Appendix Table 16 — Labor Force by Age, Gender, and Educational Attainment (Persons 16 and Over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ Labor Force (25+) Total Labor Force Total 73,189 228,633 224,535 212,155 769,337 239,252 67,586 1,512,863 1,814,685 Men 38,327 124,680 128,548 120,884 424,195 129,654 38,214 841,495 1,004,502 Did not earn HSD\GED NA NA 24,580 32,456 119,917 30,688 7,533 215,173 NA HSD\GED NA NA 41,409 36,035 113,003 26,856 6,838 224,141 NA Some college -- not attending NA NA 29,180 23,967 88,535 30,330 8,004 180,016 NA Some college -- attending NA NA 8,209 3,309 5,532 411 151 17,612 NA AA NA NA 9,492 8,475 26,514 11,071 3,695 59,246 NA BA+ NA NA 15,678 16,643 70,694 30,297 11,993 145,306 NA Women 34,862 103,953 95,987 91,270 345,142 109,598 29,372 671,368 810,184 Did not earn HSD\GED NA NA 9,541 13,795 70,196 18,567 5,198 117,297 NA HSD\GED NA NA 23,116 20,026 75,828 25,122 6,392 150,484 NA Some college -- not attending NA NA 24,502 22,025 80,543 25,780 7,226 160,078 NA Some college -- attending NA NA 6,436 4,507 6,629 603 102 18,277 NA AA NA NA 12,106 11,751 35,719 11,682 3,628 74,886 NA BA+ NA NA 20,285 19,166 76,226 27,843 6,827 150,347 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 77 Appendix Table 17 — Employed Labor Force by Age, Gender, and Educational Attainment (Persons 16 and Over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ Labor Force (25+) Total Labor Force Total 47,416 182,233 193,172 185,219 687,133 216,651 61,703 1,343,878 1,573,526 Men 23,957 98,279 111,746 106,347 383,554 118,771 34,673 755,090 877,327 Did not earn HSD\GED NA NA 20,659 27,949 105,215 26,405 6,557 186,785 NA HSD\GED NA NA 34,699 30,872 101,009 24,762 6,131 197,473 NA Some college -- not attending NA NA 26,463 21,264 81,178 27,698 7,345 163,948 NA Some college -- attending NA NA 6,609 2,591 4,591 337 121 14,248 NA AA NA NA 8,656 7,819 24,441 10,382 3,345 54,643 NA BA+ NA NA 14,661 15,852 67,120 29,187 11,175 137,994 NA Women 23,459 83,953 81,426 78,872 303,579 97,880 27,030 588,787 696,200 Did not earn HSD\GED NA NA 7,187 10,948 55,712 14,834 4,334 93,014 NA HSD\GED NA NA 18,589 16,431 65,150 22,500 5,887 128,557 NA Some college -- not attending NA NA 20,571 19,066 72,155 23,201 6,593 141,586 NA Some college -- attending NA NA 5,232 3,684 5,304 440 70 14,730 NA AA NA NA 10,799 10,592 32,351 10,903 3,469 68,114 NA BA+ NA NA 19,049 18,151 72,908 26,002 6,677 142,787 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 78 Appendix Table 18 — Full-Time Employed Labor Force by Age, Gender, and Educational Attainment (Persons 16 and Over) CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ Labor Force (25+) Total Labor Force Total 4,974 71,996 122,044 128,304 493,014 154,797 30,621 928,780 1,005,750 Men 3,334 43,422 75,966 78,950 298,088 92,183 19,123 564,310 611,066 Did not earn HSD\GED NA NA 12,439 17,649 70,324 17,478 3,460 121,350 NA HSD\GED NA NA 24,124 23,451 78,741 19,629 3,259 149,204 NA Some college -- not attending NA NA 19,904 17,277 67,531 23,158 4,359 132,228 NA Some college -- attending NA NA 3,063 1,791 3,333 231 30 8,447 NA AA NA NA 6,200 6,133 21,178 7,839 1,702 43,052 NA BA+ NA NA 10,235 12,650 56,982 23,848 6,314 110,028 NA Women 1,640 28,574 46,077 49,354 194,926 62,615 11,498 364,470 394,684 Did not earn HSD\GED NA NA 3,582 4,609 27,862 7,333 1,402 44,789 NA HSD\GED NA NA 9,847 10,507 41,939 14,123 2,422 78,837 NA Some college -- not attending NA NA 12,395 12,668 49,558 15,094 2,908 92,623 NA Some college -- attending NA NA 2,152 1,794 3,515 235 25 7,722 NA AA NA NA 6,295 6,746 21,060 7,414 1,607 43,122 NA BA+ NA NA 11,805 13,031 50,991 18,415 3,135 97,377 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 79 Appendix Table 19 — Part-Time Employed Labor Force By Age, Gender, and Educational Attainment (Persons 16 and Over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ Labor Force (25+) Total Labor Force Total 42,442 110,237 71,128 56,915 194,119 61,854 31,082 415,098 567,777 Men 20,623 54,857 35,779 27,397 85,466 26,589 15,550 190,781 266,261 Did not earn HSD\GED NA NA 8,219 10,301 34,891 8,926 3,097 65,435 NA HSD\GED NA NA 10,575 7,422 22,268 5,133 2,872 48,269 NA Some college -- not attending NA NA 6,559 3,987 13,648 4,541 2,985 31,720 NA Some college -- attending NA NA 3,546 800 1,258 106 91 5,801 NA AA NA NA 2,455 1,686 3,263 2,544 1,643 11,591 NA BA+ NA NA 4,426 3,202 10,138 5,339 4,862 27,966 NA Women 21,819 55,380 35,349 29,518 108,653 35,265 15,532 224,317 301,516 Did not earn HSD\GED NA NA 3,604 6,339 27,849 7,501 2,932 48,225 NA HSD\GED NA NA 8,742 5,924 23,210 8,378 3,466 49,720 NA Some college -- not attending NA NA 8,176 6,398 22,597 8,106 3,685 48,962 NA Some college -- attending NA NA 3,080 1,890 1,788 204 46 7,008 NA AA NA NA 4,503 3,847 11,291 3,489 1,862 24,992 NA BA+ NA NA 7,244 5,121 21,917 7,587 3,542 45,409 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 80 Appendix Table 20 — Unemployed Labor Force By Age, Gender, and Educational Attainment (Persons 16 and Over): CCWC Region 16-19 20-24 25-29 30-34 35-54 55-64 65+ Labor Force (25+) Total Labor Force Total 25,774 46,400 31,363 26,936 82,204 22,600 5,882 168,986 241,159 Men 14,371 26,400 16,802 14,538 40,641 10,883 3,541 86,404 127,175 Did not earn HSD\GED NA NA 3,921 4,506 14,701 4,284 976 28,389 NA HSD\GED NA NA 6,710 5,163 11,994 2,094 707 26,668 NA Some college -- not attending NA NA 2,717 2,703 7,357 2,632 660 16,068 NA Some college -- attending NA NA 1,600 718 941 75 30 3,364 NA AA NA NA 836 656 2,073 689 349 4,604 NA BA+ NA NA 1,018 791 3,575 1,110 818 7,312 NA Women 11,403 20,000 14,561 12,398 41,563 11,718 2,342 82,581 113,984 Did not earn HSD\GED NA NA 2,354 2,847 14,484 3,733 864 24,282 NA HSD\GED NA NA 4,527 3,595 10,679 2,622 504 21,927 NA Some college -- not attending NA NA 3,931 2,959 8,388 2,580 633 18,492 NA Some college -- attending NA NA 1,205 823 1,325 163 31 3,547 NA AA NA NA 1,307 1,159 3,368 779 159 6,773 NA BA+ NA NA 1,237 1,014 3,318 1,841 150 7,560 NA Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 81 Appendix Table 21 — Population By Age, Citizen Status, and Educational Attainment: CCWC Region 0-15 16-19 20-24 25-29 30-34 35-54 55-64 65+ Total Total 1,065,79 1 252,987 328,701 298,217 284,180 1,023,56 3 416,184 441,796 4,111,42 0 Citizen 1,033,06 1 230,737 288,833 240,350 216,498 776,636 362,627 401,883 3,550,62 5 Did not earn HSD\GED 842,342 143,277 34,031 29,254 29,712 121,018 62,422 98,076 1,360,13 2 HSD\GED 14 43,352 89,767 69,996 62,503 214,924 89,578 108,324 678,458 Some college -- not attending 0 4,347 53,146 59,294 54,226 201,028 94,833 92,470 559,344 Some college -- attending 275 38,848 75,814 19,936 10,671 15,859 2,002 817 164,222 AA 0 815 19,125 22,853 22,623 71,010 36,948 29,710 203,084 BA+ 0 97 16,951 39,015 36,763 152,797 76,844 72,487 394,956 NA 190,430 0 0 0 0 0 0 0 190,430 Not Citizen 32,730 22,250 39,867 57,867 67,682 246,928 53,557 39,913 560,795 Did not earn HSD\GED 31,566 13,539 16,018 28,382 40,633 163,242 40,668 31,793 365,840 HSD\GED 0 5,292 12,655 16,653 15,705 44,890 6,165 4,065 105,424 Some college -- not attending 0 371 3,324 6,550 4,821 17,722 3,301 2,025 38,114 Some college -- attending 0 3,001 5,424 1,376 1,066 1,819 24 55 12,765 AA 0 47 1,294 2,032 1,490 4,853 1,058 408 11,182 BA+ 0 0 1,153 2,874 3,967 14,402 2,342 1,567 26,305 NA 1,165 0 0 0 0 0 0 0 1,165 Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 82 Appendix Table 22 — Population By Age, Disability Status, and Educational Attainment: CCWC Region 0-15 16-19 20-24 25-29 30-34 35-54 55-64 65+ Total Total 1,065,791 252,987 328,701 298,217 284,180 1,023,563 416,184 441,796 4,111,420 No Reported Disability 1,053,031 238,230 307,046 277,534 259,979 898,164 321,117 247,836 3,602,936 Did not earn HSD\GED 861,195 146,785 43,699 51,561 62,693 241,413 72,928 59,851 1,540,123 HSD\GED 0 45,607 95,526 79,437 70,681 226,893 71,747 60,382 650,273 Some college -- not attending 0 4,334 53,583 62,164 53,835 189,881 74,193 55,280 493,270 Some college -- attending 241 40,545 76,948 20,139 10,669 15,394 1,414 547 165,898 AA 0 861 19,606 23,932 22,651 67,988 30,196 19,919 185,153 BA+ 0 97 17,684 40,301 39,452 156,595 70,639 51,856 376,624 NA 191,595 0 0 0 0 0 0 0 191,595 At Least One Disability 12,761 14,757 21,655 20,683 24,201 125,400 95,068 193,961 508,485 Did not earn HSD\GED 12,713 10,032 6,349 6,076 7,652 42,847 30,162 70,018 185,850 HSD\GED 14 3,037 6,895 7,212 7,527 32,920 23,996 52,006 133,609 Some college -- not attending 0 384 2,887 3,680 5,213 28,869 23,940 39,215 104,188 Some college -- attending 33 1,304 4,290 1,173 1,068 2,284 613 324 11,089 AA 0 0 812 953 1,463 7,875 7,809 10,200 29,112 BA+ 0 0 421 1,588 1,279 10,604 8,547 22,198 44,637 NA 0 0 0 0 0 0 0 0 0 Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 83 Appendix Table 23 — Population By Age, Veteran Status, and Educational Attainment: CCWC Region 0-15 16-19 20-24 25-29 30-34 35-54 55-64 65+ Total Total 1,065,791 252,987 328,701 298,217 284,180 1,023,563 416,184 441,796 4,111,420 Not Veterans 0 186,654 325,186 291,295 275,054 980,556 377,201 357,851 2,793,797 Did not earn HSD\GED 0 91,189 49,971 57,509 70,104 282,947 100,403 118,971 771,096 HSD\GED 0 48,280 100,934 84,811 76,257 248,886 86,934 91,755 737,858 Some college -- not attending 0 4,683 55,241 63,344 55,325 204,697 84,779 69,847 537,915 Some college -- attending 0 41,543 80,723 20,080 11,151 15,822 1,630 679 171,628 AA 0 861 20,325 24,308 22,887 69,363 31,834 20,982 190,560 BA+ 0 97 17,992 41,244 39,329 158,840 71,620 55,617 384,740 NA 0 0 0 0 0 0 0 0 0 Veterans 0 159 3,515 6,922 9,126 43,007 38,984 83,945 185,658 Did not earn HSD\GED 0 0 77 127 241 1,313 2,687 10,897 15,342 HSD\GED 0 98 1,487 1,838 1,951 10,928 8,809 20,633 45,743 Some college -- not attending 0 0 1,229 2,501 3,723 14,052 13,355 24,648 59,508 Some college -- attending 0 61 515 1,233 585 1,856 396 193 4,839 AA 0 0 93 577 1,226 6,500 6,172 9,137 23,705 BA+ 0 0 113 645 1,401 8,359 7,565 18,437 36,521 NA 0 0 0 0 0 0 0 0 0 Ineligible (i.e. youth < 17) 1,065,791 66,174 0 0 0 0 0 0 1,131,966 Did not earn HSD\GED 873,908 65,627 0 0 0 0 0 0 939,535 HSD\GED 14 266 0 0 0 0 0 0 281 Some college -- not attending 0 35 0 0 0 0 0 0 35 Some college -- attending 275 245 0 0 0 0 0 0 520 AA 0 0 0 0 0 0 0 0 0 BA+ 0 0 0 0 0 0 0 0 0 NA 191,595 0 0 0 0 0 0 0 191,595 Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Applied Development Economics | Page 84 Appendix Table 24 — Part-Time Employed Labor Force By Broad Occupation Categories, Educational Attainment and Management Status CCWC Region Part-Time Management Total 01 < HS\GED 02 HS\GED 03 Some College- OUT 04 Some College- ATTENDING 05 AA 06 BA or up Total 42,576 6,731 8,451 9,539 2,525 3,451 11,879 11 Management Occupations 21,783 4,334 3,841 4,131 1,318 1,851 6,309 13 Business Operations Specialists 0 0 0 0 0 0 0 13 Financial Specialists 0 0 0 0 0 0 0 15 Computer and Mathematical Occupations 0 0 0 0 0 0 0 17 Architecture and Engineering Occupations 0 0 0 0 0 0 0 19 Life, Physical, and Social Science Occupations 131 39 0 0 0 0 92 21 Community and Social Science Occupations 0 0 0 0 0 0 0 23 Legal 894 0 0 0 0 18 875 25 Education 0 0 0 0 0 0 0 27 Arts, Design, Entertainment, Sports, and Media 0 0 0 0 0 0 0 29 Healthcare Practitioners and Technical Occupations 2,071 0 14 0 0 0 2,058 31 Healthcare Support Occupations 0 0 0 0 0 0 0 33 Protective Service Occupations 224 0 96 28 2 0 98 35 Food Preparation and Serving Occupations 3,160 286 747 1,096 602 230 199 37 Building and Ground Cleaning and Maintenance 817 152 216 271 23 134 22 39 Personal Care and Service Occupations 611 27 408 60 98 0 18 41 Sales Occupations 7,195 744 1,625 2,372 280 870 1,305 43 Office and Administrative Support Occupations 1,787 111 385 592 159 211 330 45 Farming, Fishing, and Forestry Occupations 944 554 285 63 31 0 10 47 Construction Trades 1,441 233 384 444 12 110 257 47 Extraction Workers 0 0 0 0 0 0 0 49 Installation, Maintenance, and Repair Workers 58 50 0 0 0 8 0 51 Production Occupations 1,224 201 288 412 0 19 304 53 Transportation and Material Moving Occupations 233 0 163 70 0 0 0 Applied Development Economics | Page 85 55 Military Specific Occupations 0 0 0 0 0 0 0 Part-Time Specialists Total 01 < HS\GED 02 HS\GED 03 Some College- OUT 04 Some College- ATTENDING 05 AA 06 BA or up Total 220,901 39,291 53,939 38,465 17,252 20,579 51,374 11 Management Occupations 0 0 0 0 0 0 0 13 Business Operations Specialists 4,654 282 634 1,206 636 514 1,382 13 Financial Specialists 4,225 103 289 766 323 740 2,004 15 Computer and Mathematical Occupations 3,077 141 473 578 481 366 1,039 17 Architecture and Engineering Occupations 2,752 96 214 399 139 322 1,583 19 Life, Physical, and Social Science Occupations 2,174 105 66 187 243 241 1,332 21 Community and Social Science Occupations 6,287 355 460 999 246 882 3,345 23 Legal 0 0 0 0 0 0 0 25 Education 32,639 387 884 2,457 2,379 3,070 23,462 27 Arts, Design, Entertainment, Sports, and Media 8,842 743 1,601 1,792 960 1,024 2,722 29 Healthcare Practitioners and Technical Occupations 17,341 51 1,261 2,441 634 5,817 7,137 31 Healthcare Support Occupations 0 0 0 0 0 0 0 33 Protective Service Occupations 3,051 202 587 971 660 348 283 35 Food Preparation and Serving Occupations 23,068 5,755 7,639 3,849 3,986 844 995 37 Building and Ground Cleaning and Maintenance 67 12 34 21 0 0 0 39 Personal Care and Service Occupations 8,953 674 2,964 2,595 858 949 912 41 Sales Occupations 5,397 153 1,206 1,637 297 694 1,410 43 Office and Administrative Support Occupations 210 0 22 27 98 0 63 45 Farming, Fishing, and Forestry Occupations 43 0 23 17 0 0 3 47 Construction Trades 22,770 8,364 7,523 3,950 882 939 1,111 47 Extraction Workers 820 298 201 286 35 0 0 49 Installation, Maintenance, and Repair Workers 9,708 2,326 3,757 2,204 613 561 248 51 Production Occupations 20,050 6,456 7,668 3,342 988 1,053 543 Applied Development Economics | Page 86 53 Transportation and Material Moving Occupations 44,742 12,788 16,403 8,741 2,795 2,215 1,800 55 Military Specific Occupations 31 0 31 0 0 0 0 Part-Time Support Total 01 < HS\GED 02 HS\GED 03 Some College- OUT 04 Some College- ATTENDING 05 AA 06 BA or up Total 304,300 91,753 80,432 54,563 39,762 19,707 18,083 11 Management Occupations 0 0 0 0 0 0 0 13 Business Operations Specialists 0 0 0 0 0 0 0 13 Financial Specialists 0 0 0 0 0 0 0 15 Computer and Mathematical Occupations 0 0 0 0 0 0 0 17 Architecture and Engineering Occupations 0 0 0 0 0 0 0 19 Life, Physical, and Social Science Occupations 0 0 0 0 0 0 0 21 Community and Social Science Occupations 0 0 0 0 0 0 0 23 Legal 1,064 0 88 371 205 44 356 25 Education 10,157 545 2,073 3,184 1,136 2,054 1,165 27 Arts, Design, Entertainment, Sports, and Media 0 0 0 0 0 0 0 29 Healthcare Practitioners and Technical Occupations 0 0 0 0 0 0 0 31 Healthcare Support Occupations 15,446 1,362 3,964 5,095 847 2,619 1,559 33 Protective Service Occupations 5,247 611 1,377 1,489 854 295 621 35 Food Preparation and Serving Occupations 27,419 4,970 8,600 4,258 7,304 1,223 1,064 37 Building and Ground Cleaning and Maintenance 29,801 13,210 9,198 3,538 1,752 1,190 913 39 Personal Care and Service Occupations 28,951 7,167 8,724 5,482 3,670 2,237 1,670 41 Sales Occupations 52,752 7,716 15,274 10,303 12,362 3,481 3,616 43 Office and Administrative Support Occupations 62,916 4,661 17,748 17,875 10,101 6,033 6,498 45 Farming, Fishing, and Forestry Occupations 68,984 51,214 12,822 2,809 1,405 323 410 47 Construction Trades 0 0 0 0 0 0 0 47 Extraction Workers 0 0 0 0 0 0 0 49 Installation, Maintenance, and Repair Workers 1,318 298 466 75 126 207 145 Applied Development Economics | Page 87 51 Production Occupations 0 0 0 0 0 0 0 53 Transportation and Material Moving Occupations 23 0 0 23 0 0 0 55 Military Specific Occupations 222 0 95 61 0 0 65 Appendix Table 25 — Unemployed Labor Force By Broad Occupation Categories, Educational Attainment and Management Status (Excluding Long-Term Unemployed) Unemployed Management Total 01 < HS\GED 02 HS\GED 03 Some College- OUT 04 Some College- ATTENDING 05 AA 06 BA or up Total 12,740 1,468 3,267 4,198 655 1,329 1,823 11 Management Occupations 5,176 413 1,270 1,825 228 532 909 13 Business Operations Specialists 0 0 0 0 0 0 0 13 Financial Specialists 0 0 0 0 0 0 0 15 Computer and Mathematical Occupations 0 0 0 0 0 0 0 17 Architecture and Engineering Occupations 0 0 0 0 0 0 0 19 Life, Physical, and Social Science Occupations 0 0 0 0 0 0 0 21 Community and Social Science Occupations 0 0 0 0 0 0 0 23 Legal 58 0 0 0 0 0 58 25 Education 0 0 0 0 0 0 0 27 Arts, Design, Entertainment, Sports, and Media 0 0 0 0 0 0 0 29 Healthcare Practitioners and Technical Occupations 74 0 0 0 0 0 74 31 Healthcare Support Occupations 0 0 0 0 0 0 0 33 Protective Service Occupations 121 0 0 53 67 0 0 35 Food Preparation and Serving Occupations 1,135 171 250 387 84 220 23 37 Building and Ground Cleaning and Maintenance 166 72 77 0 16 0 2 39 Personal Care and Service Occupations 145 0 43 27 21 55 0 41 Sales Occupations 2,683 179 1,143 803 43 160 356 43 Office and Administrative Support Occupations 1,040 0 183 402 77 239 139 Applied Development Economics | Page 88 45 Farming, Fishing, and Forestry Occupations 355 247 12 51 0 45 0 47 Construction Trades 772 179 130 250 119 52 42 47 Extraction Workers 0 0 0 0 0 0 0 49 Installation, Maintenance, and Repair Workers 216 18 65 106 0 27 0 51 Production Occupations 563 104 30 294 0 0 135 53 Transportation and Material Moving Occupations 227 85 57 0 0 0 85 55 Military Specific Occupations 7 0 7 0 0 0 0 Unemployed Specialists Total 01 < HS\GED 02 HS\GED 03 Some College- OUT 04 Some College- ATTENDING 05 AA 06 BA or up Total 78,526 20,991 24,382 14,282 5,783 4,843 8,245 11 Management Occupations 0 0 0 0 0 0 0 13 Business Operations Specialists 2,008 106 741 358 113 240 450 13 Financial Specialists 1,443 25 121 564 0 169 565 15 Computer and Mathematical Occupations 1,433 0 146 478 215 229 366 17 Architecture and Engineering Occupations 566 105 63 92 0 62 244 19 Life, Physical, and Social Science Occupations 674 40 96 204 134 43 157 21 Community and Social Science Occupations 934 16 100 148 70 160 440 23 Legal 0 0 0 0 0 0 0 25 Education 4,279 171 150 396 594 643 2,325 27 Arts, Design, Entertainment, Sports, and Media 2,521 222 334 391 378 605 590 29 Healthcare Practitioners and Technical Occupations 1,959 148 184 408 237 468 514 31 Healthcare Support Occupations 0 0 0 0 0 0 0 33 Protective Service Occupations 1,475 47 285 261 634 126 122 35 Food Preparation and Serving Occupations 4,925 1,057 2,013 981 432 184 257 37 Building and Ground Cleaning and Maintenance 145 0 62 83 0 0 0 39 Personal Care and Service Occupations 1,084 230 536 134 143 25 16 41 Sales Occupations 1,280 162 226 186 365 60 282 Applied Development Economics | Page 89 43 Office and Administrative Support Occupations 210 33 31 40 0 105 0 45 Farming, Fishing, and Forestry Occupations 63 0 37 0 0 0 26 47 Construction Trades 13,043 5,209 3,903 2,679 465 421 366 47 Extraction Workers 947 389 247 277 0 33 0 49 Installation, Maintenance, and Repair Workers 4,637 1,394 1,913 746 126 301 157 51 Production Occupations 12,503 4,090 4,759 1,971 522 419 742 53 Transportation and Material Moving Occupations 22,362 7,546 8,435 3,850 1,357 549 626 55 Military Specific Occupations 35 0 0 35 0 0 0 Unemployed Support Total 01 < HS\GED 02 HS\GED 03 Some College- OUT 04 Some College- ATTENDING 05 AA 06 BA or up Total 99,066 31,612 28,862 19,409 8,229 6,284 4,670 11 Management Occupations 0 0 0 0 0 0 0 13 Business Operations Specialists 0 0 0 0 0 0 0 13 Financial Specialists 0 0 0 0 0 0 0 15 Computer and Mathematical Occupations 0 0 0 0 0 0 0 17 Architecture and Engineering Occupations 0 0 0 0 0 0 0 19 Life, Physical, and Social Science Occupations 0 0 0 0 0 0 0 21 Community and Social Science Occupations 0 0 0 0 0 0 0 23 Legal 424 43 35 148 0 106 92 25 Education 1,298 179 451 120 182 256 111 27 Arts, Design, Entertainment, Sports, and Media 0 0 0 0 0 0 0 29 Healthcare Practitioners and Technical Occupations 0 0 0 0 0 0 0 31 Healthcare Support Occupations 4,551 599 1,371 1,380 448 509 244 33 Protective Service Occupations 1,695 193 656 340 201 179 125 35 Food Preparation and Serving Occupations 5,502 772 1,990 1,397 1,047 210 85 37 Building and Ground Cleaning and Maintenance 8,996 3,494 3,393 1,257 496 257 98 39 Personal Care and Service Occupations 6,455 1,061 2,520 1,617 354 461 443 Applied Development Economics | Page 90 41 Sales Occupations 15,992 2,309 4,434 3,947 2,456 1,491 1,354 43 Office and Administrative Support Occupations 23,877 2,224 7,630 7,648 2,254 2,246 1,876 45 Farming, Fishing, and Forestry Occupations 29,048 20,653 5,925 1,148 712 441 170 47 Construction Trades 0 0 0 0 0 0 0 47 Extraction Workers 0 0 0 0 0 0 0 49 Installation, Maintenance, and Repair Workers 838 84 179 408 39 128 0 51 Production Occupations 0 0 0 0 0 0 0 53 Transportation and Material Moving Occupations 0 0 0 0 0 0 0 55 Military Specific Occupations 390 0 278 0 40 0 72 Appendix Table 26 — Long-Term Unemployed Labor Force By Educational Attainment Total <HS HS Some Coll OUT Some Coll IN AA BA or up Long-Term Unemployed persons 50,827 16,697 17,794 5,580 7,054 1,771 1,931 Source: Applied Development Economics, based on US Census ACS Public Use Microdata 2012-2014 from iPUMS Appendix Table 27 — Unemployed Labor Force-to-Job Openings Skills Match OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background Total 51,619 516,190 151,907 80,374 53-70XX Conveyor operators and tenders, and hoist and winch operators Less than high school 7 70 0 0 53-7081 Refuse and Recyclable Material Collectors Less than high school 41 410 197 163 53-7070 Pumping Station Operators Less than high school 6 60 0 0 53-7064 Packers and Packagers, Hand Less than high school 596 5960 4,820 4,159 53-7063 Machine Feeders and Offbearers Less than high school 19 190 64 64 Applied Development Economics | Page 91 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 53-7062 Laborers and Freight, Stock, and Material Movers, Hand Less than high school 1,471 14710 6,631 4,528 53-7061 Cleaners of Vehicles and Equipment Less than high school 298 2980 1,067 919 53-7051 Industrial Truck and Tractor Operators Less than high school 287 2870 2,247 1,417 53-7030 Dredge, Excavating, and Loading Machine Operators Less than high school 5 50 12 12 53-7021 Crane and Tower Operators High school diploma or equivalent 33 330 0 0 53-6031 Service Station Attendants Less than high school 44 440 193 167 53-6021 Parking Lot Attendants Less than high school 14 140 32 32 53-3099 Motor Vehicle Operators, All Other High school diploma or equivalent 19 190 0 0 53-3041 Taxi Drivers and Chauffeurs Less than high school 39 390 63 0 53-3030 Driver/Sales Workers and Truck Drivers High school diploma or equivalent 1,711 17110 5,783 3,702 53-3020 Bus Drivers High school diploma or equivalent 160 1600 274 248 53-2020 Air Traffic Controllers and Airfield Operations Specialists Associate's degree 12 120 0 0 53-2010 Aircraft Pilots and Flight Engineers Bachelor's degree 7 70 0 0 53-1000 Supervisors of Transportation and Material Moving Workers High school diploma or equivalent 166 1660 227 57 51-91XX Other production workers including semiconductor processors and cooling and freezing equipment operators Associate's degree 76 760 1,143 22 51-9198 Helpers--Production Workers Less than high school 130 1300 96 96 51-9196 Paper Goods Machine Setters, Operators, and Tenders High school diploma or equivalent 14 140 0 0 51-9111 Packaging and Filling Machine Operators and Tenders High school diploma or equivalent 321 3210 1,409 720 51-9061 Inspectors, Testers, Sorters, Samplers, and Weighers High school diploma or equivalent 129 1290 1,319 849 51-9020 Crushing, Grinding, Polishing, Mixing, and Blending Workers High school diploma or equivalent 32 320 28 28 51-9010 Chemical Processing Machine Setters, Operators, and Tenders High school diploma or equivalent 44 440 26 26 51-8090 Miscellaneous Plant and System Operators High school diploma or equivalent 18 180 0 0 51-8031 Water and Wastewater Treatment Plant and System Operators High school diploma or equivalent 53 530 39 0 51-8010 Power Plant Operators, Distributors, and Dispatchers High school diploma or equivalent 13 130 0 0 51-6011 Laundry and Dry-Cleaning Workers Less than high school 56 560 44 21 Applied Development Economics | Page 92 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 51-4XXX Misc. metal workers\plastic workers incl. milling and planing mach. setters, and multiple mach. tool setters, and lay-out workers High school diploma or equivalent 6 60 92 68 51-4120 Welding, Soldering, and Brazing Workers High school diploma or equivalent 132 1320 655 537 51-4041 Machinists High school diploma or equivalent 68 680 7 7 51-4010 Computer Control Programmers and Operators High school diploma or equivalent 6 60 0 0 51-3099 Food Processing Workers, All Other Less than high school 9 90 16 16 51-3093 Food Cooking Machine Operators and Tenders High school diploma or equivalent 14 140 0 0 51-3092 Food Batchmakers High school diploma or equivalent 81 810 263 114 51-3091 Food and Tobacco Roasting, Baking, and Drying Machine Operators and Tenders Less than high school 6 60 0 0 51-3020 Butchers and Other Meat, Poultry, and Fish Processing Workers Less than high school 219 2190 210 199 51-3011 Bakers Less than high school 45 450 152 96 51-2090 Miscellaneous Assemblers and Fabricators High school diploma or equivalent 156 1560 814 566 51-2041 Structural Metal Fabricators and Fitters High school diploma or equivalent 12 120 0 0 51-1011 First-Line Supervisors of Production and Operating Workers Postsecondary non-degree award 106 1060 352 83 49-90XX Miscellaneous Installation, Maintenance, and Repair Workers, Including Wind Turbine Service Technicians Some college, no degree 24 240 267 53 49-9098 Helpers--Installation, Maintenance, and Repair Workers High school diploma or equivalent 51 510 0 0 49-9071 Maintenance and Repair Workers, General High school diploma or equivalent 419 4190 745 333 49-9060 Precision Instrument and Equipment Repairers Associate's degree 12 120 0 0 49-9052 Telecommunications Line Installers and Repairers High school diploma or equivalent 36 360 0 0 49-9051 Electrical Power-Line Installers and Repairers High school diploma or equivalent 47 470 0 0 49-904X Industrial and Refractory Machinery Mechanic High school diploma or equivalent 192 1920 393 295 49-9043 Maintenance Workers, Machinery High school diploma or equivalent 21 210 0 0 49-9031 Home Appliance Repairers High school diploma or equivalent 12 120 0 0 49-9021 Heating, Air Conditioning, and Refrigeration Mechanics and Installers Postsecondary non-degree award 96 960 234 31 49-3090 Miscellaneous Vehicle and Mobile Equipment Mechanics, Installers, and Repairers High school diploma or equivalent 60 600 23 19 49-3040 Heavy Vehicle and Mobile Equipment Service Technicians and Mechanics High school diploma or equivalent 111 1110 121 39 Applied Development Economics | Page 93 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 49-3031 Bus and Truck Mechanics and Diesel Engine Specialists High school diploma or equivalent 82 820 223 148 49-3023 Automotive Service Technicians and Mechanics High school diploma or equivalent 219 2190 1,020 512 49-3021 Automotive Body and Related Repairers High school diploma or equivalent 38 380 0 0 49-3011 Aircraft Mechanics and Service Technicians Postsecondary non-degree award 31 310 22 0 49-209X Electrical and electronics repairers, transportation equipment, and industrial and utility Postsecondary non-degree award 6 60 0 0 49-2092 Electric Motor, Power Tool, and Related Repairers Postsecondary non-degree award 6 60 0 0 49-2020 Radio and Telecommunications Equipment Installers and Repairers Associate's degree 72 720 287 0 49-2011 Computer, Automated Teller, and Office Machine Repairers Some college, no degree 15 150 137 108 49-1011 First-Line Supervisors of Mechanics, Installers, and Repairers High school diploma or equivalent 148 1480 191 146 47-XXXX Miscellaneous Construction Workers Including Solar Photovoltaic Installers, and Septic Tank Servicers and Sewer Pipe Cleaners High school diploma or equivalent 281 2810 140 76 47-5021 Earth Drillers, Except Oil and Gar High school diploma or equivalent 19 190 0 0 47-4051 Highway Maintenance Workers High school diploma or equivalent 12 120 85 57 47-4041 Hazardous Materials Removal Workers High school diploma or equivalent 17 170 0 0 47-4031 Fence Erectors High school diploma or equivalent 9 90 12 12 47-4011 Construction and Building Inspectors High school diploma or equivalent 18 180 0 0 47-3010 Helpers, Construction Trades Less than high school 24 240 96 96 47-2221 Structural Iron and Steel Workers High school diploma or equivalent 13 130 126 126 47-2211 Sheet Metal Workers High school diploma or equivalent 24 240 105 105 47-2181 Roofers Less than high school 17 170 98 98 47-2150 Pipelayers, Plumbers, Pipefitters, and Steamfitters Less than high school 96 960 503 402 47-2140 Painters and Paperhangers Less than high school 57 570 838 617 47-2111 Electricians High school diploma or equivalent 155 1550 414 250 47-2080 Drywall Installers, Ceiling Tile Installers, and Tapers Less than high school 28 280 155 155 47-207X Construction equipment operators except paving, surfacing, and tamping equipment operators High school diploma or equivalent 210 2100 236 160 47-2071 Paving, Surfacing, and Tamping Equipment Operators High school diploma or equivalent 7 70 0 0 Applied Development Economics | Page 94 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 47-2061 Construction Laborers Less than high school 558 5580 4,835 3,671 47-2050 Cement Masons, Concrete Finishers, and Terrazzo Workers Less than high school 51 510 182 155 47-2040 Carpet, Floor, and Tile Installers and Finishers Less than high school 8 80 264 236 47-2031 Carpenters High school diploma or equivalent 135 1350 1,707 898 47-1011 First-Line Supervisors of Construction Trades and Extraction Workers High school diploma or equivalent 168 1680 477 209 45-4011 Forest and Conservation Workers High school diploma or equivalent 6 60 0 0 45-20XX Miscellaneous agricultural workers including animal breeders High school diploma or equivalent 6,033 60330 23,134 4,939 45-2041 Graders and Sorters, Agricultural Products Less than high school 158 1580 4,376 4,085 45-2011 Agricultural Inspectors Bachelor's degree 9 90 37 0 45-1011 First-Line Supervisors of Farming, Fishing, and Forestry Workers High school diploma or equivalent 128 1280 333 63 43-9XXX Miscellaneous office and administrative support workers including desktop publishers High school diploma or equivalent 119 1190 326 145 43-9061 Office Clerks, General High school diploma or equivalent 816 8160 2,075 1,341 43-9051 Mail Clerks and Mail Machine Operators, Except Postal Service High school diploma or equivalent 14 140 27 27 43-9041 Insurance Claims and Policy Processing Clerks High school diploma or equivalent 96 960 185 158 43-9022 Word Processors and Typists High school diploma or equivalent 5 50 0 0 43-9021 Data Entry Keyers High school diploma or equivalent 9 90 387 184 43-6010 Secretaries and Administrative Assistants High school diploma or equivalent 732 7320 2,490 1,747 43-5111 Weighers, Measurers, Checkers, and Samplers, Recordkeeping High school diploma or equivalent 46 460 273 209 43-5081 Stock Clerks and Order Fillers Less than high school 903 9030 4,177 2,491 43-5071 Shipping, Receiving, and Traffic Clerks High school diploma or equivalent 241 2410 600 397 43-5061 Production, Planning, and Expediting Clerks High school diploma or equivalent 57 570 197 21 43-5052 Postal Service Mail Carriers High school diploma or equivalent 56 560 28 28 43-5030 Dispatchers High school diploma or equivalent 113 1130 204 67 43-5011 Cargo and Freight Agents High school diploma or equivalent 8 80 0 0 43-4XXX Correspondent clerks and order clerks High school diploma or equivalent 33 330 119 113 43-4199 Information and Record Clerks, All Other High school diploma or equivalent 30 300 82 20 Applied Development Economics | Page 95 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 43-4171 Receptionists and Information Clerks High school diploma or equivalent 325 3250 1,628 1,206 43-4161 Human Resources Assistants, Except Payroll and Timekeeping High school diploma or equivalent 22 220 37 37 43-4121 Library Assistants, Clerical High school diploma or equivalent 30 300 37 0 43-4111 Interviewers, Except Eligibility and Loan High school diploma or equivalent 36 360 469 283 43-4081 Hotel, Motel, and Resort Desk Clerks High school diploma or equivalent 99 990 169 26 43-4071 File Clerks High school diploma or equivalent 41 410 357 261 43-4061 Eligibility Interviewers, Government Programs High school diploma or equivalent 59 590 39 20 43-4051 Customer Service Representatives High school diploma or equivalent 727 7270 3,660 2,180 43-4031 Court, Municipal, and License Clerks High school diploma or equivalent 24 240 0 0 43-3071 Tellers High school diploma or equivalent 150 1500 249 124 43-3061 Procurement Clerks High school diploma or equivalent 14 140 0 0 43-3051 Payroll and Timekeeping Clerks High school diploma or equivalent 70 700 23 0 43-3031 Bookkeeping, Accounting, and Auditing Clerks High school diploma or equivalent 356 3560 920 671 43-3021 Billing and Posting Clerks High school diploma or equivalent 135 1350 459 336 43-3011 Bill and Account Collectors High school diploma or equivalent 84 840 182 182 43-2011 Switchboard Operators, Including Answering Service High school diploma or equivalent 6 60 29 29 43-1011 First-Line Supervisors of Office and Administrative Support Workers High school diploma or equivalent 508 5080 1,040 585 41-9099 Sales and Related Workers, All Other High school diploma or equivalent 21 210 32 18 41-9041 Telemarketers Less than high school 46 460 348 116 41-9020 Real Estate Brokers and Sales Agents High school diploma or equivalent 6 60 121 0 41-9010 Models, Demonstrators, and Product Promoters High school diploma or equivalent 54 540 217 55 41-4010 Sales Representatives, Wholesale and Manufacturing Bachelor's degree 515 5150 931 154 41-3099 Sales Representatives, Services, All Other High school diploma or equivalent 299 2990 446 146 41-3031 Securities, Commodities, and Financial Services Sales Agents Bachelor's degree 29 290 59 40 41-3021 Insurance Sales Agents High school diploma or equivalent 95 950 189 102 41-3011 Advertising Sales Agents High school diploma or equivalent 19 190 260 95 41-2031 Retail Salespersons Less than high school 2,207 22070 4,485 1,557 41-2022 Parts Salespersons Less than high school 86 860 148 148 Applied Development Economics | Page 96 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 41-2021 Counter and Rental Clerks Less than high school 203 2030 73 29 41-2010 Cashiers Less than high school 2,206 22060 8,089 3,684 41-1012 First-Line Supervisors of Non-Retail Sales High school diploma or equivalent 38 380 62 3 41-1011 First-Line Supervisors of Retail Sales Workers High school diploma or equivalent 516 5160 2,267 1,668 39-9041 Residential Advisors High school diploma or equivalent 13 130 0 0 39-9030 Recreation and Fitness Workers High school diploma or equivalent 87 870 156 123 39-9021 Personal Care Aides Less than high school 1,089 10890 3,625 2,251 39-9011 Childcare Workers High school diploma or equivalent 281 2810 1,826 917 39-7010 Tour and Travel Guides High school diploma or equivalent 5 50 0 0 39-5090 Miscellaneous Personal Appearance Workers Postsecondary non-degree award 7 70 27 0 39-5012 Hairdressers, Hairstylists, and Cosmetologists Postsecondary non-degree award 45 450 289 62 39-3090 Miscellaneous Entertainment Attendants and Related Workers Less than high school 101 1010 166 22 39-3031 Ushers, Lobby Attendants, and Ticket Takers Less than high school 23 230 0 0 39-3010 Gaming Services Workers High school diploma or equivalent 34 340 0 0 39-2021 Nonfarm Animal Caretakers Less than high school 21 210 224 224 39-1021 First-Line Supervisors of Personal Service Workers High school diploma or equivalent 31 310 75 0 37-3010 Grounds Maintenance Workers Less than high school 235 2350 2,297 1,993 37-2021 Pest Control Workers High school diploma or equivalent 32 320 145 145 37-2012 Maids and Housekeeping Cleaners Less than high school 242 2420 1,446 1,166 37-1012 First-Line Supervisors of Landscaping, Lawn Service, and Groundskeeping Workers Less than high school 760 7600 53 37 37-1011 First-Line Supervisors of Housekeeping and Janitorial Workers High school diploma or equivalent 40 400 73 0 35-90XX Miscellaneous food preparation and serving related workers incl. dining room\cafeteria attendants, bartender helpers Less than high school 239 2390 485 305 35-9031 Host and Hostesses, Restaurant, Lounge, and Coffee Shop Less than high school 200 2000 429 328 35-9021 Dishwashers Less than high school 253 2530 652 297 35-3041 Food Servers, Nonrestaurant Less than high school 73 730 154 64 35-3031 Waiters and Waitresses Less than high school 966 9660 2,124 1,115 Applied Development Economics | Page 97 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 35-3022 Counter Attendant, Cafeteria, Food Concession, and Coffee Shop Less than high school 253 2530 684 339 35-3021 Combined Food Preparation and Serving Workers, Including Fast Food Less than high school 2,339 23390 505 142 35-3011 Bartenders Less than high school 165 1650 409 179 35-2021 Food Preparation Workers Less than high school 365 3650 1,740 826 35-2010 Cooks Less than high school 985 9850 3,043 2,285 35-1012 First-Line Supervisors of Food Preparation and Serving Workers High school diploma or equivalent 431 4310 714 461 35-1011 Chefs and Head Cooks High school diploma or equivalent 14 140 155 74 33-909X Lifeguards and Other Protective Service Workers High school diploma or equivalent 132 1320 380 50 33-9091 Crossing Guards High school diploma or equivalent 51 510 1 0 33-9030 Security Guards and Gaming Surveillance Officers High school diploma or equivalent 301 3010 1,515 950 33-3050 Police Officers High school diploma or equivalent 236 2360 266 177 33-3021 Detectives and Criminal Investigators High school diploma or equivalent 22 220 0 0 33-3010 Bailiffs, Correctional Officers, and Jailers High school diploma or equivalent 444 4440 519 159 33-2011 Firefighters Postsecondary non-degree award 91 910 144 56 33-1012 First-Line Supervisors of Police and Detectives High school diploma or equivalent 5 50 0 0 33-1011 First-Line Supervisors of Correctional Officers High school diploma or equivalent 53 530 67 0 31-909X Medical Assistants and Other Healthcare Support Occupations, except dental assistants High school diploma or equivalent 25 250 18 18 31-9097 Phlebotmists Postsecondary non-degree award 36 360 0 0 31-9096 Veterinary Assistants and Laboratory Animal Caretakers High school diploma or equivalent 13 130 22 0 31-9095 Pharmacy Aides High school diploma or equivalent 10 100 44 1 31-9092 Medical Assistants Postsecondary non-degree award 347 3470 1,073 288 31-9091 Dental Assistants Postsecondary non-degree award 96 960 101 75 31-2020 Physical Therapist Assistants and Aides Associate's degree 12 120 30 0 31-1010 Nursing, Psychiatric, and Home Health Aides Less than high school 1,228 12280 3,368 1,731 29-9000 Other Healthcare Practitioners and Technical Occupations Bachelor's degree 25 250 23 23 29-2090 Miscellaneous Health Technologists and Technicians Master's degree 33 330 79 79 29-2081 Opticians, Dispensing High school diploma or equivalent 32 320 46 46 Applied Development Economics | Page 98 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 29-2071 Medical Records and Health Information Technicians Postsecondary non-degree award 58 580 0 0 29-2061 Licensed Practical and Licensed Vocational Nurses Postsecondary non-degree award 307 3070 453 197 29-2050 Health Diagnosing and Treating Practitioner Support Technicians Associate's degree 144 1440 145 0 29-2041 Emergency Medical Technicians and Paramedics Postsecondary non-degree award 86 860 45 38 29-2030 Diagnostic Related Technologists and Technicians Associate's degree 60 600 93 93 29-2021 Dental Hygienists Associate's degree 40 400 0 0 29-2010 Clinical Laboratory Technologists and Technicians Associate's degree 51 510 40 0 29-11XX Nurse Practitioners, and Nurse Midwives Master's degree 71 710 0 0 29-1141 Nurse Practitioners, and Nurse Midwives Associate's degree 989 9890 404 46 29-1131 Veterinarians Doctoral or professional degree 16 160 0 0 29-1127 SpeechLanguage Pathologists Master's degree 26 260 0 0 29-1126 Respiratory Therapists Associate's degree 18 180 0 0 29-1123 Physical Therapists Doctoral or professional degree 42 420 0 0 29-1122 Occupational Therapists Master's degree 16 160 0 0 29-1071 Physician Assistants Master's degree 30 300 0 0 29-1060 Physicians and Surgeons Doctoral or professional degree 107 1070 0 0 29-1051 Pharmacists Doctoral or professional degree 95 950 0 0 29-1041 Optometrists Doctoral or professional degree 8 80 0 0 29-1031 Dieticians and Nutritionists Bachelor's degree 8 80 0 0 29-1020 Dentists Doctoral or professional degree 35 350 0 0 27-40XX Broadcast and Sound Engineering Techs and Radio Operators, and media and commequipment workers, all other Postsecondary non-degree award 18 180 0 0 27-3090 Miscellaneous Media and Communication Workers Bachelor's degree 18 180 133 0 27-3031 Public Relations Specialists Bachelor's degree 16 160 157 59 27-2040 Musicians, Singers, and Related Workers Bachelor's degree 16 160 19 0 27-2020 Athletes, Coaches, Umpires, and Related Workers High school diploma or equivalent 68 680 144 40 27-2012 Producers and Directors Bachelor's degree 10 100 0 0 27-1020 Designers Bachelor's degree 50 500 182 3 25-90XX Other Education, Training, and Library Workers Bachelor's degree 50 500 0 0 Applied Development Economics | Page 99 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 25-9041 Teacher Assistants Some college, no degree 572 5720 1,298 301 25-4031 Library Technicians Postsecondary non-degree award 57 570 0 0 25-4021 Librarians Master's degree 13 130 44 0 25-3000 Other Teachers and Instructors Bachelor's degree 502 5020 965 448 25-2050 Elementary and Middle School Teachers Bachelor's degree 69 690 29 29 25-2030 Secondary School Teachers Bachelor's degree 391 3910 208 147 25-2020 Elementary and Middle School Teachers Bachelor's degree 918 9180 1,313 1,005 25-2010 Preschool and Kindergarten Teachers Associate's degree 225 2250 349 79 25-1000 Postsecondary Teachers Doctoral or professional degree 291 2910 535 341 23-2011 Paralegals and Legal Assistants Associate's degree 53 530 279 106 23-10XX Lawyers, and judges, magistrates, and other judicial workers Doctoral or professional degree 75 750 36 36 21-2099 Religious Workers, All Other Bachelor's degree 6 60 0 0 21-2021 Directors, Religious Activities and Education Bachelor's degree 18 180 0 0 21-2011 Clergy Bachelor's degree 23 230 0 0 21-109X Miscellaneous Community and Social Service Specialists Bachelor's degree 65 650 54 54 21-1093 Social and Human Service Assistants High school diploma or equivalent 219 2190 57 49 21-1092 Probation Officers and Correctional Treatment Specialists Bachelor's degree 44 440 0 0 21-1020 Social Workers Bachelor's degree 245 2450 218 53 21-1010 Counselors High school diploma or equivalent 204 2040 406 63 19-40YY Miscellaneous Life, Physical, and Social Science Technicians, Including Social Science Research Assistants Associate's degree 58 580 127 19 19-40XX Misc. life, physical, social science technicians, incl social science RAs & nuclear techs Associate's degree 18 180 0 0 19-4031 Chemical Technicians Associate's degree 19 190 19 0 19-4021 Biological Technicians Bachelor's degree 6 60 40 0 19-4011 Agricultural and Food Science Technicians Associate's degree 19 190 142 0 19-3051 Urban and Regional Planners Master's degree 17 170 0 0 19-3030 Market and Survey Researchers Doctoral or professional degree 56 560 0 0 Applied Development Economics | Page 100 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 19-2040 Environmental Scientists and Geoscientists Bachelor's degree 37 370 24 24 19-2030 Chemists and Materials Scientists Bachelor's degree 16 160 0 0 19-10XX General and Operations Managers Master's degree 14 140 0 0 17-3020 Engineering Technicians, Except Drafters Associate's degree 36 360 0 0 17-3010 Drafters Associate's degree 6 60 0 0 17-21YY Miscellaneous engineeers including nuclear engineers Bachelor's degree 35 350 0 0 17-2141 Mechanical Engineers Bachelor's degree 39 390 55 55 17-2110 Industrial Engineers, including Health and Safety Bachelor's degree 45 450 21 0 17-20XX Biomedical and agricultural engineers Bachelor's degree 30 300 0 0 17-2081 Environmental Engineers Bachelor's degree 7 70 0 0 17-2070 Electrical and Electronics Engineers Bachelor's degree 22 220 0 0 17-2051 Civil Engineers Bachelor's degree 76 760 37 30 17-2011 Aerospace Engineers Bachelor's degree 25 250 33 33 17-1010 Architects, Except Naval Bachelor's degree 21 210 15 11 15-20XX Misc. mathematical science occupations, including mathematicians and statisticians Master's degree 6 60 0 0 15-2031 Operations Research Analysts Bachelor's degree 6 60 0 0 15-1199 Computer Occupations, All Other Bachelor's degree 16 160 20 0 15-1150 Computer Support Specialists Some college, no degree 90 900 471 378 15-1143 Computer Network Architects Bachelor's degree 6 60 0 0 15-1142 Network and Computer Systems Administrators Bachelor's degree 43 430 0 0 15-1141 Database Administrators Bachelor's degree 5 50 0 0 15-113X Software Developers, Applications and Systems Software Bachelor's degree 66 660 119 119 15-1131 Computer Programmers Bachelor's degree 25 250 55 0 15-1121 Computer Programmers Bachelor's degree 61 610 85 46 13-2099 Financial Specialists, All Other Bachelor's degree 5 50 44 44 13-2082 Tax Preparers High school diploma or equivalent 7 70 47 0 13-2081 Tax Examiners and Collectors, and Revenue Agents Bachelor's degree 60 600 432 0 13-2070 Credit Counselors and Loan Officers Bachelor's degree 18 180 87 0 Applied Development Economics | Page 101 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 13-2053 Insurance Underwriters Bachelor's degree 6 60 0 0 13-2051 Financial Analysts Bachelor's degree 19 190 0 0 13-2031 Budget Analysts Bachelor's degree 14 140 0 0 13-2011 Accountants and Auditors Bachelor's degree 340 3400 325 282 13-1199 Business Operations Specialists, All Other High school diploma or equivalent 144 1440 161 68 13-1161 Market Research Analysts and Marketing Specialists Bachelor's degree 71 710 59 42 13-1151 Training and Development Specialists Bachelor's degree 34 340 95 0 13-1141 Compensation, Benefits, and Job Analysis Specialists Bachelor's degree 7 70 0 0 13-1131 Fundraisers Bachelor's degree 7 70 22 0 13-1121 Meeting and Convention Planners Bachelor's degree 7 70 47 19 13-1111 Management Analysts Bachelor's degree 84 840 192 64 13-1081 Logisticians Bachelor's degree 15 150 29 0 13-1070 Human Resources, Training, and Labor Relations Specialists Bachelor's degree 78 780 244 75 13-1051 Cost Estimators Bachelor's degree 102 1020 0 0 13-1041 Compliance Officers, Except Ag., Construction, Health and SAfety, and Transport. Bachelor's degree 25 250 34 34 13-1030 Claims Adjusters, Appraisers, Examiners, and Investigators High school diploma or equivalent 47 470 0 0 13-1023 Purchasing Agents, Except Wholesale, Retail, and Farm Products High school diploma or equivalent 33 330 109 109 13-1022 Wholesale and Retail Buyers, Except Farm Products High school diploma or equivalent 28 280 107 32 11-9XXX Miscellaneous managers including postmansters and mail superintendents Associate's degree 43 430 740 22 11-9151 Social and Community Service Managers Bachelor's degree 51 510 36 13 11-9141 Property, Real Estate, and Community Association Managers High school diploma or equivalent 27 270 262 212 11-9111 Medical and Health Services Managers Bachelor's degree 109 1090 0 0 11-9081 Lodging Managers High school diploma or equivalent 6 60 0 0 11-9051 Food Service Managers High school diploma or equivalent 55 550 313 199 11-9041 Architectural and Engineering Managers Bachelor's degree 25 250 0 0 11-9030 Education Administrators Bachelor's degree 114 1140 304 139 11-9021 Constructions Managers Bachelor's degree 59 590 148 23 Applied Development Economics | Page 102 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Unemployed in Target Occupations Unemployed in Target Occupations With Required background 11-9013 Farmers, Ranchers, and Other Agricultural Managers High school diploma or equivalent 118 1180 323 29 11-3121 Human Resources Managers Bachelor's degree 19 190 20 20 11-3071 Transportation, Storage, and Distribution Managers High school diploma or equivalent 34 340 47 47 11-3051 Industrial Production Managers Bachelor's degree 29 290 31 0 11-3031 Financial Managers Bachelor's degree 83 830 361 102 11-3021 Computer and Information Systems Managers Bachelor's degree 25 250 104 47 11-3011 Administrative Services Managers Bachelor's degree 54 540 13 0 11-2031 Public Relations Managers Bachelor's degree 6 60 0 0 11-2020 Marketing and Sales Managers Bachelor's degree 102 1020 188 40 11-10XX Chief executives and legislators Bachelor's degree 47 470 294 60 11-1021 General and Operations Managers Bachelor's degree 648 6480 342 29 Appendix Table 28 — Part-Time Labor Force-to-Job Openings Skills Match CCWC Region OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background Total 51,619 516,190 464,933 232,968 53-70XX Conveyor operators and tenders, and hoist and winch operators Less than high school 7 70 0 0 53-7081 Refuse and Recyclable Material Collectors Less than high school 41 410 485 246 53-7070 Pumping Station Operators Less than high school 6 60 39 39 53-7064 Packers and Packagers, Hand Less than high school 596 5,960 6,753 5,398 53-7063 Machine Feeders and Offbearers Less than high school 19 190 21 21 53-7062 Laborers and Freight, Stock, and Material Movers, Hand Less than high school 1,471 14,710 11,757 8,365 53-7061 Cleaners of Vehicles and Equipment Less than high school 298 2,980 2,906 1,643 53-7051 Industrial Truck and Tractor Operators Less than high school 287 2,870 3,234 2,397 Applied Development Economics | Page 103 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 53-7030 Dredge, Excavating, and Loading Machine Operators Less than high school 5 50 0 0 53-7021 Crane and Tower Operators High school diploma or equivalent 33 330 20 20 53-6031 Service Station Attendants Less than high school 44 440 437 149 53-6021 Parking Lot Attendants Less than high school 14 140 104 60 53-3099 Motor Vehicle Operators, All Other High school diploma or equivalent 19 190 22 22 53-3041 Taxi Drivers and Chauffeurs Less than high school 39 390 880 410 53-3030 Driver/Sales Workers and Truck Drivers High school diploma or equivalent 1,711 17,110 14,230 7,762 53-3020 Bus Drivers High school diploma or equivalent 160 1,600 1,364 1,034 53-2020 Air Traffic Controllers and Airfield Operations Specialists Associate's degree 12 120 0 0 53-2010 Aircraft Pilots and Flight Engineers Bachelor's degree 7 70 97 41 53-1000 Supervisors ofTransportation and Material Moving Workers High school diploma or equivalent 166 1,660 233 233 51-91XX Other production workers including semiconductor processors and cooling and freezing equipment operators Associate's degree 76 760 1,869 115 51-9198 Helpers--Production Workers Less than high school 130 1,300 256 217 51-9196 Paper Goods Machine Setters, Operators, and Tenders High school diploma or equivalent 14 140 112 112 51-9111 Packaging and Filling Machine Operators and Tenders High school diploma or equivalent 321 3,210 2,089 746 51-9061 Inspectors, Testers, Sorters, Samplers, and Weighers High school diploma or equivalent 129 1,290 1,816 1,049 51-9020 Crushing, Grinding, Polishing, Mixing, and Blending Workers High school diploma or equivalent 32 320 54 0 51-9010 Chemical Processing Machine Setters, Operators, and Tenders High school diploma or equivalent 44 440 25 0 51-8090 Miscellaneous Plant and System Operators High school diploma or equivalent 18 180 0 0 51-8031 Water and Wastewater Treatment Plant and System Operators High school diploma or equivalent 53 530 0 0 51-8010 Power Plant Operators, Distributors, and Dispatchers High school diploma or equivalent 13 130 45 45 Applied Development Economics | Page 104 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 51-6011 Laundry and Dry-Cleaning Workers Less than high school 56 560 630 323 51-4XXX Misc. metal workers\plastic workers incl. milling and planing mach. setters, and multiple mach. tool setters, and lay-out workers High school diploma or equivalent 6 60 0 0 51-4120 Welding, Soldering, and Brazing Workers High school diploma or equivalent 132 1,320 1,224 945 51-4041 Machinists High school diploma or equivalent 68 680 245 154 51-4010 Computer Control Programmers and Operators High school diploma or equivalent 6 60 0 0 51-3099 Food Processing Workers, All Other Less than high school 9 90 133 67 51-3093 Food Cooking Machine Operators and Tenders High school diploma or equivalent 14 140 0 0 51-3092 Food Batchmakers High school diploma or equivalent 81 810 290 153 51-3091 Food and Tobacco Roasting, Baking, and Drying Machine Operators and Tenders Less than high school 6 60 21 21 51-3020 Butchers and Other Meat, Poultry, and Fish Processing Workers Less than high school 219 2,190 818 571 51-3011 Bakers Less than high school 45 450 1,064 726 51-2090 Miscellaneous Assemblers and Fabricators High school diploma or equivalent 156 1,560 958 411 51-2041 Structural Metal Fabricators and Fitters High school diploma or equivalent 12 120 65 36 51-1011 First-Line Supervisors of Production and Operating Workers Postsecondary non-degree award 106 1,060 986 292 49-90XX Miscellaneous Installation, Maintenance, and Repair Workers, Including Wind Turbine Service Technicians Some college, no degree 24 240 807 172 49-9098 Helpers--Installation, Maintenance, and Repair Workers High school diploma or equivalent 51 510 22 0 49-9071 Maintenance and Repair Workers, General High school diploma or equivalent 419 4,190 1,152 586 49-9060 Precision Instrument and Equipment Repairers Associate's degree 12 120 0 0 49-9052 Telecommunications Line Installers and Repairers High school diploma or equivalent 36 360 0 0 49-9051 Electrical Power-Line Installers and Repairers High school diploma or equivalent 47 470 0 0 Applied Development Economics | Page 105 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 49-904X Industrial and Refractory Machinery Mechanic High school diploma or equivalent 192 1,920 845 594 49-9043 Maintenance Workers, Machinery High school diploma or equivalent 21 210 97 97 49-9031 Home Appliance Repairers High school diploma or equivalent 12 120 0 0 49-9021 Heating, Air Conditioning, and Refrigeration Mechanics and Installers Postsecondary non-degree award 96 960 425 43 49-3090 Miscellaneous Vehicle and Mobile Equipment Mechanics, Installers, and Repairers High school diploma or equivalent 60 600 464 247 49-3040 Heavy Vehicle and Mobile Equipment Service Technicians and Mechanics High school diploma or equivalent 111 1,110 674 525 49-3031 Bus and Truck Mechanics and Diesel Engine Specialists High school diploma or equivalent 82 820 321 166 49-3023 Automotive Service Technicians and Mechanics High school diploma or equivalent 219 2,190 2,070 1,597 49-3021 Automotive Body and Related Repairers High school diploma or equivalent 38 380 174 109 49-3011 Aircraft Mechanics and Service Technicians Postsecondary non-degree award 31 310 7 0 49-209X Electrical and electronics repairers, transportation equipment, and industrial and utility Postsecondary non-degree award 6 60 0 0 49-2092 Electric Motor, Power Tool, and Related Repairers Postsecondary non-degree award 6 60 0 0 49-2020 Radio and Telecommunications Equipment Installers and Repairers Associate's degree 72 720 124 0 49-2011 Computer, Automated Teller, and Office Machine Repairers Some college, no degree 15 150 254 46 49-1011 First-Line Supervisors of Mechanics, Installers, and Repairers High school diploma or equivalent 148 1,480 8 0 47-XXXX Miscellaneous Construction Workers Including Solar Photovoltaic Installers, and Septic Tank Servicers and Sewer Pipe Cleaners High school diploma or equivalent 281 2,810 126 126 47-5021 Earth Drillers, Except Oil and Gar High school diploma or equivalent 19 190 0 0 47-4051 Highway Maintenance Workers High school diploma or equivalent 12 120 35 35 47-4041 Hazardous Materials Removal Workers High school diploma or equivalent 17 170 41 0 Applied Development Economics | Page 106 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 47-4031 Fence Erectors High school diploma or equivalent 9 90 22 22 47-4011 Construction and Building Inspectors High school diploma or equivalent 18 180 161 161 47-3010 Helpers, Construction Trades Less than high school 24 240 57 52 47-2221 Structural Iron and Steel Workers High school diploma or equivalent 13 130 277 90 47-2211 Sheet Metal Workers High school diploma or equivalent 24 240 0 0 47-2181 Roofers Less than high school 17 170 405 389 47-2150 Pipelayers, Plumbers, Pipefitters, and Steamfitters Less than high school 96 960 1,282 917 47-2140 Painters and Paperhangers Less than high school 57 570 1,418 1,004 47-2111 Electricians High school diploma or equivalent 155 1,550 1,027 643 47-2080 Drywall Installers, Ceiling Tile Installers, and Tapers Less than high school 28 280 129 50 47-207X Construction equipment operators except paving, surfacing, and tamping equipment operators High school diploma or equivalent 210 2,100 818 599 47-2071 Paving, Surfacing, and Tamping Equipment Operators High school diploma or equivalent 7 70 0 0 47-2061 Construction Laborers Less than high school 558 5,580 9,053 6,435 47-2050 Cement Masons, Concrete Finishers, and Terrazzo Workers Less than high school 51 510 20 0 47-2040 Carpet, Floor, and Tile Installers and Finishers Less than high school 8 80 144 144 47-2031 Carpenters High school diploma or equivalent 135 1,350 2,056 1,096 47-1011 First-Line Supervisors of Construction Trades and Extraction Workers High school diploma or equivalent 168 1,680 1,070 718 45-4011 Forest and Conservation Workers High school diploma or equivalent 6 60 0 0 45-20XX Miscellaneous agricultural workers including animal breeders High school diploma or equivalent 6,033 60,330 62,768 13,808 45-2041 Graders and Sorters, Agricultural Products Less than high school 158 1,580 4,401 3,946 45-2011 Agricultural Inspectors Bachelor's degree 9 90 0 0 45-1011 First-Line Supervisors of Farming, Fishing, and Forestry Workers High school diploma or equivalent 128 1,280 870 349 Applied Development Economics | Page 107 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 43-9XXX Miscellaneous office and administrative support workers including desktop publishers High school diploma or equivalent 119 1,190 944 523 43-9061 Office Clerks, General High school diploma or equivalent 816 8,160 6,864 2,956 43-9051 Mail Clerks and Mail Machine Operators, Except Postal Service High school diploma or equivalent 14 140 75 18 43-9041 Insurance Claims and Policy Processing Clerks High school diploma or equivalent 96 960 279 159 43-9022 Word Processors and Typists High school diploma or equivalent 5 50 0 0 43-9021 Data Entry Keyers High school diploma or equivalent 9 90 387 220 43-6010 Secretaries and Administrative Assistants High school diploma or equivalent 732 7,320 8,336 4,653 43-5111 Weighers, Measurers, Checkers, and Samplers, Recordkeeping High school diploma or equivalent 46 460 20 0 43-5081 Stock Clerks and Order Fillers Less than high school 903 9,030 8,679 5,410 43-5071 Shipping, Receiving, and Traffic Clerks High school diploma or equivalent 241 2,410 1,854 1,343 43-5061 Production, Planning, and Expediting Clerks High school diploma or equivalent 57 570 319 113 43-5052 Postal Service Mail Carriers High school diploma or equivalent 56 560 229 209 43-5030 Dispatchers High school diploma or equivalent 113 1,130 297 138 43-5011 Cargo and Freight Agents High school diploma or equivalent 8 80 12 0 43-4XXX Correspondent clerks and order clerks High school diploma or equivalent 33 330 278 134 43-4199 Information and Record Clerks, All Other High school diploma or equivalent 30 300 36 36 43-4171 Receptionists and Information Clerks High school diploma or equivalent 325 3,250 4,649 2,780 43-4161 Human Resources Assistants, Except Payroll and Timekeeping High school diploma or equivalent 22 220 145 145 43-4121 Library Assistants, Clerical High school diploma or equivalent 30 300 321 89 43-4111 Interviewers, Except Eligibility and Loan High school diploma or equivalent 36 360 595 359 Applied Development Economics | Page 108 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 43-4081 Hotel, Motel, and Resort Desk Clerks High school diploma or equivalent 99 990 665 314 43-4071 File Clerks High school diploma or equivalent 41 410 1,019 369 43-4061 Eligibility Interviewers, Government Programs High school diploma or equivalent 59 590 11 11 43-4051 Customer Service Representatives High school diploma or equivalent 727 7,270 10,395 5,544 43-4031 Court, Municipal, and License Clerks High school diploma or equivalent 24 240 52 22 43-3071 Tellers High school diploma or equivalent 150 1,500 1,643 1,152 43-3061 Procurement Clerks High school diploma or equivalent 14 140 0 0 43-3051 Payroll and Timekeeping Clerks High school diploma or equivalent 70 700 401 318 43-3031 Bookkeeping, Accounting, and Auditing Clerks High school diploma or equivalent 356 3,560 4,654 3,371 43-3021 Billing and Posting Clerks High school diploma or equivalent 135 1,350 439 191 43-3011 Bill and Account Collectors High school diploma or equivalent 84 840 188 171 43-2011 Switchboard Operators, Including Answering Service High school diploma or equivalent 6 60 20 20 43-1011 First-Line Supervisors of Office and Administrative Support Workers High school diploma or equivalent 508 5,080 1,787 977 41-9099 Sales and Related Workers, All Other High school diploma or equivalent 21 210 231 78 41-9041 Telemarketers Less than high school 46 460 209 115 41-9020 Real Estate Brokers and Sales Agents High school diploma or equivalent 6 60 845 479 41-9010 Models, Demonstrators, and Product Promoters High school diploma or equivalent 54 540 521 449 41-4010 Sales Representatives, Wholesale and Manufacturing Bachelor's degree 515 5,150 2,582 653 41-3099 Sales Representatives, Services, All Other High school diploma or equivalent 299 2,990 886 489 41-3031 Securities, Commodities, and Financial Services Sales Agents Bachelor's degree 29 290 0 0 Applied Development Economics | Page 109 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 41-3021 Insurance Sales Agents High school diploma or equivalent 95 950 645 278 41-3011 Advertising Sales Agents High school diploma or equivalent 19 190 158 110 41-2031 Retail Salespersons Less than high school 2,207 22,070 16,559 5,358 41-2022 Parts Salespersons Less than high school 86 860 699 78 41-2021 Counter and Rental Clerks Less than high school 203 2,030 288 134 41-2010 Cashiers Less than high school 2,206 22,060 26,922 13,639 41-1012 First-Line Supervisors of Non-Retail Sales High school diploma or equivalent 38 380 1,084 682 41-1011 First-Line Supervisors of Retail Sales Workers High school diploma or equivalent 516 5,160 5,411 2,840 39-9041 Residential Advisors High school diploma or equivalent 13 130 51 0 39-9030 Recreation and Fitness Workers High school diploma or equivalent 87 870 1,168 400 39-9021 Personal Care Aides Less than high school 1,089 10,890 14,427 9,048 39-9011 Childcare Workers High school diploma or equivalent 281 2,810 8,846 3,811 39-7010 Tour and Travel Guides High school diploma or equivalent 5 50 70 20 39-5090 Miscellaneous Personal Appearance Workers Postsecondary non-degree award 7 70 227 0 39-5012 Hairdressers, Hairstylists, and Cosmetologists Postsecondary non-degree award 45 450 2,898 595 39-3090 Miscellaneous Entertainment Attendants and Related Workers Less than high school 101 1,010 588 161 39-3031 Ushers, Lobby Attendants, and Ticket Takers Less than high school 23 230 192 71 39-3010 Gaming Services Workers High school diploma or equivalent 34 340 162 162 39-2021 Nonfarm Animal Caretakers Less than high school 21 210 649 287 39-1021 First-Line Supervisors of Personal Service Workers High school diploma or equivalent 31 310 422 326 37-3010 Grounds Maintenance Workers Less than high school 235 2,350 6,377 5,149 37-2021 Pest Control Workers High school diploma or equivalent 32 320 55 55 Applied Development Economics | Page 110 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 37-2012 Maids and Housekeeping Cleaners Less than high school 242 2,420 6,575 4,820 37-1012 First-Line Supervisors of Landscaping, Lawn Service, and Groundskeeping Workers Less than high school 760 7,600 376 235 37-1011 First-Line Supervisors of Housekeeping and Janitorial Workers High school diploma or equivalent 40 400 262 128 35-90XX Miscellaneous food preparation and serving related workers incl. dining room\cafeteria attendants, bartender helpers Less than high school 239 2,390 2,183 1,228 35-9031 Host and Hostesses, Restaurant, Lounge, and Coffee Shop Less than high school 200 2,000 1,589 759 35-9021 Dishwashers Less than high school 253 2,530 2,182 1,365 35-3041 Food Servers, Nonrestaurant Less than high school 73 730 863 527 35-3031 Waiters and Waitresses Less than high school 966 9,660 11,773 4,581 35-3022 Counter Attendant, Cafeteria, Food Concession, and Coffee Shop Less than high school 253 2,530 1,825 907 35-3021 Combined Food Preparation and Serving Workers, Including Fast Food Less than high school 2,339 23,390 3,209 2,079 35-3011 Bartenders Less than high school 165 1,650 987 409 35-2021 Food Preparation Workers Less than high school 365 3,650 7,706 4,320 35-2010 Cooks Less than high school 985 9,850 16,858 10,427 35-1012 First-Line Supervisors of Food Preparation and Serving Workers High school diploma or equivalent 431 4,310 2,063 1,142 35-1011 Chefs and Head Cooks High school diploma or equivalent 14 140 619 248 33-909X Lifeguards and Other Protective Service Workers High school diploma or equivalent 132 1,320 468 19 33-9091 Crossing Guards High school diploma or equivalent 51 510 281 81 33-9030 Security Guards and Gaming Surveillance Officers High school diploma or equivalent 301 3,010 4,592 2,697 33-3050 Police Officers High school diploma or equivalent 236 2,360 486 143 33-3021 Detectives and Criminal Investigators High school diploma or equivalent 22 220 83 18 33-3010 Bailiffs, Correctional Officers, and Jailers High school diploma or equivalent 444 4,440 881 745 Applied Development Economics | Page 111 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 33-2011 Firefighters Postsecondary non-degree award 91 910 527 143 33-1012 First-Line Supervisors of Police and Detectives High school diploma or equivalent 5 50 28 28 33-1011 First-Line Supervisors of Correctional Officers High school diploma or equivalent 53 530 65 0 31-909X Medical Assistants and Other Healthcare Support Occupations, except dental assistants High school diploma or equivalent 25 250 216 98 31-9097 Phlebotmists Postsecondary non-degree award 36 360 381 196 31-9096 Veterinary Assistants and Laboratory Animal Caretakers High school diploma or equivalent 13 130 188 70 31-9095 Pharmacy Aides High school diploma or equivalent 10 100 35 0 31-9092 Medical Assistants Postsecondary non-degree award 347 3,470 2,516 640 31-9091 Dental Assistants Postsecondary non-degree award 96 960 1,868 878 31-2020 Physical Therapist Assistants and Aides Associate's degree 12 120 136 0 31-1010 Nursing, Psychiatric, and Home Health Aides Less than high school 1,228 12,280 9,570 3,441 29-9000 Other Healthcare Practitioners and Technical Occupations Bachelor's degree 25 250 60 17 29-2090 Miscellaneous Health Technologists and Technicians Master's degree 33 330 264 35 29-2081 Opticians, Dispensing High school diploma or equivalent 32 320 14 14 29-2071 Medical Records and Health Information Technicians Postsecondary non-degree award 58 580 350 48 29-2061 Licensed Practical and Licensed Vocational Nurses Postsecondary non-degree award 307 3,070 1,929 793 29-2050 Health Diagnosing and Treating Practitioner Support Technicians Associate's degree 144 1,440 1,028 212 29-2041 Emergency Medical Technicians and Paramedics Postsecondary non-degree award 86 860 293 136 29-2030 Diagnostic Related Technologists and Technicians Associate's degree 60 600 563 279 29-2021 Dental Hygienists Associate's degree 40 400 681 479 29-2010 Clinical Laboratory Technologists and Technicians Associate's degree 51 510 231 37 29-11XX Nurse Practitioners, and Nurse Midwives Master's degree 71 710 38 38 Applied Development Economics | Page 112 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 29-1141 Nurse Practitioners, and Nurse Midwives Associate's degree 989 9,890 7,589 3,232 29-1131 Veterinarians Doctoral or professional degree 16 160 35 35 29-1127 SpeechLanguage Pathologists Master's degree 26 260 125 125 29-1126 Respiratory Therapists Associate's degree 18 180 79 79 29-1123 Physical Therapists Doctoral or professional degree 42 420 421 288 29-1122 Occupational Therapists Master's degree 16 160 104 104 29-1071 Physician Assistants Master's degree 30 300 144 144 29-1060 Physicians and Surgeons Doctoral or professional degree 107 1,070 648 648 29-1051 Pharmacists Doctoral or professional degree 95 950 368 368 29-1041 Optometrists Doctoral or professional degree 8 80 31 31 29-1031 Dieticians and Nutritionists Bachelor's degree 8 80 75 75 29-1020 Dentists Doctoral or professional degree 35 350 513 513 27-40XX Broadcast and Sound Engineering Techs and Radio Operators, and media and commequipment workers, all other Postsecondary non-degree award 18 180 41 0 27-3090 Miscellaneous Media and Communication Workers Bachelor's degree 18 180 557 207 27-3031 Public Relations Specialists Bachelor's degree 16 160 12 3 27-2040 Musicians, Singers, and Related Workers Bachelor's degree 16 160 326 80 27-2020 Athletes, Coaches, Umpires, and Related Workers High school diploma or equivalent 68 680 1,230 373 27-2012 Producers and Directors Bachelor's degree 10 100 186 78 27-1020 Designers Bachelor's degree 50 500 1,333 355 25-90XX Other Education, Training, and Library Workers Bachelor's degree 50 500 142 85 25-9041 Teacher Assistants Some college, no degree 572 5,720 10,157 4,320 25-4031 Library Technicians Postsecondary non-degree award 57 570 150 46 25-4021 Librarians Master's degree 13 130 155 29 Applied Development Economics | Page 113 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 25-3000 Other Teachers and Instructors Bachelor's degree 502 5,020 4,554 1,414 25-2050 Elementary and Middle School Teachers Bachelor's degree 69 690 495 324 25-2030 Secondary School Teachers Bachelor's degree 391 3,910 3,494 2,901 25-2020 Elementary and Middle School Teachers Bachelor's degree 918 9,180 14,935 13,258 25-2010 Preschool and Kindergarten Teachers Associate's degree 225 2,250 1,391 333 25-1000 Postsecondary Teachers Doctoral or professional degree 291 2,910 2,868 2,410 23-2011 Paralegals and Legal Assistants Associate's degree 53 530 275 18 23-10XX Lawyers, and judges, magistrates, and other judicial workers Doctoral or professional degree 75 750 627 627 21-2099 Religious Workers, All Other Bachelor's degree 6 60 99 16 21-2021 Directors, Religious Activities and Education Bachelor's degree 18 180 112 67 21-2011 Clergy Bachelor's degree 23 230 370 142 21-109X Miscellaneous Community and Social Service Specialists Bachelor's degree 65 650 470 132 21-1093 Social and Human Service Assistants High school diploma or equivalent 219 2,190 510 112 21-1092 Probation Officers and Correctional Treatment Specialists Bachelor's degree 44 440 43 43 21-1020 Social Workers Bachelor's degree 245 2,450 1,125 662 21-1010 Counselors High school diploma or equivalent 204 2,040 1,223 292 19-40YY Miscellaneous Life, Physical, and Social Science Technicians, Including Social Science Research Assistants Associate's degree 58 580 243 5 19-40XX Misc. life, physical, social science technicians, incl social science RAs & nuclear techs Associate's degree 18 180 14 0 19-4031 Chemical Technicians Associate's degree 19 190 0 0 19-4021 Biological Technicians Bachelor's degree 6 60 0 0 19-4011 Agricultural and Food Science Technicians Associate's degree 19 190 150 113 19-3051 Urban and Regional Planners Master's degree 17 170 0 0 19-3030 Market and Survey Researchers Doctoral or professional degree 56 560 264 264 Applied Development Economics | Page 114 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 19-2040 Environmental Scientists and Geoscientists Bachelor's degree 37 370 23 23 19-2030 Chemists and Materials Scientists Bachelor's degree 16 160 22 22 19-10XX General and Operations Managers Master's degree 14 140 78 39 17-3020 Engineering Technicians, Except Drafters Associate's degree 36 360 206 0 17-3010 Drafters Associate's degree 6 60 14 0 17-21YY Miscellaneous engineeers including nuclear engineers Bachelor's degree 35 350 63 63 17-2141 Mechanical Engineers Bachelor's degree 39 390 0 0 17-2110 Industrial Engineers, including Health and Safety Bachelor's degree 45 450 66 66 17-20XX Biomedical and agricultural engineers Bachelor's degree 30 300 0 0 17-2081 Environmental Engineers Bachelor's degree 7 70 2 0 17-2070 Electrical and Electronics Engineers Bachelor's degree 22 220 77 77 17-2051 Civil Engineers Bachelor's degree 76 760 231 182 17-2011 Aerospace Engineers Bachelor's degree 25 250 0 0 17-1010 Architects, Except Naval Bachelor's degree 21 210 94 56 15-20XX Misc. mathematical science occupations, including mathematicians and statisticians Master's degree 6 60 0 0 15-2031 Operations Research Analysts Bachelor's degree 6 60 0 0 15-1199 Computer Occupations, All Other Bachelor's degree 16 160 462 57 15-1150 Computer Support Specialists Some college, no degree 90 900 419 228 15-1143 Computer Network Architects Bachelor's degree 6 60 0 0 15-1142 Network and Computer Systems Administrators Bachelor's degree 43 430 113 39 15-1141 Database Administrators Bachelor's degree 5 50 0 0 15-113X Software Developers, Applications and Systems Software Bachelor's degree 66 660 390 251 15-1131 Computer Programmers Bachelor's degree 25 250 133 49 15-1121 Computer Programmers Bachelor's degree 61 610 350 108 13-2099 Financial Specialists, All Other Bachelor's degree 5 50 0 0 13-2082 Tax Preparers High school diploma or 7 70 95 22 Applied Development Economics | Page 115 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background equivalent 13-2081 Tax Examiners and Collectors, and Revenue Agents Bachelor's degree 60 600 226 61 13-2070 Credit Counselors and Loan Officers Bachelor's degree 18 180 238 72 13-2053 Insurance Underwriters Bachelor's degree 6 60 5 0 13-2051 Financial Analysts Bachelor's degree 19 190 0 0 13-2031 Budget Analysts Bachelor's degree 14 140 0 0 13-2011 Accountants and Auditors Bachelor's degree 340 3,400 1,718 1,105 13-1199 Business Operations Specialists, All Other High school diploma or equivalent 144 1,440 70 57 13-1161 Market Research Analysts and Marketing Specialists Bachelor's degree 71 710 167 55 13-1151 Training and Development Specialists Bachelor's degree 34 340 164 68 13-1141 Compensation, Benefits, and Job Analysis Specialists Bachelor's degree 7 70 47 24 13-1131 Fundraisers Bachelor's degree 7 70 20 20 13-1121 Meeting and Convention Planners Bachelor's degree 7 70 44 0 13-1111 Management Analysts Bachelor's degree 84 840 569 293 13-1081 Logisticians Bachelor's degree 15 150 34 34 13-1070 Human Resources, Training, and Labor Relations Specialists Bachelor's degree 78 780 656 174 13-1051 Cost Estimators Bachelor's degree 102 1,020 61 0 13-1041 Compliance Officers, Except Ag., Construction, Health and SAfety, and Transport. Bachelor's degree 25 250 316 259 13-1030 Claims Adjusters, Appraisers, Examiners, and Investigators High school diploma or equivalent 47 470 78 24 13-1023 Purchasing Agents, Except Wholesale, Retail, and Farm Products High school diploma or equivalent 33 330 112 76 13-1022 Wholesale and Retail Buyers, Except Farm Products High school diploma or equivalent 28 280 451 254 11-9XXX Miscellaneous managers including postmansters and mail superintendents Associate's degree 43 430 2,820 115 11-9151 Social and Community Service Managers Bachelor's degree 51 510 487 223 11-9141 Property, Real Estate, and Community Association Managers High school diploma or equivalent 27 270 977 373 Applied Development Economics | Page 116 OCCSOC Occupation Required Education Annual Openings Ten-Year Openings Part-Time in Target Occupations Part-Time in Target Occupations With Required background 11-9111 Medical and Health Services Managers Bachelor's degree 109 1,090 624 483 11-9081 Lodging Managers High school diploma or equivalent 6 60 8 4 11-9051 Food Service Managers High school diploma or equivalent 55 550 1,683 516 11-9041 Architectural and Engineering Managers Bachelor's degree 25 250 10 10 11-9030 Education Administrators Bachelor's degree 114 1,140 1,417 664 11-9021 Constructions Managers Bachelor's degree 59 590 258 21 11-9013 Farmers, Ranchers, and Other Agricultural Managers High school diploma or equivalent 118 1,180 3,520 738 11-3121 Human Resources Managers Bachelor's degree 19 190 224 61 11-3071 Transportation, Storage, and Distribution Managers High school diploma or equivalent 34 340 48 7 11-3051 Industrial Production Managers Bachelor's degree 29 290 106 0 11-3031 Financial Managers Bachelor's degree 83 830 556 414 11-3021 Computer and Information Systems Managers Bachelor's degree 25 250 73 51 11-3011 Administrative Services Managers Bachelor's degree 54 540 23 0 11-2031 Public Relations Managers Bachelor's degree 6 60 21 21 11-2020 Marketing and Sales Managers Bachelor's degree 102 1,020 641 374 11-10XX Chief executives and legislators Bachelor's degree 47 470 367 172 11-1021 General and Operations Managers Bachelor's degree 648 6,480 1,060 251 ATTACHMENT 2 1756 Lacassie Avenue, Suite 100, Walnut Creek, CA 94596 Tel 925.934.8712 www.adeusa.com MEMO TO: Elaine Craig, Madera Workforce Development Board Shermaene Roemhildt, Merced Workforce Development Board FROM: Doug Svensson, AICP DATE: December 5, 2016 SUBJECT: CCWC Regional Plan Narrative As requested, we have prepared the following text to assist in the writing of the CCWC Regional Plan. We have copied the items David Shinder provided and have inserted narrative and references from the report where appropriate. Please let us know if anything further is needed. A. Regional Economic and Background Analysis i. Provide a regional analysis of economic conditions including existing and emerging in- demand industry sectors and occupations, and employment needs of employers in existing and emerging in-demand industry sectors and occupations. A local area may use an existing analysis, which is a timely current description of the regional economy, to meet the foregoing requirements. The CCWC region has had a relatively slow recovery from the Great Recession. Before the recession, total jobs in the region peaked at 1,361,550 in 2007 and did not reach that level again until 2014. The annual average number of jobs in 2015 is estimated at 1,405,122. Through 2008, total jobs in the region were growing at a 1.4 annual percentage rate, while since 2008 the number of jobs has grown at a much lower 0.5 percent per year. Farm employment, which constitutes 14 percent of total employment and is the largest industry cluster in the region, grew at a 2.2 percent annual rate between 2010 and 2015 but is projected to increase at a slower rate of 0.5 percent over the next ten years. Much of the agricultural job growth is projected in farm support (NAICS 115), especially from farm labor contractors (NAICS 115115). A number of factors affect farm employment including availability of water and continued mechanization of farming operations, accelerated by increased cost of labor due to the new state minimum wage. Manufacturing industries in CCWC region are mainly in food processing. Manufacturing jobs increased by more than 5,100 jobs between 2010 and 2015, from 101,451 in 2010 to 105,607 in 2015. This sector is expected to slow its growth over the next ten years, adding about 7,000 jobs. Within A p p l i e d D e v e l o p m e n t E c o n o m i c s | P a g e 2 manufacturing, food processing (NAICS 311-312) is expected to increase annually by 0.8 percent between 2015 and 2025. Overall, food processing is projected to grow by more than 5,700 jobs in the coming ten years, led by food manufacturing industries such as animal slaughtering (NAICS 311611), meat processed from carcasses (NAICS 311612), perishable prepared foods (NAICS 311991) and wineries (NAICS 312130). A number of non-food processing manufacturing industries are also projected to produce new jobs. Paint and coatings (NAICS 325510), plastics pipe and pipe fittings (NAICS 326122), urethane ad other foam products (NAICS 326150), glass products (NAICS 327215), fabricated structural metal (NAICS 332312) and search and detection instruments (NAICS 334511) are projected to have a combined growth of 1,825 jobs between 2015 and 2025. Along with manufacturing and food production, the logistics sector is projected to add 22,000 jobs in the CCWC region between 2015 and 2025. This includes wholesale, warehousing and transportation jobs. Some of this growth reflects development of major consumer products wholesale distribution at both the northern and southern ends of the San Joaquin Valley serving the San Francisco and Los Angeles metropolitan areas. The construction industry continued to grow coming out of the recession over the past five years, and is projected to grow over the next ten years as well. Residential construction (NAICS 236116), residential remodelers (NAICS 236118), electrical and plumbing specialties (NAICS 238210 and 238220) and water and sewer line construction (NAICS 237110) are expected to grow during this period, which is consistent with expected population growth for the region over the next ten years. In addition, the High Speed Rail (HSR) project and a variety of highway improvement projects are projected to add significant heavy construction jobs in the region. The HSR project is estimate to support an average of nearly 3,000 jobs over the ten year period to 2025, with peaks of 6,000 jobs during the height of construction. The Health Services sector is projected to see strong employment growth over the next ten years. This is a consistent finding throughout the state as well as nationally and reflects both demographic trends with the aging Baby Boomer population as well as industry trends to institute managed care with more outpatient and home health care. Employment in Health Services is projected to grow to 241,950 in 2025 from 192,884 in 2015, for an annual rate of growth of 2.8 percent. Another population based trend is the increase in retail and food services jobs. Both these sectors have been recovering from the recession over the past five years, and are projected to see more moderate growth over the next ten years. ii. Provide an analysis of the knowledge and skills needed to meet the employment needs of the employers in the region, including employment needs in in-demand industry sectors and occupations. More than 51,200 average annual openings are projected between 2015 and 2025 (512,600 total openings), of which approximately 21,000 annual openings would be due to new job growth. The projections of job openings show a concentration in transportation and materials handling (4,900 A p p l i e d D e v e l o p m e n t E c o n o m i c s | P a g e 3 annual openings), food services and retail (12,600 combined annual openings), office and admin support (5,900 annual openings) and farm occupations (6,300 annual openings). The minimum educational requirements listed by the Department of Labor for more than three- quarters of the openings do not exceed a high school diploma. However, nearly 4,000 openings per year require more than a high school diploma, though less than a four year BA degree. This includes about 700 openings that require specialized training beyond high school, though not necessarily a certificate or AA degree. Of these jobs, 572 are teaching assistants and 105 are computer support specialists. Nearly 1,400 annual opening are for jobs that do require a certificate in a specialized area of training. The largest occupational groups in this category include medical assistants (348 annual openings) and licensed practical and vocational nurses (308 openings per year). Other occupations requiring a certificate with 90-100 annual projected openings include dental assistants, emergency medical technician and paramedics, firefighters, supervisors of production and operating line workers, and heating, air conditioning and refrigeration mechanics. About 2,000 projected openings per year would require an AA degree. The largest occupational group in this category is nurse practitioners (560 annual openings), followed by registered nurses (430 annual openings) and preschool teachers (203 annual openings). Another 331 projected annual openings are in other medical occupations, such as clinical technicians, health diagnosing support personnel, and respiratory therapists. The remaining openings in this category include a wide range of technical specialties including engineering and drafting technicians, agriculture and food science technicians and radio and telecommunications equipment installers. iii. Provide an analysis of the regional workforce, including current labor force employment and unemployment data, information on labor market trends, and educational and skill levels of the workforce, including individuals with barriers to employment. The region unemployment rate declined to 9.9 percent in 2015, down from the peak of 16.5 percent in 2010, but still well above the low point before the recession of 7.9 percent in 2006. While job levels have been increasing since 2010, the size of the labor force peaked in 2012 at 1,843,740, then declined to 1,840,270 by 2014 and finally increased slightly to 1,840,828 in 2015. Household population growth in the San Joaquin Valley exceeded statewide growth rates between 2011 and 2013, but has slowed in the past two years. CCWC region is projected to grow significantly faster than the state as a whole over the next five years (2015-2020), which will have implications for some employment sectors such as health care, retail, and local services. In CCWC region, about 48 percent of the labor force is Latino, at 870,562 persons out of a labor force of 1,814,685, while 38 percent is White. Unemployment for Latino workers 25 and older is 12.4 percent compared to 8.6 percent for Whites. Unemployment is 14.2 percent for workers in other racial and ethnic groups. Unemployment affects workers 25 and older with no college degree much more, at 13.2 percent, than those with a college degree (6.1 percent). Veterans’ unemployment level is at 8.8 percent. Disabled workers have relatively high unemployment, at slightly over 22.0 percent. A p p l i e d D e v e l o p m e n t E c o n o m i c s | P a g e 4 The labor force in CCWC region is fairly evenly concentrated among the age groups. Workers in the 16-24 age group are about 16.6 percent of the total while nearly 25 percent are in the 25-34 age group. The prime working age group of 35-54 has 41 percent of the workforce. Workers over 55 constitute about 16.9 percent of the workforce and a number of employers report that impending retirements are a significant issue for them in terms of anticipated openings in the future. Non-citizen workers constitute 18.9 percent of the workforce in CCWC region, though the rate varies with age. At 23.7 percent of the prime working age (35 to 54) labor force, non-citizens are more concentrated in this age cohort relative to their overall concentration level. Educational attainment in the CCWC region is slightly lower than the statewide averages, with 22 percent of workers 25 years and older not holding a high school diploma or equivalent, compared to 18.5 percent for the state as a whole. Statewide, 38.8 percent have a college degree, compared to 28.5 percent for the CCWC region. However, in the San Joaquin Valley there is a stark contrast in the educational attainment levels of the labor force when citizenship status is taken into account. Among US citizens in the CCWC workforce, only 12 percent do not have a high school diploma or GED and 33.7 percent have a college degree. Non-citizens 25 and over exhibit high rates of less than high school attainment level: 62.8 percent of the non-citizens in the labor force have not obtained a high school diploma or a GED. This accounts in part for the differences in educational attainment between Latino workers and other workers in the labor force, as the non-citizen group is 87.1 percent Latino. Overall, Latinos have earned high school diplomas and GEDs at rates slightly surpassing Whites and Others, at 25.9 percent versus 24.5 percent (Whites) and 21.7 percent (Others). However, Whites and Others are over two and a half times more likely than Latinos to have earned a college degree: 14.9 percent of the Latinos in the labor force have earned a college degree versus 39.6 percent for Whites and 40.8 percent for others. Veterans in CCWC region tend to have high levels of overall educational attainment, with 3.5 percent not achieving a high school diploma. Among disabled workers, however, 24.5 percent do not have a high school diploma, compared to 22 percent for the workforce as a whole. iv. Provide an analysis of workforce development activities, including education and training, in the region. This analysis must include the strengths and weaknesses of workforce development activities and capacity to provide the workforce development activities to address the education and skill needs of the workforce, including individuals with barriers to employment, and the employment needs of employers. A significant share of the California population is foreign born, including several million individuals in the workforce who are limited English proficient. The following counties have a workforce that is at least 15 percent limited English proficient: Imperial, Monterey, San Benito, Los Angeles, Tulare, Merced, Santa Clara, Madera, Fresno, Orange, San Joaquin, San Mateo, Santa Barbara, Kern, Kings, Alameda, San Francisco, Napa, Stanislaus, San Bernardino, Ventura, Riverside, San Diego, Yolo, Sutter, Contra Costa, and Sacramento. RPUs containing one or more of these counties must assess and specify in their regional plans how they will address the needs of and provide services to those who are limited English proficient. A p p l i e d D e v e l o p m e n t E c o n o m i c s | P a g e 5 These RPUs are required to provide an assessment of the need to provide services to and how services will be provided to limited English proficient individuals. [Note: ADE’s analysis pertains to non-citizens but does not separate out workers with limited English proficiency]. B. Required Content on Regional Sector Pathways i. A description of the way planning partners, including local economic development agencies, assessed regional industry workforce needs, including a description of the data sources utilized, the industry leaders engaged, and the manner in which industry engagement took place, including a summary of any relevant convening activities, the dates partners met, who attended, and what was decided. Industry/Educational Representatives Interviewed by ADE Rachelle Riggs, Human Resources Manager, Ball Metal Food Containers Daryn Kumar, CEO, Memorial Medical Center Steven Lillie, Senior Electrical/Facilities Mgr., Del Monte Foods Modesto Jeff Grover, CEO, Solecon Industrial Rosalinda Batsford, Human Resources Manager, Conagra Dr. Kristen Clark, President, Westhills College, Lemoore campus Dr. Kristin Robinson, Provost, College of the Sequoias. Hanford Center Bill Fishbough, Superintendent, Hanford Joint Union High School District Kes Andersen, Human Resources Manager, Leprino Foods Glen Bach, General Manager, Pitman Family Farms Randy Dodd, Vice President of Business Development, Adventist Health Irene Gallegos, Human Resources Manager, Del Monte Foods, Hanford Dusty Ference, Executive Director, Kings County Farm Bureau Jay Irvine, President & CEO, Mar Vista Resources, LLC. Gurminder Sangha, Deputy Sector Navigator, Advanced Manufacturing, California Community Colleges [The following items were not a part of ADE’s analysis] ii. An analysis of the manner in which regional partners, including industry leaders, have determined, or will determine whether existing training and education programs in the region were/are meeting industry’s workforce needs. This analysis should provide a description of any areas of identified training and education deficiency and what planning partners have committed to do to resolve relevant deficiencies. iii. A description of any existing career pathway programs in the region that have been identified as meeting leading and emergent industry sector needs. This description should specifically articulate the manner in which industry participated in the identification of relevant pathways. A p p l i e d D e v e l o p m e n t E c o n o m i c s | P a g e 6 iv. A description of the work being done by industry, workforce boards, economic development agencies, and relevant faculty partners to recommend and implement any necessary adjustments to further develop career pathway programs that meet regional industry needs. ATTACHMENT 3 1 Regional Planning Unit Summary: San Joaquin Valley and Associated Counties Employment Development Department, Labor Market Information Division Revised September 1, 2016 Fresno, Kern, Inyo, Mono, Kings, Madera, Merced, San Joaquin, Stanislaus, and Tulare Counties 2 Regional Planning Unit: San Joaquin Valley and Associated Counties Local Workforce Development Areas: Fresno County, Kern, Inyo, Mono Consortium, Kings County, Madera County, Merced County, San Joaquin County, Stanislaus County, and Tulare County Counties: Fresno, Kern, Inyo, Mono, Kings, Madera, Merced, San Joaquin, Stanislaus, and Tulare Labor Market Profile May 2016 May 2015 Change Percent Labor Market 1,871,810 1,873,910 -2,100 -0.1% Employed 1,710,720 1,689,870 20,850 1.2% Unemployed 160,910 184,240 -23,330 -12.7% Unemployment Rate 8.6% 9.8% -1.2% - Source: Employment Development Department, Labor Market Information Division. Data Note: Numbers may not add due to rounding. Unemployment Insurance Claims Unemployment Insurance Claims data is available by county here. Source: Employment Development Department, Unemployment Insurance Division. Commute Patterns Living and Employed in the Area Inflow Outflow 991,078 223,636 321,863 Source: U.S. Census Bureau, OnTheMap Application and LEHD Origin-Destination Employment Statistics (Beginning of Quarter Employment, 2nd Quarter of 2002-2014). Regional Economic Growth Major Industry Sector May 2016 (preliminary) May 2012 Change Percent Location Quotient Total All Industries 1,514,200 1,368,720 145,480 10.6% - Total Farm 240,000 220,001 19,999 9.1% 5.6 Total Nonfarm 1,274,200 1,148,720 125,480 10.9% 0.9 Mining and Logging 9,930 13,451 -3,521 -26.2% 4.4 Construction 43,130 36,530 6,600 18.1% 0.6 Manufacturing 111,240 102,701 8,539 8.3% 1.0 Trade, Transportation and Utilities 268,450 235,200 33,250 14.1% 1.0 Information 11,840 11,660 180 1.5% 0.3 Financial Activities 42,940 42,540 400 0.9% 0.6 Professional and Business Services 110,120 101,620 8,500 8.4% 0.5 Educational and Health Services 205,460 181,400 24,060 13.3% 0.9 Leisure and Hospitality 126,430 106,960 19,470 18.2% 0.7 Other Services 38,790 35,700 3,090 8.7% 0.8 Government 287,380 266,760 20,620 7.7% 1.3 Source: Employment Development Department, Labor Market Information Division. Data Note: Numbers may not add due to suppression. Location quotients (LQs) are ratios that allow a Regional Planning Unit (RPU)’s distribution of employment for an industry to be compared to California’s distribution of employment for the same industry. Specifically, LQs are calculated by first dividing RPU industry employment by the all industry total of RPU employment. Second, California industry employment is divided by the all industry total for California. Finally, the RPU ratio (first calculation) is divided by the California ratio (second calculation). If an LQ is equal to 1, then the industry has the same share of RPU employment as it does in California. An LQ greater than 1 indicates an industry with a greater share of RPU employment than is the case statewide. 3 Demand Industry Sectors Top Demand Industry Sub Sector Total Projected Job Openings 2012-2022 Location Quotient Support Activities for Crop Production 53,533 6.7 Restaurants and Other Eating Places 50,829 0.9 Elementary and Secondary Schools 35,929 1.5 Individual and Family Services 20,045 0.9 General Medical and Surgical Hospitals 18,716 1.1 Employment Services 14,915 0.8 Offices of Physicians 13,370 1.0 Grocery Stores 11,199 1.0 Other General Merchandise Stores 9,151 1.2 Fruit and Tree Nut Farming 8,615 4.8 Source: Employment Development Department, Labor Market Information Division. Data Note: Total projected job openings are the sum of new and replacement job openings. Emergent Industry Sectors Top Emergent Industry Sub Sector Numeric Change 2012-2022 Percent Change Location Quotient Motor Vehicle Parts Manufacturing 1,280 108.5% 1.0 Other General Merchandise Stores 6,320 73.4% 1.2 Social Advocacy Organizations 860 71.7% 0.7 Highway, Street, and Bridge Construction 1,200 71.0% 1.0 Other Support Services 1,420 68.9% 0.9 Continuing Care Retirement Communities and Assisted Living Facilities for the Elderly 4,510 68.0% 0.9 Building Finishing Contractors 4,060 64.2% 0.9 Wired Telecommunications Carriers 1,090 63.4% 0.8 Petroleum and Coal Products Manufacturing 670 59.8% 1.1 Management, Scientific, and Technical Consulting Services 3,660 59.5% 0.3 Source: Employment Development Department, Labor Market Information Division. Data Note: Emergent industry sectors are industries with the highest levels of growth as measured by percent change. 4 Top 25 Middle-Skill, Middle-Wage or Higher Occupations Top 25 Middle-Skill, Middle-Wage or Higher Occupations Total Projected Job Openings 2012-2022 HWOL Job Ads Median Annual Wage 2016 1st Quarter Heavy and Tractor-Trailer Truck Drivers 10,494 5,728 $40,041 Registered Nurses 9,600 6,196 $91,510 Teacher Assistants 5,245 872 $28,905 Nursing Assistants 4,863 411 $27,057 Medical Assistants 4,231 505 $30,558 Licensed Practical and Licensed Vocational Nurses 2,956 813 $51,343 Preschool Teachers, Except Special Education 1,935 349 $30,319 Dental Assistants 1,586 407 $31,716 First-Line Supervisors of Production and Operating Workers 1,478 909 $53,638 Firefighters 1,080 29 $55,844 Computer User Support Specialists 1,048 727 $47,185 Heating, Air Conditioning, and Refrigeration Mechanics and Installers 1,025 367 $44,599 Dental Hygienists 966 105 $86,444 Emergency Medical Technicians and Paramedics 909 87 $33,149 Medical Records and Health Information Technicians 892 257 $38,238 Paralegals and Legal Assistants 828 129 $48,905 Aircraft Mechanics and Service Technicians 739 103 $57,758 Library Technicians 699 25 $35,389 Medical and Clinical Laboratory Technicians 671 50 $43,721 Telecommunications Equipment Installers and Repairers, Except Line Installers 621 202 $53,645 Phlebotomists 522 76 $36,274 Respiratory Therapists 503 88 $77,694 Radiologic Technologists 492 244 $74,594 Forest and Conservation Technicians 464 129 $32,406 Agricultural and Food Science Technicians 444 46 $37,365 Source: Employment Development Department, Labor Market Information Division; The Conference Board Help Wanted OnLineTM (HWOL) Data Series, 120-day period ending June 21, 2016. Data Note: Middle-skill occupations typically require more than a high school diploma but less than a Bachelor’s degree. Middle-wage occupations make at least 80 percent of the area’s median annual wage ($33,796). 5 Demographic Data Age Population Percent Share of Total Population Under 5 Years 333,960 8.2% 5 to 9 Years 331,184 8.1% 10 to 14 Years 328,524 8.1% 15 to 17 Years 200,666 4.9% 18 and 19 Years 126,636 3.1% 20 Years 70,751 1.7% 21 Years 66,804 1.6% 22 to 24 Years 183,845 4.5% 25 to 29 Years 298,348 7.3% 30 to 34 Years 281,255 6.9% 35 to 39 Years 259,620 6.4% 40 to 44 Years 254,588 6.2% 45 to 49 Years 255,167 6.3% 50 to 54 Years 253,973 6.2% 55 to 59 Years 222,730 5.5% 60 and 61 Years 79,803 2.0% 62 to 64 Years 105,872 2.6% 65 and 66 Years 64,101 1.6% 67 to 69 Years 76,464 1.9% 70 to 74 Years 100,429 2.5% 75 to 79 Years 74,251 1.8% 80 to 84 Years 55,364 1.4% 85 Years and Older 55,274 1.4% Total 4,079,609 100.0% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. Gender Population Male 2,053,624 Female 2,025,985 Total 4,079,609 Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. 6 Median Household Income by County Median Household Income Fresno $45,201 Inyo $45,625 Kern $48,574 Kings $47,341 Madera $45,490 Merced $43,066 Mono $61,814 San Joaquin $53,253 Stanislaus $49,573 Tulare $42,863 Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. Poverty Status Population Percentage Income in the Past 12 Months Below Poverty Level 940,042 23.7% Income in the Past 12 at or Above Poverty Level 3,030,436 76.3% Total 3,970,478 100.0% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. Race Population Percentage Hispanic or Latino 2,018,605 100.0% White Alone 1,332,905 66.0% Black or African American Alone 13,492 0.7% American Indian and Alaska Native Alone 20,737 1.0% Asian Alone 7,720 0.4% Native Hawaiian and Other Pacific Islander Alone 1,329 0.1% Some Other Race Alone 548,857 27.2% Two or More Races 93,565 4.6% Non-Hispanic or Latino 2,061,004 100.0% White Alone 1,452,229 70.5% Black or African American Alone 180,518 8.8% American Indian and Alaska Native Alone 24,507 1.2% Asian Alone 296,367 14.4% Native Hawaiian and Other Pacific Islander Alone 11,187 0.5% Some Other Race Alone 6,589 0.3% Two or More Races 89,607 4.3% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. Native and Foreign Born Population Percentage Native 3,192,815 78.3% Foreign Born 886,794 21.7% Total 4,079,609 100.0% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. 7 English Learners Population Percentage Speaks English Less Than “Very Well” 711,447 19.0% Speaks English “Very Well” 916,870 24.5% Speaks Only English 2,117,332 56.5% Total 3,745,649 100.0% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. Veteran Status Population Percentage Male Veterans 179,774 93.2% Female Veterans 13,092 6.8% Total 192,866 100.0% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. Disability Status Population Percentage With Any Disability 482,044 12.1% No Disability 3,507,996 87.9% Total 3,990,040 100.0% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. Labor Force Participation Population Percentage Employed or in Armed Forces 1,562,189 51.7% Unemployed 261,676 8.7% Not in labor force 1,196,002 39.6% Total 3,019,867 100.0% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. Individuals with Barriers to Employment Total Ethnic Minorities 2,627,380 Households with Cash Public Assistance or Food Stamps 227,663 Population 18 and Over with Less Than a 9th Grade Level Education 383,224 Single Parent Households 299,397 Speak English Less Than “Very Well” 711,447 Youth Ages 10 to 24 977,226 Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. Educational Attainment Male Percentage Female Percentage Less than 9th grade 198,654 13.8% 184,570 12.8% 9th to 12th grade, no diploma 196,833 13.6% 153,414 10.6% High school graduate (includes equivalency) 394,997 27.4% 366,649 25.4% Some college, no degree 363,871 25.2% 397,218 27.6% Associate's degree 92,503 6.4% 118,626 8.2% Bachelor's degree 131,471 9.1% 154,746 10.7% Graduate or professional degree 65,809 4.6% 65,914 4.6% Total 1,444,138 100.0% 1,441,137 100.0% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. 8 Educational Attainment, 25 Years and Over Hispanic or Latino Percent of Hispanic or Latino, Total White alone, not Hispanic or Latino Percent of White alone, not Hispanic or Latino, Total Less than high school diploma 465,066 45.5% 106,769 10.1% High school graduate (includes equivalency) 249,071 24.3% 288,617 27.4% Some college or associate’s degree 240,004 23.5% 409,059 38.8% Bachelor's degree or higher 68,756 6.7% 249,627 23.7% Total 1,022,897 100.0% 1,054,072 100.0% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. 9 Educational Attainment by Race, 25 Years and Over White Alone Percent of White Alone, Total Black or African American Alone Percent of Black or African American Alone, Total American Indian and Alaska Native Alone Percent of American Indian and Alaska Native Alone, Total Asian Alone Percent of Asian Alone, Total Native Hawaiian and Other Pacific Islander Alone Percent of Native Hawaiian and Other Pacific Islander Alone, Total Some Other Race Alone Percent of Some Other Race Alone, Total Two or More Races Percent of Two or more races, Total Less than high school diploma 409,495 23.7% 20,148 17.7% 6,927 25.2% 44,779 24.1% 1,557 19.9% 145,998 48.8% 17,118 22.6% High school graduate (includes equivalency) 453,186 26.2% 29,249 25.7% 7,990 29.0% 35,705 19.2% 2,492 31.9% 70,944 23.7% 19,431 25.7% Some college or associate’s degree 567,212 32.8% 48,411 42.5% 9,907 36.0% 50,399 27.1% 3,082 39.5% 65,473 21.9% 26,872 35.5% Bachelor's degree or higher 296,868 17.2% 16,067 14.1% 2,704 9.8% 55,247 29.7% 677 8.7% 16,978 5.7% 12,323 16.3% Total 1,726,761 100.0% 113,875 100.0% 27,528 100.0% 186,130 100.0% 7,808 100.0% 299,393 100.0% 75,744 100.0% Source: U.S. Census Bureau, 2010-2014 American Community Survey, 5-Year Estimates. 10 Gross Domestic Product (GDP) by Metropolitan Statistical Area (MSA) The Bureau of Economic Analysis (BEA) estimates GDP at the State and MSA level only. Where applicable, the tables below display MSA data as a substitute for county level data. GDP by Fresno MSA (substitute for Fresno County) Major Industry Sector 2014 Millions of Current Dollars Total All Industries $37,149 Agriculture, Forestry, Fishing, and Hunting $3,875 Mining $157 Utilities $964 Construction $1,291 Manufacturing $2,563 Wholesale Trade $2,348 Retail Trade $2,642 Transportation and Warehousing $1,069 Information $1,045 Finance, Insurance, Real Estate, Rental, and Leasing $7,298 Professional and Business Services $2,357 Educational Services, Health Care, and Social Assistance $3,632 Arts, Entertainment, Recreation, Accommodation, and Food Services $979 Other Services, Except Government $958 Government $5,971 Source: U.S. Department of Commerce, Bureau of Economic Analysis. Data Note: Industry detail is based on the 2007 North American Industry Classification System (NAICS). Per capita real GDP statistics for 2001-2014 reflect Census Bureau mid-year population estimates available as of March 2015. Last updated: September 23, 2015. 11 GDP by Bakersfield MSA (substitute for Kern County) Major Industry Sector 2014 Millions of Current Dollars Total All Industries $39,989 Agriculture, Forestry, Fishing, and Hunting $5,083 Mining $6,486 Utilities $564 Construction $1,724 Manufacturing $3,294 Wholesale Trade $2,057 Retail Trade $2,327 Transportation and Warehousing $1,131 Information $439 Finance, Insurance, Real Estate, Rental, and Leasing $3,948 Professional and Business Services $2,589 Educational Services, Health Care, and Social Assistance $2,137 Arts, Entertainment, Recreation, Accommodation, and Food Services $789 Other Services, Except Government $1,059 Government $6,364 Source: U.S. Department of Commerce, Bureau of Economic Analysis. Data Note: Industry detail is based on the 2007 North American Industry Classification System (NAICS). Per capita real GDP statistics for 2001-2014 reflect Census Bureau mid-year population estimates available as of March 2015. Last updated: September 23, 2015. 12 GDP by Hanford-Corcoran MSA (substitute for Kings County) Major Industry Sector 2014 Millions of Current Dollars Total All Industries $5,275 Agriculture, Forestry, Fishing, and Hunting $1,135 Mining (L) Utilities $33 Construction $86 Manufacturing $556 Wholesale Trade $132 Retail Trade $277 Transportation and Warehousing $88 Information $36 Finance, Insurance, Real Estate, Rental, and Leasing $272 Professional and Business Services $137 Educational Services, Health Care, and Social Assistance $340 Arts, Entertainment, Recreation, Accommodation, and Food Services $90 Other Services, Except Government $100 Government $1,992 Source: U.S. Department of Commerce, Bureau of Economic Analysis. Data Note: Industry detail is based on the 2007 North American Industry Classification System (NAICS). (L) Less than $500,000 in nominal or real GDP by metropolitan area. Per capita real GDP statistics for 2001-2014 reflect Census Bureau mid-year population estimates available as of March 2015. Last updated: September 23, 2015. 13 GDP by Madera MSA (substitute for Madera County) Major Industry Sector 2014 Millions of Current Dollars Total All Industries $4,729 Agriculture, Forestry, Fishing, and Hunting (D) Mining (D) Utilities $119 Construction $135 Manufacturing $501 Wholesale Trade $143 Retail Trade $294 Transportation and Warehousing $77 Information $103 Finance, Insurance, Real Estate, Rental, and Leasing $308 Professional and Business Services $199 Educational Services, Health Care, and Social Assistance $529 Arts, Entertainment, Recreation, Accommodation, and Food Services $105 Other Services, Except Government $124 Government $851 Source: U.S. Department of Commerce, Bureau of Economic Analysis. Data Note: Industry detail is based on the 2007 North American Industry Classification System (NAICS). (D) Not shown in order to avoid the disclosure of confidential information; estimates are included in higher level totals. Per capita real GDP statistics for 2001-2014 reflect Census Bureau mid-year population estimates available as of March 2015. Last updated: September 23, 2015. 14 GDP by Merced MSA (substitute for Merced County) Major Industry Sector 2014 Millions of Current Dollars Total All Industries $7,225 Agriculture, Forestry, Fishing, and Hunting (D) Mining (D) Utilities (D) Construction $222 Manufacturing $997 Wholesale Trade (D) Retail Trade $539 Transportation and Warehousing $226 Information $58 Finance, Insurance, Real Estate, Rental, and Leasing $621 Professional and Business Services $310 Educational Services, Health Care, and Social Assistance $517 Arts, Entertainment, Recreation, Accommodation, and Food Services $168 Other Services, Except Government $191 Government $1,466 Source: U.S. Department of Commerce, Bureau of Economic Analysis. Data Note: Industry detail is based on the 2007 North American Industry Classification System (NAICS). (D) Not shown in order to avoid the disclosure of confidential information; estimates are included in higher level totals. Per capita real GDP statistics for 2001-2014 reflect Census Bureau mid-year population estimates available as of March 2015. Last updated: September 23, 2015. 15 GDP by Stockton-Lodi MSA (substitute for San Joaquin County) Major Industry Sector 2014 Millions of Current Dollars Total All Industries $23,491 Agriculture, Forestry, Fishing, and Hunting $1,674 Mining $228 Utilities $523 Construction $931 Manufacturing $2,092 Wholesale Trade $1,879 Retail Trade $1,853 Transportation and Warehousing $1,363 Information $456 Finance, Insurance, Real Estate, Rental, and Leasing $4,046 Professional and Business Services $1,394 Educational Services, Health Care, and Social Assistance $2,270 Arts, Entertainment, Recreation, Accommodation, and Food Services $628 Other Services, Except Government $627 Government $3,527 Source: U.S. Department of Commerce, Bureau of Economic Analysis. Data Note: Industry detail is based on the 2007 North American Industry Classification System (NAICS). Per capita real GDP statistics for 2001-2014 reflect Census Bureau mid-year population estimates available as of March 2015. Last updated: September 23, 2015. 16 GDP by Modesto MSA (substitute for Stanislaus County) Major Industry Sector 2014 Millions of Current Dollars Total All Industries $18,094 Agriculture, Forestry, Fishing, and Hunting $1,729 Mining $7 Utilities (D) Construction $645 Manufacturing $2,662 Wholesale Trade (D) Retail Trade $1,521 Transportation and Warehousing $645 Information $182 Finance, Insurance, Real Estate, Rental, and Leasing $2,946 Professional and Business Services $1,082 Educational Services, Health Care, and Social Assistance $2,196 Arts, Entertainment, Recreation, Accommodation, and Food Services $513 Other Services, Except Government $453 Government $2,392 Source: U.S. Department of Commerce, Bureau of Economic Analysis. Data Note: Industry detail is based on the 2007 North American Industry Classification System (NAICS). (D) Not shown in order to avoid the disclosure of confidential information; estimates are included in higher level totals. Per capita real GDP statistics for 2001-2014 reflect Census Bureau mid-year population estimates available as of March 2015. Last updated: September 23, 2015. 17 GDP by Visalia-Porterville MSA (substitute for Tulare County) Major Industry Sector 2014 Millions of Current Dollars Total All Industries $13,632 Agriculture, Forestry, Fishing, and Hunting $2,977 Mining $24 Utilities $257 Construction $429 Manufacturing $1,339 Wholesale Trade $696 Retail Trade $1,185 Transportation and Warehousing $507 Information $256 Finance, Insurance, Real Estate, Rental, and Leasing $1,096 Professional and Business Services $695 Educational Services, Health Care, and Social Assistance $768 Arts, Entertainment, Recreation, Accommodation, and Food Services $329 Other Services, Except Government $398 Government $2,675 Source: U.S. Department of Commerce, Bureau of Economic Analysis. Data Note: Industry detail is based on the 2007 North American Industry Classification System (NAICS). Per capita real GDP statistics for 2001-2014 reflect Census Bureau mid-year population estimates available as of March 2015. Last updated: September 23, 2015. 18 Skill Requirements for Top 25 Middle-Skill, Middle-Wage or Higher Occupations Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. * Skills listed for the occupation represent a specialty occupation. Active LearningActive ListeningComplex Problem SolvingCoordinationCritical ThinkingEquipment MaintenanceInstallationInstructingJudgment and Decision MakingLearning StrategiesManagement of Personnel ResourcesMonitoringOperation and ControlOperation MonitoringQuality Control AnalysisReading ComprehensionRepairingScienceService OrientationSocial PerceptivenessSpeakingTime ManagementTroubleshootingWritingHeavy and Tractor-Trailer Truck Drivers Registered Nurses Teacher Assistants Nursing Assistants Medical Assistants Licensed Practical and Licensed Vocational Nurses Preschool Teachers, Except Special Education Dental Assistants First-Line Supervisors of Production and Operating Workers Firefighters* Computer User Support Specialists Heating, Air Conditioning, and Refrigeration Mechanics and Installers* Dental Hygienists Emergency Medical Technicians and Paramedics Medical Records and Health Information Technicians Paralegals and Legal Assistants Aircraft Mechanics and Service Technicians Library Technicians Medical and Clinical Laboratory Technicians Telecommunications Equipment Installers and Repairers, Except Line Installers Phlebotomists Respiratory Therapists Radiologic Technologists Forest and Conservation Technicians Agricultural and Food Science Technicians* Occupations Skills 19 Knowledge Requirements for Top 25 Middle-Skill, Middle-Wage or Higher Occupations Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. * Knowledge listed for the occupation represent a specialty occupation. Administration and ManagementBiologyBuilding and ConstructionChemistryClericalCommunications and MediaComputers and ElectronicsCustomer and Personal ServiceDesignEconomics and AccountingEducation and TrainingEngineering and TechnologyEnglish LanguageGeographyLaw and GovernmentMathematicsMechanicalMedicine and DentistryPersonnel and Human ResourcesPhilosophy and TheologyPhysicsProduction and ProcessingPsychologyPublic Safety and SecuritySales and MarketingSociology and AnthropologyTelecommunicationsTherapy and CounselingTransportationHeavy and Tractor-Trailer Truck Drivers Registered Nurses Teacher Assistants Nursing Assistants Medical Assistants Licensed Practical and Licensed Vocational Nurses Preschool Teachers, Except Special Education Dental Assistants First-Line Supervisors of Production and Operating Workers Firefighters* Computer User Support Specialists Heating, Air Conditioning, and Refrigeration Mechanics and Installers* Dental Hygienists Emergency Medical Technicians and Paramedics Medical Records and Health Information Technicians Paralegals and Legal Assistants Aircraft Mechanics and Service Technicians Library Technicians Medical and Clinical Laboratory Technicians Telecommunications Equipment Installers and Repairers, Except Line Installers Phlebotomists Respiratory Therapists Radiologic Technologists Forest and Conservation Technicians Agricultural and Food Science Technicians* Occupations Knowledge ATTACHMENT 4 Regional Economic Analysis Profile San Joaquin Valley Economic Market April 2015 The EDD is an equal opportunity employer/program. 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Labor Market Information Division www.labormarketinfo.edd.ca.gov TABLE OF CONTENTS Summary of the San Joaquin Valley Economic Market Industry Clusters ........................1 Industry Cluster Descriptions ..........................................................2 Industry Cluster Definitions ............................................................4 Occupational Analysis: Agriculture, Food, and Beverage Processing Cluster .....................6 What is the Agriculture, Food, and Beverage Processing Cluster? .........................7 Top 10 Occupations in the Agriculture, Food, and Beverage Processing Cluster ..............7 Top 10 Occupations and Recent Job Demand in the Agriculture, Food, and Beverage Processing Cluster ..............................................................8 Top Occupations for the Agriculture, Food, and Beverage Processing Cluster by Education Level ..............................................................9 Skill Requirements in the Agriculture, Food, and Beverage Processing Cluster ..............10 Work Activities in the Agriculture, Food, and Beverage Processing Cluster. . . . . . . . . . . . . . . . . .11 Related Occupations for the Agriculture, Food, and Beverage Processing Cluster ............12 Employer Demand for the Agriculture, Food, and Beverage Processing Cluster ..............13 Instructional Programs for the Top Agriculture, Food, and Beverage Processing Cluster Occupations ............................................................14 Geographic Information Systems Maps: Percentage of Total County Establishments: Agriculture, Food, and Beverage Processing Cluster .......................................15 Geographic Information Systems Maps: Percentage of Total County Employment: Agriculture, Food, and Beverage Processing Cluster .......................................16 Occupational Analysis: Retail Cluster ...............................................17 What is the Retail Cluster? .......................................................18 Top 10 Occupations in the Retail Cluster ............................................18 Top 10 Occupations and Recent Job Demand in the Retail Cluster ........................19 Top Occupations for the Retail Cluster by Education Level ..............................20 Skill Requirements in the Retail Cluster .............................................21 Work Activities in the Retail Cluster ................................................22 Related Occupations for the Retail Cluster ...........................................23 Employer Demand for the Retail Cluster .............................................24 Instructional Programs for the Top Retail Cluster Occupations. . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Labor Market Information Division www.labormarketinfo.edd.ca.gov TABLE OF CONTENTS Geographic Information Systems Maps: Percentage of Total County Establishments: Retail Cluster ......................................................................26 Geographic Information Systems Maps: Percentage of Total County Employment: Retail Cluster ......................................................................27 Occupational Analysis: Health Care Services Cluster ......................................28 What is the Health Care Services Cluster? ...........................................29 Top 10 Occupations in the Health Care Ser vices Cluster ................................29 Top 10 Occupations and Recent Job Demand in the Health Care Services Cluster ...........30 Top Occupations for the Health Care Services Cluster by Education Level ..................31 Skill Requirements in the Health Care Services Cluster ................................32 Work Activities in the Health Care Services Cluster ....................................33 Related Occupations for the Health Care Services Cluster ..............................34 Employer Demand for the Health Care Services Cluster ................................35 Instructional Programs for the Top Health Care Services Cluster Occupations ...............36 Geographic Information Systems Maps: Percentage of Total County Establishments: Health Care Services Cluster .........................................................37 Geographic Information Systems Maps: Percentage of Total County Employment: Health Care Services Cluster .........................................................38 Labor Market Information Division www.labormarketinfo.edd.ca.gov1 What is an Industry Cluster? Industry clusters are groups of associated industries in an economic market that stimulate the creation of new businesses and job opportunities in a particular field. The application of workforce and economic development resources toward the continual development of industry clusters will help stimulate economic growth and boost the number of employment opportunities for the labor force. Purpose of this Report The purpose of this report is to help align the state’s workforce institutions and programs around the needs of economic market industry clusters. This report focuses on the future employment demand of economic market industry clusters and features them as primary investment opportunities for the California workforce development system. The goal of this report is to account for industry clusters with the largest number of projected total job openings1 and help the California workforce development system prepare the state’s workforce to compete for these future job opportunities. SUMMARY OF THE SAN JOAQUIN VALLEY ECONOMIC MARKET INDUSTRY CLUSTERS Source: California Employment Development Department, Projections of Employment 2012-2022. Industry and occupational employment projections for 2012-2022 in this report may not be directly comparable to the published 2012-2022 employment projections available online at www.labormarketinfo.edd.ca.gov. 0 20,000 40,000 60,000 80,000 100,000 120,000 Top 10 Industry Clusters in the San Joaquin Valley Economic Market 1 Total job openings are the sum of new jobs and replacement job openings. 2 New jobs are only openings due to growth and do not include job declines. If an occupation’s employment change is negative, there is no job growth and new jobs are set to zero. 3 Replacement job openings estimate the number of job openings created when workers retire or permanently leave an occupation and need to be replaced. New Jobs2 Replacement Job Openings3 Financial Services and Real Estate Transportation and Logistics Social Services Construction Materials and Services Business Services Education and Training Hospitality and Tourism Health Care Services Retail Agriculture, Food, and Beverage Processing 8,620 12,830 19,000 19,420 20,580 14,100 24,400 36,970 23,010 34,470 9,062 10,486 5,639 9,569 14,647 30,690 34,153 25,852 40,295 67,556 102,026 63,305 62,822 58,553 44,790 35,227 28,989 24,639 23,316 17,682 Labor Market Information Division www.labormarketinfo.edd.ca.gov2 The following are descriptions of the San Joaquin Valley Economic Market’s top 10 industry clusters followed by a list of the top industries with the highest total projected job openings in the cluster. The Hospitality and Tourism industry cluster includes interrelated industries such as eating establishments, hotels and motels, casinos, museums, and sightseeing transportation. During 2013-2014,* this cluster was comprised of almost 107,000 workers, or 8.6 percent of the economic market’s employment. Industries within this cluster with the most projected job openings include: • Restaurants and Other Eating Places • Other Amusement and Recreation Industries • Traveler Accommodation • Special Food Services • Drinking Places (Alcoholic Beverages) The Education and Training industry cluster is comprised of public and private elementary and high schools, community colleges, universities, and professional schools with programs such as dental, law, and medical. Other establishments include English as Second Language (ESL) programs, test preparation and tutoring, or driving instruction. During 2013-2014,* this cluster employed nearly 134,000 people in the economic market, accounting for 10.8 percent of the workforce. Top industries within this cluster include: • Elementary and Secondary Schools • Colleges, Universities, and Professional Schools • Junior Colleges • Other Schools and Instruction • Technical and Trade Schools INDUSTRY CLUSTER DESCRIPTIONS * Quarterly Census of Employment and Wages (QCEW), a federal-state cooperative program, for the period April 2013 through March 2014. The Agriculture, Food, and Beverage Processing industry cluster includes establishments primarily engaged in growing crops, raising animals, and manufacturing food and beverages, as well as support activities for crop and animal production. This cluster employed almost 269,000 people during 2013- 2014,* almost 21.7 percent of the economic market’s workforce. Top industries in this cluster include: • Suppor t Activities for Crop Production • Fruit and Tree Nut Farming • Cattle Ranching and Farming • Other Food Manufacturing • Beverage Manufacturing The Retail industry cluster includes grocery and department stores, dollar stores, retail pharmacies, and clothing specialty stores. During 2013-2014,* this cluster employed almost 135,000 workers, or about 10.9 percent of the economic market’s total employment. Industries projected to have the largest number of jobs include: • Grocer y Stores • Other General Merchandise Stores • Depar tment Stores • Building Material and Supplies Dealers • Automobile Dealers The Health Care Services industry cluster includes acute care and outpatient hospitals, nursing homes and rehabilitation centers, adult day care centers, and community service agencies for the elderly. It employed nearly 134,000 people in the economic market during 2013-2014,* accounting for 10.8 percent of the workforce. Industries in this cluster may include both public and private employment. Top industries within this cluster include: • General Medical and Surgical Hospitals • Offices of Physicians • Nursing Care Facilities (Skilled Nursing Facilities) • Continuing Care Retirement Communities and Assisted Living Facilities for the Elderly • Outpatient Care Centers Labor Market Information Division www.labormarketinfo.edd.ca.gov3 * Quarterly Census of Employment and Wages (QCEW), a federal-state cooperative program, for the period April 2013 through March 2014. The Business Services industry cluster is comprised of industries that include temporary help agencies, employer organizations, janitorial services, security systems services, and carpet cleaning establishments. This cluster employed more than 71,000 people during 2013-2014,* or 5.8 percent of the economic market’s workforce. Top industries in this cluster include: • Employment Services • Services to Buildings and Dwellings • Management of Companies and Enterprises • Business Suppor t Services • Investigation and Security Services The Construction Materials and Services industry cluster is comprised of builders of mechanical systems such as electrical, heating, and water; specialty trades outfits such as drywall, flooring, and painting contractors; residential and commercial builders; and contractors who complete foundation and framing work. During 2013- 2014,* this cluster was comprised of more than 55,000 workers, or 4.5 percent of the economic market’s employment. Industries showing the highest projected job openings include: • Building Equipment Contractors • Building Finishing Contractors • Foundation, Structure, and Building Exterior Contractors • Residential Building Construction • Other Specialty Trade Contractors The Social Services industry cluster is comprised of establishments and agencies (public and private) that provide non-residential services for the welfare of children, adults, the elderly, and disabled. Examples include nonmedical in-home care programs, day care centers, and community food banks. In total, the cluster employed more than 47,000 people and accounted for 3.8 percent of the economic market’s workforce in 2013-2014,* Industries include: • Individual and Family Services • Child Day Care Services • Vocational Rehabilitation Services • Community Food and Housing, and Emergency and Other Relief Services The Transportation and Logistics cluster is made up of interrelated industries such as refrigerated warehousing, self-storage facilities, freight transporting companies, and overnight delivery businesses. In 2013-2014,* over 50,000 workers were employed in this cluster, making up 4 percent of the economic market’s workforce population. Industries showing the highest projected job openings include: • Warehousing and Storage • General Freight Trucking • Specialized Freight Trucking • Couriers and Express Delivery Services • Commercial and Industrial Machinery and Equipment (except Automotive and Electronic) Repair and Maintenance The Financial Services and Real Estate industry cluster includes commercial banks, savings institutions, credit unions, credit card companies, insurance firms, and real estate appraisers or property management companies. During 2013-2014,* this cluster was comprised of nearly 37,000 workers, or 3 percent of the economic market’s employment. Industries showing the highest projected job openings include: • Depository Credit Intermediation • Lessors of Real Estate • Agencies, Brokerages, and Other Insurance Related Activities • Insurance Carriers • Activities Related to Real Estate INDUSTRY CLUSTER DESCRIPTIONS Labor Market Information Division www.labormarketinfo.edd.ca.gov4 INDUSTRY CLUSTER DEFINITIONS The following is a list of the North American Industry Classification System (NAICS) codes and corresponding industries that fall under each of the top 10 industry clusters in the San Joaquin Valley Economic Market. Retail (Continued) 4532 Office Supplies, Stationery, and Gift Stores 4533 Used Merchandise Stores 4542 Vending Machine Operators Health Care Services 6211 Offices of Physicians 6212 Offices of Dentists 6213 Offices of Other Health Practitioners 6214 Outpatient Care Centers 6215 Medical and Diagnostic Laboratories 6216 Home Health Care Services 6219 Other Ambulatory Health Care Services 6221 General Medical and Surgical Hospitals 6222 Psychiatric and Substance Abuse Hospitals 6223 Specialty (except Psychiatric and Substance Abuse) Hospitals 6231 Nursing Care Facilities (Skilled Nursing Facilities) 6232 Residential Intellectual and Developmental Disability, Mental Health, and Substance Abuse Facilities 6233 Continuing Care Retirement Communities and Assisted Living Facilities for the Elderly 6239 Other Residential Care Facilities Hospitality and Tourism 4871 Scenic and Sightseeing Transportation, Land 4872 Scenic and Sightseeing Transportation, Water 4879 Scenic and Sightseeing Transportation, Other 5615 Travel Arrangement and Reservation Services 7121 Museums, Historical Sites, and Similar Institutions 7131 Amusement Parks and Arcades 7132 Gambling Industries 7139 Other Amusement and Recreation Industries 7211 Traveler Accommodation 7212 RV (Recreational Vehicle) Parks and Recreational Camps 7213 Rooming and Boarding Houses 7223 Special Food Services 7224 Drinking Places (Alcoholic Beverages) 7225 Restaurants and Other Eating Places Education and Training 6111 Elementary and Secondary Schools 6112 Junior Colleges 6113 Colleges, Universities, and Professional Schools 6114 Business Schools and Computer and Management Training Agriculture, Food, and Beverage Processing 1111 Oilseed and Grain Farming 1112 Vegetable and Melon Farming 1113 Fruit and Tree Nut Farming 1114 Greenhouse, Nursery, and Floriculture Production 1119 Other Crop Farming 1121 Cattle Ranching and Farming 1122 Hog and Pig Farming 1123 Poultr y and Egg Production 1124 Sheep and Goat Farming 1125 Aquaculture 1129 Other Animal Production 1151 Support Activities for Crop Production 1152 Support Activities for Animal Production 3111 Animal Food Manufacturing 3112 Grain and Oilseed Milling 3113 Sugar and Confectioner y Product Manufacturing 3114 Fruit and Vegetable Preserving and Specialty Food Manufacturing 3115 Dairy Product Manufacturing 3116 Animal Slaughtering and Processing 3117 Seafood Product Preparation and Packaging 3118 Bakeries and Tortilla Manufacturing 3119 Other Food Manufacturing 3121 Beverage Manufacturing 3122 Tobacco Manufacturing 3253 Pesticide, Fertilizer, and Other Agricultural Chemical Manufacturing 3261 Plastics Product Manufacturing Retail 4411 Automobile Dealers 4412 Other Motor Vehicle Dealers 4413 Automotive Parts, Accessories, and Tire Stores 4431 Electronics and Appliance Stores 4441 Building Material and Supplies Dealers 4451 Grocery Stores 4452 Specialty Food Stores 4453 Beer, Wine, and Liquor Stores 4461 Health and Personal Care Stores 4471 Gasoline Stations 4481 Clothing Stores 4482 Shoe Stores 4483 Jewelry, Luggage, and Leather Goods Stores 4511 Sporting Goods, Hobby, and Musical Instrument Stores 4521 Department Stores 4529 Other General Merchandise Stores Labor Market Information Division www.labormarketinfo.edd.ca.gov5 INDUSTRY CLUSTER DEFINITIONS Education and Training (Continued) 6115 Technical and Trade Schools 6116 Other Schools and Instruction 6117 Educational Support Services Business Services 5511 Management of Companies and Enterprises 5611 Office Administrative Services 5612 Facilities Suppor t Services 5613 Employment Services 5614 Business Support Services 5419 Other Professional, Scientific, and Technical 5616 Investigation and Security Services 5617 Services to Buildings and Dwellings 5619 Other Support Ser vices 5621 Waste Collection 5622 Waste Treatment and Disposal 5629 Remediation and Other Waste Management Ser vices Construction Materials and Services 2123 Nonmetallic Mineral Mining and Quarr ying 2213 Water, Sewage and Other Systems 2361 Residential Building Construction 2362 Nonresidential Building Construction 2372 Land Subdivision 2373 Highway, Street, and Bridge Construction 2379 Other Heavy and Civil Engineering Construction 2381 Foundation, Structure, and Building Exterior Contractors 2382 Building Equipment Contractors 2383 Building Finishing Contractors 2389 Other Specialty Trade Contractors 3211 Sawmills and Wood Preservation 3271 Clay Product and Refractory Manufacturing 3272 Glass and Glass Product Manufacturing 3273 Cement and Concrete Product Manufacturing 3274 Lime and Gypsum Product Manufacturing 3279 Other Nonmetallic Mineral Product Manufacturing 3339 Other General Pur pose Machinery Manufacturing 3351 Electric Lighting Equipment Manufacturing Social Services 6241 Individual and Family Services 6242 Community Food and Housing, and Emergency and Other Relief Services 6243 Vocational Rehabilitation Services 6244 Child Day Care Services Transportation and Logistics 3365 Railroad Rolling Stock Manufacturing 3366 Ship and Boat Building 4811 Scheduled Air Transportation 4812 Nonscheduled Air Transportation 4821 Rail Transportation 4831 Deep Sea, Coastal, and Great Lakes Water Transportation 4832 Inland Water Transportation 4841 General Freight Trucking 4842 Specialized Freight Trucking 4851 Urban Transit Systems 4852 Interurban and Rural Bus Transportation 4853 Taxi and Limousine Service 4854 School and Employee Bus Transportation 4855 Charter Bus Industr y 4859 Other Transit and Ground Passenger Transportation 4881 Support Activities for Air Transportation 4882 Support Activities for Rail Transportation 4883 Support Activities for Water Transportation 4884 Support Activities for Road Transportation 4885 Freight Transportation Arrangement 4889 Other Support Activities for Transportation 4921 Couriers and Express Delivery Services 4922 Local Messengers and Local Delivery 4931 Warehousing and Storage 5321 Automotive Equipment Rental and Leasing 8113 Commercial and Industrial Machinery and Equipment (except Automotive and Electronic) Repair and Maintenance Financial Services and Real Estate 5211 Monetary Authorities-Central Bank 5221 Depository Credit Intermediation 5222 Nondepository Credit Intermediation 5223 Activities Related to Credit Intermediation 5231 Securities and Commodity Contracts Intermediation and Brokerage 5232 Securities and Commodity Exchanges 5239 Other Financial Investment Activities 5241 Insurance Carriers 5242 Agencies, Brokerages, and Other Insurance Related Activities 5251 Insurance and Employee Benefit Funds 5259 Other Investment Pools and Funds 5311 Lessors of Real Estate 5312 Offices of Real Estate Agents and Brokers 5313 Activities Related to Real Estate Occupational Analysis: Agriculture, Food, and Beverage Processing Cluster San Joaquin Valley Economic Market April 2015 Fresno, Kern, Kings, Madera, Merced, San Joaquin, Stanislaus, and Tulare Counties Labor Market Information Division www.labormarketinfo.edd.ca.gov7 What is the Agriculture, Food, and Beverage Processing Cluster? The Agriculture, Food, and Beverage Processing cluster is comprised of 26 industries related to crop and animal farming as well as food and beverage manufacturing. The workers employed within this cluster span all skill levels and share skills and work activities both within the cluster and in many other industry clusters, suggesting the potential for skills transference and upward mobility with additional training. Top 10 Occupations in the Agriculture, Food, and Beverage Processing Cluster The graph below identifies the top 10 occupations in the Agriculture, Food, and Beverage Processing cluster, based on the San Joaquin Valley Economic Market’s new job growth plus replacement openings. In sum, these 10 occupations represent more than three-quarters of the 102,026 total job openings projected in this cluster between 2012 and 2022. Moreover, many share the same required skills such as coordination, active listening, critical thinking, and monitoring.4 Source: California Employment Development Department, Projections of Employment 2012-2022. Industry and occupational employment projections for 2012-2022 in this report may not be directly comparable to the published 2012-2022 employment projections available online at www.labormarketinfo.edd.ca.gov. 0 10,000 20,000 30,000 40,000 50,000 60,000 4 U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. 5 New jobs are only openings due to growth and do not include job declines. If an occupation’s employment change is negative, there is no job growth and new jobs are set to zero. 6 Replacement job openings estimate the number of job openings created when workers retire or permanently leave an occupation and need to be replaced. Top 10 Occupations in the Agriculture, Food, and Beverage Processing Cluster New Jobs5 Replacement Job Openings6 Food Batchmakers Industrial Truck and Tractor Operators Farmworkers, Farm, Ranch, and Aquacultural Animals Laborers and Freight, Stock, and Material Movers, Hand Packaging and Filling Machine Operators and Tenders Agricultural Equipment Operators Packers and Packagers, Hand Farmers, Ranchers, and Other Agricultural Managers Graders and Sorters, Agricultural Products Farmworkers and Laborers, Crop, Nursery, and Greenhouse 18,150 38,632 56,782 3,666 2,972 2,871 2,854 2,832 1,727 1,672 1,532 1,293 Labor Market Information Division www.labormarketinfo.edd.ca.gov8 Top 10 Occupations and Recent Job Demand in the Agriculture, Food, and Beverage Processing Cluster The table below further profiles the San Joaquin Valley Economic Market’s top 10 occupations in the Agriculture, Food, and Beverage Processing cluster by listing the total job openings for 2012-2022, median hourly and annual wages, and entry-level education requirements. Also included are online job advertisements extracted from The Conference Board Help Wanted OnLineTM (HWOL) data series over a recent 120-day period. HWOL compiles, analyzes, and categorizes job advertisements from numerous online job boards, including CalJOBSSM (www.caljobs.ca.gov), California’s online job listing system. Occupations Total Job Openings7 (2012-2022) Median Hourly Wage (2014) Median Annual Wage (2014) Entry Level Education8 HWOL Job Ads9 (120 days) Farmworkers and Laborers, Crop, Nursery, and Greenhouse 56,782 $9.14 $19,007 Less than high school 109 Graders and Sorters, Agricultural Products 3,666 $9.17 $19,067 Less than high school 9 Farmers, Ranchers, and Other Agricultural Managers 2,972 $43.44 $90,360 High school diploma or equivalent 86 Packers and Packagers, Hand 2,871 $9.58 $19,918 Less than high school 71 Agricultural Equipment Operators 2,854 $10.33 $21,489 Less than high school 44 Packaging and Filling Machine Operators and Tenders 2,832 $14.13 $29,388 High school diploma or equivalent 79 Laborers and Freight, Stock, and Material Movers, Hand 1,727 $11.71 $24,354 Less than high school 929 Farmworkers, Farm, Ranch, and Aquacultural Animals 1,672 $11.76 $24,465 Less than high school 140 Industrial Truck and Tractor Operators 1,532 $14.71 $30,615 Less than high school 606 Food Batchmakers 1,293 $14.84 $30,858 High school diploma or equivalent 17 Source: California Employment Development Department, Projections of Employment 2012-2022; Occupational Employment Statistics Wage Survey, updated to 4th Q, 2014; The Conference Board Help Wanted OnLineTM (HWOL) Data Series, 120-day period ending April 22, 2015. 7 Total job openings are the sum of new jobs and replacement job openings. 8 U.S. Department of Labor, Bureau of Labor Statistics (BLS) 2012 education levels. 9 Totals represent job advertisements from employers in all industries. One job opening may be represented in more than one job advertisement. Labor Market Information Division www.labormarketinfo.edd.ca.gov9 Top Occupations for the Agriculture, Food, and Beverage Processing Cluster by Education Level The table below identifies the occupations with the most total job openings, categorized by Bureau of Labor Statistics (BLS) 2012 entry-level education requirements, within the Agriculture, Food, and Beverage Processing cluster. The table includes the San Joaquin Valley Economic Market’s projected total job openings and median hourly and annual wages. In addition, recent totals of online job advertisements over 120-day period are included. Grouping occupations by education levels allows individuals to better gauge the potential for skills transference and upward mobility within the cluster. Occupations Total Job Openings10 (2012-2022) Median Hourly Wage (2014) Median Annual Wage (2014) HWOL Job Ads (120 days) Requires a Bachelor’s Degree or Higher General and Operations Managers 464 $42.57 $88,551 507 Accountants and Auditors 327 $30.15 $62,712 988 Industrial Production Managers 310 $40.25 $83,713 108 Food Scientists and Technologists 176 $28.35 $58,983 34 Financial Managers 141 $45.97 $95,634 437 Requires Some College, Postsecondary Non-Degree Award, or Associate's Degree Heavy and Tractor-Trailer Truck Drivers 729 $18.87 $39,256 7,752 First-Line Supervisors of Production and Operating Workers 601 $26.65 $55,427 1,239 Agricultural and Food Science Technicians 294 $16.98 $35,320 47 Electrical and Electronics Repairers, Commercial and Industrial Equipment 48 $28.57 $59,423 28 Computer User Support Specialists 29 $24.02 $49,946 1,017 Requires a High School Diploma or Equivalent or Less Farmworkers and Laborers, Crop, Nursery, and Greenhouse 56,782 $9.14 $19,007 109 Graders and Sorters, Agricultural Products 3,666 $9.17 $19,067 9 Farmers, Ranchers, and Other Agricultural Managers 2,972 $43.44 $90,360 86 Packers and Packagers, Hand 2,871 $9.58 $19,918 71 Agricultural Equipment Operators 2,854 $10.33 $21,489 44 10 Total job openings are the sum of new jobs and replacement job openings. Source: California Employment Development Department, Projections of Employment 2012-2022; Occupational Employment Statistics Wage Survey, updated to 4th Q, 2014; The Conference Board Help Wanted OnLineTM (HWOL) Data Series, 120-day period ending April 22, 2015. Labor Market Information Division www.labormarketinfo.edd.ca.gov10 Skill Requirements in the Agriculture, Food, and Beverage Processing Cluster The table below lists the 10 top skills required for top occupations in the Agriculture, Food, and Beverage Processing cluster, categorized by entry-level education requirements. Critical thinking and active listening are the most commonly shared skills, followed by monitoring, speaking, and reading comprehension. The skills and work activities identified for each occupation are from the U.S. Department of Labor’s Occupational Information Network (O*NET). Skills Occupations Active LearningActive ListeningComplex Problem SolvingCoordinationCritical ThinkingEquipment MaintenanceInstructingJudgment and Decision MakingLearning StrategiesManagement of Personnel ResourcesMathematicsMonitoringNegotiationOperation and ControlOperation MonitoringPersuasionQuality Control AnalysisReading ComprehensionRepairingScienceService OrientationSocial PerceptivenessSpeakingSystems AnalysisTime ManagementTroubleshootingWritingRequires a Bachelor’s Degree or Higher General and Operations Managers l l l l l l l l l l Accountants and Auditors11 l l l l l l l l l l Industrial Production Managers l l l l l l l l l l Food Scientists and Technologists l l l l l l l l l l Financial Managers12 l l l l l l l l l l Requires Some College, Postsecondary Non-Degree Award, or Associate’s Degree Heavy and Tractor-Trailer Truck Drivers l l l l l l l l l l First-Line Supervisors of Production and Operating Workers l l l l l l l l l l Agricultural and Food Science Technicians13 l l l l l l l l l l Electrical and Electronics Repairers, Commercial and Industrial Equipment l l l l l l l l l l Computer User Support Specialists l l l l l l l l l l Requires a High School Diploma or Equivalent or Less Farmworkers and Laborers, Crop, Nursery, and Greenhouse14 l l l l l l l l l l Graders and Sorters, Agricultural Products l l l l l l l l l l Farmers, Ranchers, and Other Agricultural Managers15 l l l l l l l l l l Packers and Packagers, Hand l l l l l l l l l l Agricultural Equipment Operators l l l l l l l l l l Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. 11 Skills represent Accountants, a specialty occupation of Accountants and Auditors. 12 Skills represent Financial Managers, Branch or Department, a specialty occupation of Financial Managers. 13 Skills represent Food Science Technicians, a specialty occupation of Agricultural and Food Science Technicians. 14 Skills represent Farmworkers and Laborers, Crop, a specialty occupation of Farmworkers and Laborers, Crop, Nursery, and Greenhouse. 15 Skills represent Farm and Ranch Managers, a specialty occupation of Farmers, Ranchers, and Other Agricultural Managers. Labor Market Information Division www.labormarketinfo.edd.ca.gov11 Work Activities in the Agriculture, Food, and Beverage Processing Cluster The table below lists the 10 top work activities required for top occupations in the Agriculture, Food, and Beverage Processing cluster, categorized by entry-level education requirements. The most common include organizing, planning, and prioritizing work; establishing and maintaining interpersonal relationships; making decisions and solving problems; and communicating with supervisors, peers, or subordinates. Work Activities Occupations Analyzing Data or InformationCoaching and Developing OthersCommunicating with Persons Outside OrganizationCommunicating with Supervisors, Peers, or SubordinatesControlling Machines and ProcessesCoordinating the Work and Activities of OthersDeveloping Objectives and StrategiesDocumenting/Recording InformationEstablishing and Maintaining Interpersonal RelationshipsEvaluating Information to Determine Compliance with StandardsGetting InformationGuiding, Directing, and Motivating SubordinatesHandling and Moving ObjectsIdentifying Objects, Actions, and EventsInspecting Equipment, Structures, or MaterialInteracting With ComputersMaking Decisions and Solving ProblemsMonitor Processes, Materials, or SurroundingsMonitoring and Controlling ResourcesOperating Vehicles, Mechanized Devices, or EquipmentOrganizing, Planning, and Prioritizing WorkPerforming Administrative ActivitiesPerforming General Physical ActivitiesProcessing InformationProvide Consultation and Advice to OthersRepairing and Maintaining Electronic EquipmentRepairing and Maintaining Mechanical EquipmentResolving Conflicts and Negotiating with OthersScheduling Work and ActivitiesThinking CreativelyTraining and Teaching OthersUpdating and Using Relevant KnowledgeRequires a Bachelor’s Degree or Higher General and Operations Managers l l l l l l l l l l Accountants and Auditors16 l l l l l l l l l l Industrial Production Managers l l l l l l l l l l Food Scientists and Technologists l l l l l l l l l l Financial Managers17 l l l l l l l l l l Requires Some College, Postsecondary Non-Degree Award, or Associate's Degree Heavy and Tractor-Trailer Truck Drivers l l l l l l l l l l First-Line Supervisors of Production and Operating Workers l l l l l l l l l l Agricultural and Food Science Technicians18 l l l l l l l l l l Electrical and Electronics Repairers, Commercial and Industrial Equipment l l l l l l l l l l Computer User Support Specialists l l l l l l l l l l Requires a High School Diploma or Equivalent or Less Farmworkers and Laborers, Crop, Nursery, and Greenhouse19 l l l l l l l l l l Graders and Sorters, Agricultural Products l l l l l l l l l l Farmers, Ranchers, and Other Agricultural Managers20 l l l l l l l l l l Packers and Packagers, Hand l l l l l l l l l l Agricultural Equipment Operators l l l l l l l l l l Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. 16 Work Activities listed represent Accountants, a specialty occupation of Accountants and Auditors. 17 Work Activities listed represent Financial Managers, Branch or Department, a specialty occupation of Financial Managers. 18 Work Activities listed represent Food Science Technicians, a specialty occupation of Agricultural and Food Science Technicians. 19 Work Activities listed represent Farmworkers and Laborers, Crop, a specialty occupation of Farmworkers and Laborers, Crop, Nursery and Greenhouse. 20 Work Activities listed represent Farm and Ranch Managers, a specialty occupation of Farmers, Ranchers, and Other Agricultural Managers. Labor Market Information Division www.labormarketinfo.edd.ca.gov12 Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. Related Occupations for the Agriculture, Food, and Beverage Processing Cluster The table below lists top occupations in the Agriculture, Food, and Beverage Processing cluster by entry-level education requirements and provides a sample of related occupations. These related occupations match many of the skills, education, and work experience needed for the top Agriculture, Food, and Beverage Processing cluster occupations. Agriculture, Food, and Beverage Processing Occupations Related Occupations Requires a Bachelor’s Degree or Higher General and Operations Managers •Administrative Services Managers •First-Line Super visors of Office and Administrative Support Workers •Logistics Managers Accountants and Auditors •Auditors •Budget Analysts •Financial Analysts Industrial Production Managers •First-Line Supervisors of Production and Operating Workers •Food Service Managers •General and Operations Managers Food Scientists and Technologists •Agricultural Engineers •Biochemical Engineers •Validation Engineers Financial Managers •Marketing Managers •Public Relations and Fundraising Managers •Sales Agents, Financial Services Requires Some College, Postsecondary Non-Degree Award, or Associate’s Degree Heavy and Tractor-Trailer Truck Drivers •Excavating and Loading Machine and Dragline Operators •Highway Maintenance Workers •Paving, Surfacing, and Tamping Equipment Operators First-Line Supervisors of Production and Operating Workers •Aircraft Cargo Handling Super visors •Industrial Production Managers •Non-Destructive Testing Specialists Agricultural and Food Science Technicians •Agricultural Inspectors •Biological Technicians •Chemical Technicians Electrical and Electronics Repairers, Commercial and Industrial Equipment •Industrial Machinery Mechanics •Manufacturing Production Technicians •Robotics Technicians Computer User Support Specialists •Audio and Video Equipment Technicians •Broadcast Technicians •Computer Operators Requires a High School Diploma or Equivalent or Less Farmworkers and Laborers, Crop, Nursery, and Greenhouse •Helpers-Painters, Paperhangers, Plasterers, and Stucco Masons •Janitors and Cleaners, Except Maids and Housekeeping Cleaners •Landscaping and Groundskeeping Workers Graders and Sorters, Agricultural Products •Dishwashers •Food Preparation Workers •Stock Clerks-Stockroom, Warehouse, or Storage Yard Farmers, Ranchers, and Other Agricultural Managers •Aquacultural Managers •Forest and Conservation Workers •Industrial Production Managers Packers and Packagers, Hand •Cooks, Fast Food •Cooks, Restaurant •Inspectors, Testers, Sorters, Samplers, and Weighers Agricultural Equipment Operators •Dredge Operators •Pile-Driver Operators •Riggers Labor Market Information Division www.labormarketinfo.edd.ca.gov13 Employer Demand for the Agriculture, Food, and Beverage Processing Cluster The following table lists the San Joaquin Valley Economic Market employers in the Agriculture, Food, and Beverage Processing cluster who posted the most job advertisements during the 120-day period ending April 22, 2015. The table also includes the number of job advertisements from the previous year’s period, as well as the numerical change and year-over percent change in these postings for the same 120-day period. Agriculture, Food, and Beverage Processing Cluster Employers Recent Job Advertisements21 (120-day period) Prior Year Job Advertisements (120-day period) Numerical Change Year-Over Percent Change (HWOL Job Advertisements) Paramount Citrus 66 74 -8 -10.8% Foster Farms 59 98 -39 -39.8% Constellation Brands, Inc.54 17 37 217.6% E. & J. Gallo Winery 53 151 -98 -64.9% Paramount Farms 46 4 42 1,050.0% Dole Packaged Food, LLC 45 29 16 55.2% Delicato Family Vineyards 33 38 -5 -13.2% Coca-Cola Refreshments 31 40 -9 -22.5% Land O' Lakes 29 29 0 0.0% Diamond Foods 28 15 13 86.7% Pepsico 28 26 2 7.7% Bimbo Bakeries 24 10 14 140.0% Grimmway Farms 24 35 -11 -31.4% Kraft 20 14 6 42.9% Neil Jones Food Company 19 19 0 0.0% The Wine Group 18 47 -29 -61.7% Nestle 16 22 -6 -27.3% Joseph Gallo Farms 15 16 -1 -6.3% American Bread Co dba Panera Bread 14 1 13 1,300.0% ConAgra 14 8 6 75.0% 21 Totals do not include employers with anonymous job advertisements. Source: The Conference Board Help Wanted OnLineTM (HWOL) Data Series: Period ending April 22, 2015. Labor Market Information Division www.labormarketinfo.edd.ca.gov14 Source: U.S. Department of Education Integrated Postsecondary Education Data System (IPEDS) at www.nces.ed.gov; California Community Colleges TOP-to-CIP Crosswalk 7th Edition (2010), www.cccco.edu. Instructional Programs for the Top Top Agriculture, Food, and Beverage Processing Cluster Occupations The table below provides examples of instructional programs related to some of the top occupations in the Agriculture, Food, and Beverage Processing cluster, particularly those that require less than a bachelor’s degree. These programs train individuals for occupations throughout many industries and are not limited to the Agriculture, Food, and Beverage Processing cluster. To view a more complete list of training programs, select the source links under the table below. The Taxonomy of Programs categorizes and describes instructional programs only for California Community Colleges. Occupations Classification of Instructional Program (CIP) Taxonomy of Programs (TOP) CIP Code CIP Title TOP Code TOP Title Agricultural and Food Science Technicians 01.1002 Food Technology and Processing 011300 Food Processing and Related Technologies Agricultural Equipment Operators 01.0204 Agricultural Power Machinery Operation N/A N/A Computer User Support Specialists 01.0106 11.1006 51.0709 Agricultural Business Technology Computer Support Specialist Medical Office Computer Specialist/ Assistant 070820 Computer Support Electrical and Electronics Repairers, Commercial and Industrial Equipment 47.0104 47.0105 Computer Installation and Repair Technology/Technician Industrial Electronics Technology/ Technician 093410 093420 Computer Electronics Industrial Electronics Farmers, Ranchers, and Other Agricultural Managers 01.0101 01.0104 01.1106 Agricultural Business and Management, General Farm/Farm and Ranch Management Range Science and Management 010200 010300 010900 Animal Science Plant Science Horticulture First-Line Supervisors of Production and Operating Workers 52.0205 Operations Management and Supervision N/A N/A Graders and Sorters, Agricultural Products 01.0105 Agricultural/Farm Supplies Retailing and Wholesaling N/A N/A Heavy and Tractor-Trailer Truck Drivers 49.0205 Truck and Bus Driver/Commercial Vehicle Operator and Instructor 094750 Truck and Bus Driving San FranciscoCounty San Bernardino County Kern, Inyo, Mono Consortium Riverside County Fresno County Tulare County Imperial CountySan DiegoCounty Golden SierraConsortium NoRTEC(Northern Rural TrainingAnd Employment Consortium) Mother LodeConsortium HumboldtCounty MontereyCounty MendocinoCounty Los AngelesCounty MaderaCounty San Luis Obispo County MercedCounty VenturaCounty Santa BarbaraCounty KingsCounty Sonoma County NCCC(NorthCentral Counties Consortium) YoloCounty StanislausCounty San Benito County SanJoaquinCounty SolanoCounty Napa-Lake Sacramento(SETA) OrangeCounty San Jose Silicon Valley AlamedaCounty MarinCounty Contra CostaCounty San MateoCounty Santa CruzCounty San Bernardino City California Agriculture, Food, and Beverage Processing Cluster Data Sources: Quarterly Census of Employment and Wages (QCEW) program developed through a cooperative program between the States and the U.S. Bureau of Labor Statistics, Third Quarter 2013 Cartography by: Labor Market Information Division California Employment Development Department http://www.labormarketinfo.edd.ca.gov July 2014 Percentage of Total County Establishments, 2013 Santa Clara County includes: North Valley Consortium (NOVA) Los Angeles County includes: Foothill Consortium Los Angeles City WIB Pacific Gateway Workforce Investment Network Southeast Los Angeles County Consortium (SELACO) South Bay Consortium Verdugo Consortium Orange County includes: Anaheim WIB Santa Ana WIB Alameda County includes: Oakland City WIB Contra Costa County includes: Richmond WORKS Employment & Training Note: Some counties contain smaller WIB Areas. FIle T036 Statewide:1.7% Percentage of Business Establishmentsin the Agriculture, Food, and Beverage Processing Cluster 0.0% - 2.0%2.1% - 5.0%5.1% - 10.0%10.1% - 20.0%20.1% - 39.0% Workforce Investment Board Areas Labor Market Information Division www.labormarketinfo.edd.ca.gov15 San FranciscoCounty San Bernardino County Kern, Inyo, Mono Consortium Riverside County Fresno County Tulare County Imperial CountySan DiegoCounty Golden SierraConsortium NoRTEC(Northern Rural TrainingAnd Employment Consortium) Mother LodeConsortium HumboldtCounty MontereyCounty MendocinoCounty Los AngelesCounty MaderaCounty San Luis Obispo County MercedCounty VenturaCounty Santa BarbaraCounty KingsCounty Sonoma County NCCC(NorthCentral Counties Consortium) YoloCounty StanislausCounty San Benito County SanJoaquinCounty SolanoCounty Napa-Lake Sacramento(SETA) OrangeCounty San Jose Silicon Valley AlamedaCounty MarinCounty Contra CostaCounty San MateoCounty Santa CruzCounty San Bernardino City California Agriculture, Food, and Beverage Processing Cluster Data Sources: Quarterly Census of Employment and Wages (QCEW) program developed through a cooperative program between the States and the U.S. Bureau of Labor Statistics, Third Quarter 2013 Cartography by: Labor Market Information Division California Employment Development Department http://www.labormarketinfo.edd.ca.gov July 2014 Percentage of Total County Employment, 2013 Santa Clara County includes: North Valley Consortium (NOVA) Los Angeles County includes: Foothill Consortium Los Angeles City WIB Pacific Gateway Workforce Investment Network Southeast Los Angeles County Consortium (SELACO) South Bay Consortium Verdugo Consortium Orange County includes: Anaheim WIB Santa Ana WIB Alameda County includes: Oakland City WIB Contra Costa County includes: Richmond WORKS Employment & Training Note: Some counties contain smaller WIB Areas. FIle T036 Statewide: 4.7% Percentage of Employmentin the Agriculture, Food, andBeverage Processing Cluster Workforce Investment Board Areas 0.0% - 5.0%5.1% - 10.0%10.1% - 15.0%15.1% - 25.0%25.1% - 41.3% Labor Market Information Division www.labormarketinfo.edd.ca.gov16 Occupational Analysis: Retail Cluster San Joaquin Valley Economic Market April 2015 Fresno, Kern, Kings, Madera, Merced, San Joaquin, Stanislaus, and Tulare Counties Labor Market Information Division www.labormarketinfo.edd.ca.gov18 What is the Retail Cluster? The Retail cluster is composed of 19 industries involved in the sales of goods both familiar and esoteric, everything from groceries and automobiles to musical instruments and surfboards. The workers employed within this cluster span all skill levels and share skills and work activities both within the cluster and in many other industry clusters, suggesting the potential for skills transference and upward mobility with additional . Top 10 Occupations in the Retail Cluster The graph below identifies the top 10 occupations in the Retail cluster, based on the San Joaquin Valley Economic Market’s new job growth plus replacement openings. In sum, these 10 occupations represent more than three- quarters of the 63,305 total job openings projected in this cluster between 2012 and 2022. Moreover, many share the same required skills such as active listening, critical thinking, reading comprehension, and speaking.22 Source: California Employment Development Department, Projections of Employment 2012-2022. Industry and occupational employment projections for 2012-2022 in this report may not be directly comparable to the published 2012-2022 employment projections available online at www.labormarketinfo.edd.ca.gov. 22 U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. 23 New jobs are only openings due to growth and do not include job declines. If an occupation’s employment change is negative, there is no job growth and new jobs are set to zero. 24 Replacement job openings estimate the number of job openings created when workers retire or permanently leave an occupation and need to be replaced. 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 Top 10 Occupations in the Retail Cluster New Jobs23 Replacement Job Openings24 Packers and Packagers, Hand Butchers and Meat Cutters Parts Salespersons Automotive Service Technicians and Mechanics Laborers and Freight, Stock, and Material Movers, Hand Combined Food Preparation and Serving Workers, Including Fast Food First-Line Supervisors of Retail Sales Workers Stock Clerks and Order Fillers Retail Salespersons Cashiers 610 2,040 1,470 5,570 4,670 597 923 1,207 2,050 3,628 11,092 12,122 16,792 16,662 5,098 4,090 1,817 1,333 1,257 1,029 769 742 Labor Market Information Division www.labormarketinfo.edd.ca.gov19 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 Top 10 Occupations and Recent Job Demand in the Retail Cluster The table below further profiles the San Joaquin Valley Economic Market’s top 10 occupations in the Retail cluster by listing the total job openings for 2012-2022, median hourly and annual wages, and entry-level education requirements. Also included are online job advertisements extracted from The Conference Board Help Wanted OnLineTM (HWOL) data series over a 120-day period. HWOL compiles, analyzes, and categorizes job advertisements from numerous online job boards, including CalJOBSSM (www.caljobs.ca.gov), California’s online job listing system. Occupations Total Job Openings25 (2012-2022) Median Hourly Wage (2014) Median Annual Wage (2014) Entry Level Education26 HWOL Job Ads27 (120 days) Cashiers 16,792 $9.77 $20,323 Less than high school 649 Retail Salespersons 16,662 $10.58 $21,991 Less than high school 2,463 Stock Clerks and Order Fillers 5,098 $11.21 $23,314 Less than high school 933 First-Line Supervisors of Retail Sales Workers 4,090 $18.40 $38,272 High school diploma or equivalent 2,130 Combined Food Preparation and Serving Workers, Including Fast Food 1,817 $9.30 $19,333 Less than high school 819 Laborers and Freight, Stock, and Material Movers, Hand 1,333 $11.71 $24,354 Less than high school 929 Automotive Service Technicians and Mechanics 1,257 $17.91 $37,270 High school diploma or equivalent 878 Parts Salespersons 1,029 $14.04 $29,213 Less than high school 114 Butchers and Meat Cutters 769 $13.01 $27,061 Less than high school 18 Packers and Packagers, Hand 742 $9.58 $19,918 Less than high school 71 Source: California Employment Development Department, Projections of Employment 2012-2022; Occupational Employment Statistics Wage Survey, updated to 4th Q, 2014; The Conference Board Help Wanted OnLineTM (HWOL) Data Series, 120-day period ending April 22, 2015. 25 Total job openings are the sum of new jobs and replacement job openings. 26 U.S. Department of Labor, Bureau of Labor Statistics (BLS) 2012 education levels. 27 Totals represent job advertisements from employers in all industries. One job opening may be represented in more than one job advertisement. Labor Market Information Division www.labormarketinfo.edd.ca.gov20 28 Total job openings are the sum of new jobs and replacement job openings. Top Occupations for the Retail Cluster by Education Level The table below identifies the occupations with the most total job openings, categorized by Bureau of Labor Statistics (BLS) 2012 entry-level education requirements, within the Retail cluster. The table includes the San Joaquin Valley Economic Market’s projected total job openings and median hourly and annual wages. In addition, recent totals of online job advertisements over 120-day period are included. Grouping occupations by education levels allows individuals to better gauge the potential for skills transference and upward mobility within the cluster. Occupations Total Job Openings28 (2012-2022) Median Hourly Wage (2014) Median Annual Wage (2014) HWOL Job Ads (120 days) Requires a Bachelor’s Degree or Higher General and Operations Managers 684 $42.57 $88,551 507 Pharmacists 537 $67.15 $139,678 349 Sales Managers 403 $39.75 $82,687 520 Loan Officers 88 $36.34 $75,571 449 Accountants and Auditors 56 $30.15 $62,712 988 Requires Some College, Postsecondary Non-Degree Award, or Associate's Degree First-Line Supervisors of 94 $26.65 $55,427 1,239 Heavy and Tractor-Trailer Truck 88 $18.87 $39,256 7,752 Computer, Automated Teller, and Office Machine Repairers 64 $19.37 $40,282 20 Hairdressers, Hairstylists, and Cosmetologists 54 $10.06 $20,913 524 Heating, Air Conditioning, and Refrigeration Mechanics and Installers 35 $21.51 $44,747 500 Requires a High School Diploma or Equivalent or Less Cashiers 16,792 $9.77 $20,323 649 Retail Salespersons 16,662 $10.58 $21,991 2,463 Stock Clerks and Order Fillers 5,098 $11.21 $23,314 933 First-Line Supervisors of Retail 4,090 $18.40 $38,272 2,130 Combined Food Preparation and Serving Workers, Including Fast Food 1,817 $9.30 $19,333 819 Source: California Employment Development Department, Projections of Employment 2012-2022; Occupational Employment Statistics Wage Survey, updated to 4th Q, 2014; The Conference Board Help Wanted OnLineTM (HWOL) Data Series, 120-day period ending April 22, 2015. Labor Market Information Division www.labormarketinfo.edd.ca.gov21 29 Skills represent Accountants, a specialty occupation of Accountants and Auditors. 30 Skills represent Heating and Air Conditioning Mechanics and Installers, a specialty occupation of Heating, Air Conditioning, and Refrigeration Mechanics and Installers. 31 Skills represent Stock Clerks, Sales Floor, a specialty occupation of Stock Clerks and Order Fillers. Skill Requirements in the Retail Cluster The table below lists the 10 top skills required for top occupations in the Retail cluster, categorized by entry-level education requirements. Critical thinking and speaking are the most commonly shared skills, followed by active listening and reading comprehension. The skills and work activities identified for each occupation are from the U.S. Department of Labor’s Occupational Information Network (O*NET). Skills Occupations Active LearningActive ListeningComplex Problem SolvingCoordinationCritical ThinkingEquipment MaintenanceInstallationInstructingJudgment and Decision MakingLearning StrategiesManagement of Personnel ResourcesMathematicsMonitoringNegotiationOperation and ControlOperation MonitoringPersuasionQuality Control AnalysisReading ComprehensionRepairingScienceService OrientationSocial PerceptivenessSpeakingSystems AnalysisTime ManagementTroubleshootingWritingRequires a Bachelor’s Degree or Higher General and Operations Managers l l l l l l l l l l Pharmacists l l l l l l l l l l Sales Managers l l l l l l l l l l Loan Officers l l l l l l l l l l Accountants and Auditors29 l l l l l l l l l l Requires Some College, Postsecondary Non-Degree Award, or Associate’s Degree First-Line Supervisors of Production and Operating Workers l l l l l l l l l l Heavy and Tractor-Trailer Truck Drivers l l l l l l l l l l Computer, Automated Teller, and Office Machine Repairers l l l l l l l l l l Hairdressers, Hairstylists, and Cosmetologists l l l l l l l l l l Heating, Air Conditioning, and Refrigeration Mechanics and Installers30 l l l l l l l l l l Requires a High School Diploma or Equivalent or Less Cashiers l l l l l l l l l l Retail Salespersons l l l l l l l l l l Stock Clerks and Order Fillers31 l l l l l l l l l l First-Line Supervisors of Retail Sales Workers l l l l l l l l l l Combined Food Preparation and Serving Workers, Including Fast Food l l l l l l l l l l Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. Labor Market Information Division www.labormarketinfo.edd.ca.gov22 Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. Work Activities in the Retail Cluster The table below lists the 10 top work activities required for top occupations in the Retail cluster, categorized by entry-level education requirements. The most common include establishing and maintaining interpersonal relationships; organizing, planning, and prioritizing work; communicating with supervisors, peers, or subordinates; and making decisions and solving problems. Work Activities Occupations Analyzing Data or InformationAssisting and Caring for OthersCoaching and Developing OthersCommunicating with Persons Outside OrganizationCommunicating with Supervisors, Peers, or SubordinatesControlling Machines and ProcessesCoordinating the Work and Activities of OthersEstablishing and Maintaining Interpersonal RelationshipsEvaluating Information to Determine Compliance with StandardsGetting InformationGuiding, Directing, and Motivating SubordinatesHandling and Moving ObjectsIdentifying Objects, Actions, and EventsInspecting Equipment, Structures, or MaterialInteracting With ComputersMaking Decisions and Solving ProblemsMonitor Processes, Materials, or SurroundingsMonitoring and Controlling ResourcesOperating Vehicles, Mechanized Devices, or EquipmentOrganizing, Planning, and Prioritizing WorkPerforming Administrative ActivitiesPerforming for or Working Directly with the PublicPerforming General Physical ActivitiesProcessing InformationProvide Consultation and Advice to OthersRepairing and Maintaining Electronic EquipmentRepairing and Maintaining Mechanical EquipmentResolving Conflicts and Negotiating with OthersScheduling Work and ActivitiesSelling or Influencing OthersThinking CreativelyTraining and Teaching OthersUpdating and Using Relevant KnowledgeRequires a Bachelor’s Degree or Higher General and Operations Managers l l l l l l l l l l Pharmacists l l l l l l l l l l Sales Managers l l l l l l l l l l Loan Officers l l l l l l l l l l Accountants and Auditors32 l l l l l l l l l l Requires Some College, Postsecondary Non-Degree Award, or Associate’s Degree First-Line Supervisors of Production and Operating Workers l l l l l l l l l l Heavy and Tractor-Trailer Truck Drivers l l l l l l l l l l Computer, Automated Teller, and Office Machine Repairers l l l l l l l l l l Hairdressers, Hairstylists, and Cosmetologists l l l l l l l l l l Heating, Air Conditioning, and Refrigeration Mechanics and Installers33 l l l l l l l l l l Requires a High School Diploma or Equivalent or Less Cashiers l l l l l l l l l l Retail Salespersons l l l l l l l l l l Stock Clerks and Order Fillers34 l l l l l l l l l l First-Line Supervisors of Retail Sales Workers l l l l l l l l l l Combined Food Preparation and Serving Workers, Including Fast Food l l l l l l l l l l 32 Work Activities represent Accountants, a specialty occupation of Accountants and Auditors. 33 Work Activities represent Heating and Air Conditioning Mechanics and Installers, a specialty occupation of Heating, Air Conditioning, and Refrigeration Mechanics and Installers. 34 Work Activities represent Stock Clerks, Sales Floor, a specialty occupation of Stock Clerks and Order Fillers. Labor Market Information Division www.labormarketinfo.edd.ca.gov23 Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. Related Occupations for the Retail Cluster The table below lists top occupations in the Retail cluster by entry-level education requirements and provides a sample of related occupations. These related occupations match many of the skills, education, and work experience needed for the top Retail cluster occupations. Retail Occupations Related Occupations Requires a Bachelor’s Degree or Higher General and Operations Managers • First-Line Supervisors of Office and Administrative Support Workers • Logistics Managers • Wholesale and Retail Buyers, Except Farm Products Pharmacists • Health Specialties Teachers, Postsecondary • Medical Scientists, Except Epidemiologists • Nursing Instructors and Teachers, Postsecondary Sales Managers • Financial Managers, Branch or Department • Logistics Managers • Sales Representatives, Wholesale and Manufacturing, Technical and Scientific Products Loan Officers • Customs Brokers • Insurance Sales Agents • Personal Financial Advisors Accountants and Auditors • Auditors • Financial Analysts • Risk Management Specialists Requires Some College, Postsecondary Non-Degree Award, or Associate’s Degree First-Line Supervisors of Production and Operating Workers • Non-Destructive Testing Specialists • Industrial Production Managers • Aircraft Cargo Handling Supervisors Heavy and Tractor-Trailer Truck Drivers • Pile-Driver Operators • Light Truck or Delivery Services Drivers • Paving, Surfacing, and Tamping Equipment Operators Computer, Automated Teller, and Office Machine Repairers • Computer User Suppor t Specialists • Electrical Engineering Technicians • Audio and Video Equipment Technicians Hairdressers, Hairstylists, and Cosmetologists • Massage Therapists • Manicurists and Pedicurists • Skincare Specialists Heating, Air Conditioning, and Refrigeration Mechanics and Installers • Electricians • Elevator Installers and Repairers • Refrigeration Mechanics and Installers Requires a High School Diploma or Equivalent or Less Cashiers • Amusement and Recreation Attendants • Hosts and Hostesses, Restaurant, Lounge, and Coffee Shop • Waiters and Waitresses Retail Salespersons • Concierges • Counter and Renal Clerk • Tellers Stock Clerks and Order Fillers • Dining Room and Cafeteria Attendants and Bartender Helpers • Packers and Packagers, Hand • Shipping, Receiving, and Traffic Clerks First-Line Supervisors of Retail Sales Workers • First-Line Supervisors of Food Preparation and Serving Workers • Hotel, Motel, and Resor t Desk Clerks • Wholesale and Retail Buyers, Except Farm Products Combined Food Preparation and Serving Workers, Including Fast Food • Cooks, Fast Food • Counter Attendants, Cafeteria, Food Concession, and Coffee Shop • Food Servers, Nonrestaurant Labor Market Information Division www.labormarketinfo.edd.ca.gov24 Employer Demand for the Retail Cluster The following table lists the San Joaquin Valley Economic Market employers in the Retail cluster who posted the most job advertisements during the 120-day period ending April 22, 2015. The table also includes the number of job advertisements from the previous year’s period, as well as the numerical change and year-over percent change in these postings for the same 120-day period. Retail Cluster Employers Recent Job Advertisements35 (120-day period) Prior Year Job Advertisements (120-day period) Numerical Change Year-Over Percent Change (HWOL Job Advertisements) Home Depot 251 73 178 243.8% Macy’s 221 101 120 118.8% Lowe’s 221 209 12 5.7% Target Corporation 166 37 129 348.6% Dollar Tree Stores, Inc.126 28 98 350.0% Sears Holdings Corporation 115 354 -239 -67.5% Safeway Companies 89 5 84 1,680.0% Walmart 85 43 42 97.7% Rite Aid 68 49 19 38.8% Love’s Travel Stops 66 8 58 725.0% JCPenney 58 32 26 81.3% Office Depot 55 16 39 243.8% Toys”R”Us 52 81 -29 -35.8% Lithia Motors, Inc.51 3 48 1,600.0% WINCO FOODS 46 2 44 2,200.0% Harbor Freight Tools 42 36 6 16.7% Dick’s Sporting Goods, Inc.41 63 -22 -34.9% Save Mart Supermarkets 40 51 -11 -21.6% Staples 40 41 -1 -2.4% The Dollar General 38 161 -123 -76.4% Source: The Conference Board Help Wanted OnLineTM (HWOL) Data Series: Period ending April 22, 2015. 35 Totals do not include employers with anonymous job advertisements. Labor Market Information Division www.labormarketinfo.edd.ca.gov25 Source: U.S. Department of Education Integrated Postsecondary Education Data System (IPEDS) at www.nces.ed.gov; California Community Colleges TOP-to-CIP Crosswalk 7th Edition (2010), www.cccco.edu. Instructional Programs for the Top Retail Cluster Occupations The table below provides examples of instructional programs related to some of the top occupations in the Retail cluster, particularly those that require less than a bachelor’s degree. These programs train individuals for occupations throughout many industries and are not limited to the Retail cluster. To view a more complete list of training programs, select the source links under the table below. The Taxonomy of Programs categorizes and describes instructional programs only for California Community Colleges. Occupations Classification of Instructional Program (CIP) Taxonomy of Programs (TOP) CIP Code CIP Title TOP Code TOP Title First-Line Supervisors of Production and Operating Workers 52.0205 Operations Management and Supervision N/A N/A Heavy and Tractor-Trailer Truck Drivers 49.0205 Truck and Bus Driver/ Commercial Vehicle Operator and Instructor 094750 Truck and Bus Driving Computer, Automated Teller, and Office Machine Repairers 47.0102 47.0104 Business Machine Repair Computer Installation and Repair Technology/Technician 093410 Computer Electronics Hairdressers, Hairstylists, and Cosmetologists 12.0401 12.0406 12.0412 Cosmetology/Cosmetologist, General Make-Up Artist/Specialist Salon/Beauty Salon Management/Manager 300700 Cosmetology and Barbering Heating, Air Conditioning, and Refrigeration Mechanics and Installers 15.0501 47.0201 Heating, Ventilation, Air Conditioning and Refrigeration Engineering Technology/ Technician Heating, Air Conditioning, Ventilation and Refrigeration Maintenance Technology/ Technician 094600 Environmental Control Technology First-Line Supervisors of Retail Sales Workers 19.0203 52.0212 52.1803 Consumer Merchandising/ Retailing Management Retail Management Retailing and Retail Operations 050650 050940 050960 Retail Store Operations and Management Sales and Salesmanship Display San FranciscoCounty San Bernardino County Kern, Inyo, Mono Consortium Riverside County Fresno County Tulare County Imperial CountySan DiegoCounty Golden SierraConsortium NoRTEC(Northern Rural TrainingAnd Employment Consortium) Mother LodeConsortium HumboldtCounty MontereyCounty MendocinoCounty Los AngelesCounty MaderaCounty San Luis Obispo County MercedCounty VenturaCounty Santa BarbaraCounty KingsCounty Sonoma County NCCC(NorthCentral Counties Consortium) YoloCounty StanislausCounty San Benito County SanJoaquinCounty SolanoCounty Napa-Lake Sacramento(SETA) OrangeCounty San Jose Silicon Valley AlamedaCounty MarinCounty Contra CostaCounty San MateoCounty Santa CruzCounty San Bernardino City California Retail Cluster Data Sources: Quarterly Census of Employment and Wages (QCEW) program developed through a cooperative program between the States and the U.S. Bureau of Labor Statistics, Third Quarter 2013 Cartography by: Labor Market Information Division California Employment Development Department http://www.labormarketinfo.edd.ca.gov July 2014 Percentage of Total County Establishments, 2013 Santa Clara County includes: North Valley Consortium (NOVA) Los Angeles County includes: Foothill Consortium Los Angeles City WIB Pacific Gateway Workforce Investment Network Southeast Los Angeles County Consortium (SELACO) South Bay Consortium Verdugo Consortium Orange County includes: Anaheim WIB Santa Ana WIB Alameda County includes: Oakland City WIB Contra Costa County includes: Richmond WORKS Employment & Training Note: Some counties contain smaller WIB Areas. FIle T036 Statewide: 6.4% Percentage of Business Establishmentsin the Retail Cluster 4.3% - 5.5%5.6% - 6.5%6.6% - 7.5%7.6% - 8.5%8.6% - 9.6% Workforce Investment Board Areas Labor Market Information Division www.labormarketinfo.edd.ca.gov26 San FranciscoCounty San Bernardino County Kern, Inyo, Mono Consortium Riverside County Fresno County Tulare County Imperial CountySan DiegoCounty Golden SierraConsortium NoRTEC(Northern Rural TrainingAnd Employment Consortium) Mother LodeConsortium HumboldtCounty MontereyCounty MendocinoCounty Los AngelesCounty MaderaCounty San Luis Obispo County MercedCounty VenturaCounty Santa BarbaraCounty KingsCounty Sonoma County NCCC(NorthCentral Counties Consortium) YoloCounty StanislausCounty San Benito County SanJoaquinCounty SolanoCounty Napa-Lake Sacramento(SETA) OrangeCounty San Jose Silicon Valley AlamedaCounty MarinCounty Contra CostaCounty San MateoCounty Santa CruzCounty San Bernardino City California Retail Cluster Data Sources: Quarterly Census of Employment and Wages (QCEW) program developed through a cooperative program between the States and the U.S. Bureau of Labor Statistics, Third Quarter 2013 Cartography by: Labor Market Information Division California Employment Development Department http://www.labormarketinfo.edd.ca.gov July 2014 Percentage of Total County Employment, 2013 Santa Clara County includes: North Valley Consortium (NOVA) Los Angeles County includes: Foothill Consortium Los Angeles City WIB Pacific Gateway Workforce Investment Network Southeast Los Angeles County Consortium (SELACO) South Bay Consortium Verdugo Consortium Orange County includes: Anaheim WIB Santa Ana WIB Alameda County includes: Oakland City WIB Contra Costa County includes: Richmond WORKS Employment & Training Note: Some counties contain smaller WIB Areas. FIle T036 Statewide: 9.5% Percentage of Employmentin the Retail Cluster 1.7% - 7.0%7.1% - 9.0%9.1% - 11.0%11.1% - 12.5%12.6% - 13.8% Workforce Investment Board Areas Labor Market Information Division www.labormarketinfo.edd.ca.gov27 Occupational Analysis: Health Care Services Cluster San Joaquin Valley Economic Market April 2015 Fresno, Kern, Kings, Madera, Merced, San Joaquin, Stanislaus, and Tulare Counties Labor Market Information Division www.labormarketinfo.edd.ca.gov29 What is the Health Care Services Cluster? The Health Care Services cluster is comprised of 14 industries that include hospitals and doctors’ offices, diagnostic laboratories, continuing care retirement communities, home health care services, and other activities related to health care. The workers employed within this cluster span all skill levels and share skills and work activities both within the cluster and in many other industry clusters, suggesting the potential for skills transference and upward mobility with additional training. Top 10 Occupations in the Health Care Services Cluster The graph below identifies the top 10 occupations in the Health Care Services cluster, based on the San Joaquin Valley Economic Market’s new job growth plus replacement openings. In sum, these 10 occupations represent nearly half of the 62,822 total job openings projected in this cluster between 2012 and 2022. Moreover, many share the same required skills such as active listening, critical thinking, reading comprehension, social perceptiveness, speaking and monitoring.36 36 U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. 37 New jobs are only openings due to growth and do not include job declines. If an occupation’s employment change is negative, there is no job growth and new jobs are set to zero. 38 Replacement job openings estimate the number of job openings created when workers retire or permanently leave an occupation and need to be replaced. Source: California Employment Development Department, Projections of Employment 2012-2022. Industry and occupational employment projections for 2012-2022 in this report may not be directly comparable to the published 2012-2022 employment projections available online at www.labormarketinfo.edd.ca.gov. 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 Top 10 Occupations in the Health Care Services Cluster New Jobs37 Replacement Job Openings38 Maids and Housekeeping Cleaners Dental Assistants Personal Care Aides Receptionists and Information Clerks Home Health Aides Licensed Practical and Licensed Vocational Nurses Medical Secretaries Medical Assistants Nursing Assistants Registered Nurses 700 760 1,380 900 1,470 1,420 2,260 2,720 2,680 4,810 446 715 859 668 996 715 1,423 1,723 3,744 8,554 4,403 4,143 2,975 2,416 2,138 1,759 1,587 1,475 1,146 Labor Market Information Division www.labormarketinfo.edd.ca.gov30 Top 10 Occupations and Recent Job Demand in the Health Care Services Cluster The table below further profiles the San Joaquin Valley Economic Market’s top 10 occupations in the Health Care Services cluster by listing the total job openings for 2012-2022, median hourly and annual wages, and entry-level education requirements. Also included are online job advertisements extracted from The Conference Board Help Wanted OnLineTM (HWOL) data series over a recent 120-day period. HWOL compiles, analyzes, and categorizes job advertisements from numerous online job boards, including CalJOBSSM (www.caljobs.ca.gov), California’s online job listing system. Occupations Total Job Openings39 (2012-2022) Median Hourly Wage (2014) Median Annual Wage (2014) Entry Level Education40 HWOL Job Ads41 (120 days) Registered Nurses 8,554 $41.13 $85,545 Associate’s degree 5,806 Nursing Assistants 4,403 $12.01 $24,988 Postsecondary non-degree award 565 Medical Assistants 4,143 $13.72 $28,537 Postsecondary non-degree award 754 Medical Secretaries 2,975 $16.61 $34,566 High school diploma or equivalent 1,166 Licensed Practical and Licensed Vocational Nurses 2,416 $24.28 $50,504 Postsecondary non-degree award 875 Home Health Aides 2,138 $10.43 $21,688 Less than high school 432 Receptionists and Information Clerks 1,759 $12.30 $25,583 High school diploma or equivalent 2,061 Personal Care Aides 1,587 $9.33 $19,414 Less than high school 906 Dental Assistants 1,475 $15.32 $31,863 Postsecondary non-degree award 534 Maids and Housekeeping Cleaners 1,146 $9.58 $19,912 Less than high school 913 Source: California Employment Development Department, Projections of Employment 2012-2022; Occupational Employment Statistics Wage Survey, updated to 4th Q, 2014; The Conference Board Help Wanted OnLineTM (HWOL) Data Series, 120-day period ending April 22, 2015. 39 Total job openings are the sum of new jobs and replacement job openings. 40 U.S. Department of Labor, Bureau of Labor Statistics (BLS) 2012 education levels. 41 Totals represent job advertisements from employers in all industries. One job opening may be represented in more than one job advertisement. Labor Market Information Division www.labormarketinfo.edd.ca.gov31 Top Occupations for the Health Care Services Cluster by Education Level The table below identifies the occupations with the most total job openings, categorized by Bureau of Labor Statistics (BLS) 2012 entry-level education requirements, within the Health Care Services cluster. The table includes the San Joaquin Valley Economic Market’s projected total job openings and median hourly and annual wages. In addition, recent totals of online job advertisements over 120-day period are included. Grouping occupations by education levels allows individuals to better gauge the potential for skills transference and upward mobility within the cluster. Occupations Total Job Openings42 (2012-2022) Median Hourly Wage (2014) Median Annual Wage (2014) HWOL Job Ads (120 days) Requires a Bachelor’s Degree or Higher Medical and Health Services Managers 974 $53.33 $110,923 965 Physical Therapists 581 $44.24 $92,016 895 Family and General Practitioners 575 $82.52 $171,630 233 Physician Assistants 521 $53.96 $112,227 387 Nurse Practitioners 519 $54.06 $112,448 142 Requires Some College, Postsecondary Non-Degree Award, or Associate’s Degree Registered Nurses 8,554 $41.13 $85,545 5,806 Nursing Assistants 4,403 $12.01 $24,988 565 Medical Assistants 4,143 $13.72 $28,537 754 Licensed Practical and Licensed Vocational Nurses 2,416 $24.28 $50,504 875 Dental Assistants 1,475 $15.32 $31,863 534 Requires a High School Diploma or Equivalent or Less Medical Secretaries 2,975 $16.61 $34,566 1,166 Home Health Aides 2,138 $10.43 $21,688 432 Receptionists and Information Clerks 1,759 $12.30 $25,583 2,061 Personal Care Aides 1,587 $9.33 $19,414 906 Maids and Housekeeping Cleaners 1,146 $9.58 $19,912 913 Source: California Employment Development Department, Projections of Employment 2012-2022; Occupational Employment Statistics Wage Survey, updated to 4th Q, 2014; The Conference Board Help Wanted OnLineTM (HWOL) Data Series, 120-day period ending April 22, 2015. 42 Total job openings are the sum of new jobs and replacement job openings. Labor Market Information Division www.labormarketinfo.edd.ca.gov32 Skill Requirements in the Health Care Services Cluster The table below lists the 10 top skills required for top occupations in the Health Care Services cluster, categorized by entry-level education requirements. Active listening, critical thinking, reading comprehension and social perceptiveness are the most commonly shared skills, followed by speaking. The skills and work activities identified for each occupation are from the U.S. Department of Labor’s Occupational Information Network (O*NET). Skills Occupations Active LearningActive ListeningComplex Problem SolvingCoordinationCritical ThinkingInstructingJudgment and Decision MakingLearning StrategiesMonitoringOperations AnalysisReading ComprehensionScienceService OrientationSocial PerceptivenessSpeakingTime ManagementWritingRequires a Bachelor’s Degree or Higher Medical and Health Services Managers l l l l l l l l l l Physical Therapists l l l l l l l l l l Family and General Practitioners l l l l l l l l l l Physician Assistants l l l l l l l l l l Nurse Practitioners l l l l l l l l l l Requires Some College, Postsecondary Non-Degree Award, or Associate’s Degree Registered Nurses l l l l l l l l l l Nursing Assistants l l l l l l l l l l Medical Assistants l l l l l l l l l l Licensed Practical and Licensed Vocational Nurses l l l l l l l l l l Dental Assistants l l l l l l l l l l Requires a High School Diploma or Equivalent or Less Medical Secretaries l l l l l l l l l l Home Health Aides l l l l l l l l l l Receptionists and Information Clerks l l l l l l l l l l Personal Care Aides l l l l l l l l l l Maids and Housekeeping Cleaners l l l l l l l l l l Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. Labor Market Information Division www.labormarketinfo.edd.ca.gov33 Work Activities in the Health Care Services Cluster The table below lists the 10 top work activities required for top occupations in the Health Care Services cluster, categorized by entry-level education requirements. The most common include establishing and maintaining interpersonal relationships; identifying objects, actions, and events; assisting and caring for others; and monitor processes, materials, or surroundings. Work Activities Occupations Analyzing Data or InformationAssisting and Caring for OthersCoaching and Developing OthersCommunicating with Persons Outside OrganizationCommunicating with Supervisors, Peers, or SubordinatesCoordinating the Work and Activities of OthersDocumenting/Recording InformationEstablishing and Maintaining Interpersonal RelationshipsEvaluating Information to Determine Compliance with StandardsGetting InformationGuiding, Directing, and Motivating SubordinatesHandling and Moving ObjectsIdentifying Objects, Actions, and EventsInspecting Equipment, Structures, or MaterialMaking Decisions and Solving ProblemsMonitor Processes, Materials, or SurroundingsMonitoring and Controlling ResourcesOrganizing, Planning, and Prioritizing WorkPerforming Administrative ActivitiesPerforming for or Working Directly with the PublicPerforming General Physical ActivitiesProcessing InformationProvide Consultation and Advice to OthersResolving Conflicts and Negotiating with OthersThinking CreativelyTraining and Teaching OthersUpdating and Using Relevant KnowledgeRequires a Bachelor’s Degree or Higher Medical and Health Services Managers l l l l l l l l l l Physical Therapists l l l l l l l l l l Family and General Practitioners l l l l l l l l l l Physician Assistants l l l l l l l l l l Nurse Practitioners l l l l l l l l l l Requires Some College, Postsecondary Non-Degree Award, or Associate’s Degree Registered Nurses l l l l l l l l l l Nursing Assistants l l l l l l l l l l Medical Assistants l l l l l l l l l l Licensed Practical and Licensed Vocational Nurses l l l l l l l l l l Dental Assistants l l l l l l l l l l Requires a High School Diploma or Equivalent or Less Medical Secretaries l l l l l l l l l l Home Health Aides l l l l l l l l l l Receptionists and Information Clerks l l l l l l l l l l Personal Care Aides l l l l l l l l l l Maids and Housekeeping Cleaners l l l l l l l l l l Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. Labor Market Information Division www.labormarketinfo.edd.ca.gov34 Source: U.S. Department of Labor’s Occupational Information Network (O*NET) at www.onetonline.org. Related Occupations for the Health Care Services Cluster The table below lists top occupations in the Health Care Services cluster by entry-level education requirements and provides a sample of related occupations. These related occupations match many of the skills, education, and work experience needed for the top Health Care Services cluster occupations. Health Care Services Occupations Related Occupations Requires a Bachelor’s Degree or Higher Medical and Health Services Managers •Management Analysts •Chief Executives •Human Resources Managers Physical Therapists •Health Specialties Teachers, Postsecondary •Nursing Instructors and Teachers, Postsecondary •Occupational Therapists Family and General Practitioners •Hospitalists •Physician Assistants •Nurse Midwives Physician Assistants •Clinical Nurse Specialists •Nurse Midwives •Nurse Practitioners Nurse Practitioners •Physician Assistants •Clinical Nurse Specialists •Nurse Midwives Requires Some College, Postsecondary Non-Degree Award, or Associate’s Registered Nurses •Acute Care Nurses •Critical Care Nurses •Licensed Practical and Licensed Vocational Nurses Nursing Assistants43 •N/A Medical Assistants •Pharmacy Technicians •Physical Therapist Assistants •Dental Assistants Licensed Practical and Licensed Vocational Nurses •Acute Care Nurses •Cardiovascular Technologists and Technicians •Radiologic Technicians Dental Assistants •Dental Hygienists •Surgical Technologists •Endoscopy Technicians Requires a High School Diploma or Equivalent or Less Medical Secretaries •Medical Records and Health Information Technicians •Receptionists and Information Clerks •Bill and Account Collectors Home Health Aides •Personal Care Aides •Occupational Therapy Aides •Physical Therapist Aides Receptionists and Information Clerks •Medical Records and Health Information Technicians •Medical Secretaries •Office Clerks, General Personal Care Aides •Home Health Aides •Ambulance Drivers and Attendants, Except Emergency Medical Technicians •Physical Therapist Aides Maids and Housekeeping Cleaners •Janitors and Cleaners, Except Maids and Housekeeping Cleaners •Dining Room and Cafeteria Attendants and Bartender Helpers •Food Servers, Nonrestaurant 43 Currently no related occupations reported by O*NET. Labor Market Information Division www.labormarketinfo.edd.ca.gov35 Employer Demand for the Health Care Services Cluster The following table lists the San Joaquin Valley Economic Market employers in the Health Care Services cluster who posted the most job advertisements during the 120-day period ending April 22, 2015. The table also includes the number of job advertisements from the previous year’s period, as well as the numerical change and year-over percent change in these postings for the same 120-day period. Health Care Services Cluster Employers Recent Job Advertisements44 (120-day period) Prior Year Job Advertisements (120-day period) Numerical Change Year-Over Percent Change (HWOL Job Advertisements) Dignity Health 672 844 -172 -20.4% Kern Medical Center 327 316 11 3.5% Tenet Healthcare Corporation 313 171 142 83.0% St. Joseph Medical Center 256 85 171 201.2% Kaiser Permanente 238 95 143 150.5% Sutter Health 224 175 49 28.0% Children’s Hospital Central California 175 179 -4 -2.2% Onward Healthcare 153 63 90 142.9% American Mobile Healthcare 107 100 7 7.0% Kaweah Delta Medical Center 102 68 34 50.0% Brookdale Senior Living 88 51 37 72.5% San Joaquin Community Hospital 88 92 -4 -4.3% DaVita, Inc.83 111 -28 -25.2% Mercy Hospital 80 17 63 370.6% Adventist HealthCare 73 54 19 35.2% Avalon Health Care, Inc.69 53 16 30.2% Golden Living 64 60 4 6.7% Western Dental 60 30 30 100.0% Aureus Medical 48 5 43 860.0% Genesis HealthCare 43 22 21 95.5% Source: The Conference Board Help Wanted OnLineTM (HWOL) Data Series: Period ending April 22, 2015. 44 Totals do not include employers with anonymous job advertisements. Labor Market Information Division www.labormarketinfo.edd.ca.gov36 Source: U.S. Department of Education Integrated Postsecondary Education Data System (IPEDS) at www.nces.ed.gov; California Community Colleges TOP-to-CIP Crosswalk 7th Edition (2010), www.cccco.edu. Instructional Programs for the Health Care Services Cluster Occupations The table below provides examples of instructional programs related to some of the top occupations in the Health Care Services cluster, particularly those that require less than a bachelor’s degree. These programs train individuals for occupations throughout many industries and are not limited to the Health Care Services cluster. To view a more complete list of training programs, select the source links under the table below. The Taxonomy of Programs categorizes and describes instructional programs only for California Community Colleges. Occupations Classification of Instructional Program (CIP) Taxonomy of Programs (TOP) CIP Code CIP Title TOP Code TOP Title Registered Nurses 51.3801 51.3813 51.3816 Registered Nursing/Registered Nurse Clinical Nurse Specialist Emergency Room/Trauma Nursing 123000 123010 Nursing Registered Nursing Nursing Assistants 51.2601 51.3902 51.3999 Health Aide Nursing Assistant/Aide and Patient Care Assistant/Aide Practical Nursing, Vocational Nursing and Nursing Assistants, Other 123030 Certified Nurse Assistant Medical Assistants 51.0710 51.0712 51.0713 Medical Office Assistant/Specialist Medical Reception/Receptionist Medical Insurance Coding Specialist/Coder 051420 120800 120810 Medical Office Technology Medical Assisting Clinical Medical Assisting Licensed Practical and Licensed Vocational Nurses Assistants 51.3901 51.3999 Licensed Practical/Vocational Nurse Training Practical Nursing, Vocational Nursing and Nursing Assistants, Other 123020 Licensed Vocational Nursing Dental 51.0601 Dental Assisting/Assistant 124010 Dental Assistant Medical Secretaries 51.0710 51.0714 51.0716 Medical Office Assistant/Specialist Medical Insurance Specialist/ Medical Biller Medical Administrative/Executive Assistant and Medical Secretary 051420 Medical Office Technology Home Health Aides 51.2602 Home Health Aide/Home Attendant 123080 Home Health Aide Receptionists and Information Clerks 52.0406 Receptionist Personal Care Aides 51.2602 Home Health Aide/Home Attendant 123080 Home Health Aide San FranciscoCounty San Bernardino County Kern, Inyo, Mono Consortium Riverside County Fresno County Tulare County Imperial CountySan DiegoCounty Golden SierraConsortium NoRTEC(Northern Rural TrainingAnd Employment Consortium) Mother LodeConsortium HumboldtCounty MontereyCounty MendocinoCounty Los AngelesCounty MaderaCounty San Luis Obispo County MercedCounty VenturaCounty Santa BarbaraCounty KingsCounty Sonoma County NCCC(NorthCentral Counties Consortium) YoloCounty StanislausCounty San Benito County SanJoaquinCounty SolanoCounty Napa-Lake Sacramento(SETA) OrangeCounty San Jose Silicon Valley AlamedaCounty MarinCounty Contra CostaCounty San MateoCounty Santa CruzCounty San Bernardino City California Health Care Services Cluster Data Sources: Quarterly Census of Employment and Wages (QCEW) program developed through a cooperative program between the States and the U.S. Bureau of Labor Statistics, Third Quarter 2013 Cartography by: Labor Market Information Division California Employment Development Department http://www.labormarketinfo.edd.ca.gov July 2014 Percentage of Total County Establishments, 2013 Santa Clara County includes: North Valley Consortium (NOVA) Los Angeles County includes: Foothill Consortium Los Angeles City WIB Pacific Gateway Workforce Investment Network Southeast Los Angeles County Consortium (SELACO) South Bay Consortium Verdugo Consortium Orange County includes: Anaheim WIB Santa Ana WIB Alameda County includes: Oakland City WIB Contra Costa County includes: Richmond WORKS Employment & Training Note: Some counties contain smaller WIB Areas. FIle T036 Statewide: 6.4% Percentage of Business Establishmentsin the Health Care Services Cluster 2.2% - 4.0%4.1% - 6.0%6.1% - 7.0%7.1% - 8.0%8.1% - 9.5% Workforce Investment Board Areas Labor Market Information Division www.labormarketinfo.edd.ca.gov37 San FranciscoCounty San Bernardino County Kern, Inyo, Mono Consortium Riverside County Fresno County Tulare County Imperial CountySan DiegoCounty Golden SierraConsortium NoRTEC(Northern Rural TrainingAnd Employment Consortium) Mother LodeConsortium HumboldtCounty MontereyCounty MendocinoCounty Los AngelesCounty MaderaCounty San Luis Obispo County MercedCounty VenturaCounty Santa BarbaraCounty KingsCounty Sonoma County NCCC(NorthCentral Counties Consortium) YoloCounty StanislausCounty San Benito County SanJoaquinCounty SolanoCounty Napa-Lake Sacramento(SETA) OrangeCounty San Jose Silicon Valley AlamedaCounty MarinCounty Contra CostaCounty San MateoCounty Santa CruzCounty San Bernardino City California Health Care Services Cluster Data Sources: Quarterly Census of Employment and Wages (QCEW) program developed through a cooperative program between the States and the U.S. Bureau of Labor Statistics, Third Quarter 2013 Cartography by: Labor Market Information Division California Employment Development Department http://www.labormarketinfo.edd.ca.gov July 2014 Percentage of Total County Employment, 2013 Santa Clara County includes: North Valley Consortium (NOVA) Los Angeles County includes: Foothill Consortium Los Angeles City WIB Pacific Gateway Workforce Investment Network Southeast Los Angeles County Consortium (SELACO) South Bay Consortium Verdugo Consortium Orange County includes: Anaheim WIB Santa Ana WIB Alameda County includes: Oakland City WIB Contra Costa County includes: Richmond WORKS Employment & Training Note: Some counties contain smaller WIB Areas. FIle T036 Statewide: 9.9% Percentage of Employmentin the Health Care Services Cluster 2.1% - 6.0%6.1% - 9.0%9.1% - 11.0%11.1% - 13.0%13.1% - 15.7% Workforce Investment Board Areas Labor Market Information Division www.labormarketinfo.edd.ca.gov38 ATTACHMENT 5 Labor Market Overview: Central Valley/Mother Lode Region May, 2016 Prepared by: Center of Excellence Central Valley/Mother Lode Region Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 3 Table of Contents Regional Population Characteristics ................................................................................................................... 4 Industry Employment ............................................................................................................................................. 6 Occupational Employment ................................................................................................................................ 11 Summary ............................................................................................................................................................... 14 Appendix A: Sources, Terms and Definitions ................................................................................................. 15 © 2016 Chancellor’s Office, California Community Colleges Centers of Excellence, Economic and Workforce Development Program Please consider the environment before printing. This document is designed for double-sided printing. Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 4 Regional Population Characteristics Residential Population The Central Valley/Mother Lode (CVML) Region consists of 15 counties: Alpine, Amador, Bakersfield, Calaveras, Fresno, Inyo, Kern, Kings, Mariposa, Merced, Mono, San Joaquin, Stanislaus, Tulare and Tuolumne. The residential population numbered close to 4.4 million in 2016, with an additional 132,440 residents projected by 2021 (Exhibit 1). Over the last five years, the CVML Region grew by 4%, somewhat slower than the state’s growth of 4.7%. The projected growth rate of 3% is also slower than in the previous five years and nearly matches the state’s projected growth rate of 3.1%. Exhibit 1: Central Valley/Mother Lode Region Population Estimates and Projections Labor Force, Civilian Employment and Unemployment The size and characteristics of a region’s labor force are important considerations in workforce planning. Labor force, employment and unemployment data are based upon “place of residence” – where people live, regardless of where they work. Individuals who have more than one job are counted only once. These data elements differ from industry employment estimates that are “place of work” based – where the employer/workplace is located, regardless of where the employee resides. For terms and definitions, see Appendix A. Since 2011, the CVML regional labor force has increased in size by 51,960 persons, indicating an entrance of working age individuals into the workforce of 3%. Total employment increased by 177,690 persons (Exhibit 2). Because total employment increased more than the labor force, the unemployment rate decreased from 17% in 2011 (compared to 11.5% statewide) to 10% in 2016 (compared to 5.2% statewide). Exhibit 2: Labor Force and Unemployment Rate, 2011-2016 April 2011 April 2016 5-Year Change Labor Force 1,873,450 1,925,410 51,960 Employment 1,563,010 1,740,700 177,690 Unemployment 310,340 184,740 (125,600) Unemployment Rate 17% 10%-7% Historic Growth Projected Growth 5-Year Historic Growth = 4% 169,171 Residents 5- Year Projected Growth = 3% 132,440 Residents Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 5 Demographic Overview Central Valley/Mother Lode regional demographics will change somewhat in the next five years. The total Hispanic population in the region is projected to reach 52% by 2021, an increase of two percentage points from 2016 (Exhibit 3). Exhibit 3: Ethnicity/Race Changes, 2011-2016 Educational Attainment Postsecondary educational attainment in the region is lower than statewide and nationwide rates in every category except for “some college” and associate degree (Exhibit 4). Only 16% of the adult population holds a bachelor’s or graduate degree, compared to 30% statewide and 29% nationwide. Within the CVML Region, 54% of the population has a high school diploma or less, compared to 40% statewide and 43% nationwide. Exhibit 4: Educational Attainment, 2016 Percent of Population Race/Ethnicity 2016 Population 2021 Population Change % Change White, Hispanic 1,951,783 2,069,316 117,533 6% White, Non-Hispanic 1,541,483 1,503,803 (37,680) -2% Asian, Non-Hispanic 321,599 342,178 20,579 6% Black, Non-Hispanic 187,728 190,357 2,629 1% Two or More Races, Non-Hispanic 94,576 100,894 6,318 7% American Indian or Alaskan Native, Hispanic 88,102 95,854 7,752 9% Two or More Races, Hispanic 60,001 66,916 6,915 12% Black, Hispanic 44,085 48,023 3,938 9% Asian, Hispanic 36,526 39,646 3,120 9% American Indian or Alaskan Native, Non-Hispanic 30,064 29,710 (354) -1% Native Hawaiian or Pacific Islander, Non-Hispanic 12,050 13,157 1,107 9% Native Hawaiian or Pacific Islander, Hispanic 7,194 7,778 584 8% Total 4,375,191 4,507,631 132,440 3% 0% 5% 10% 15% 20% 25% 30% Less Than 9th Grade 9th Grade to 12th Grade High School Diploma Some College Associate's Degree Bachelor's Degree Graduate Degree and Higher REGION STATE NATION Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 6 Hispanic educational attainment in the CVML Region is lower than non-Hispanic educational attainment. Only 12% of the Hispanic population earned a college degree (associate degree or higher), compared to 32% of the non-Hispanic population (Exhibit 5). Conversely, 46% of the Hispanic population did not complete high school, compared to 13% of the non-Hispanic population. Exhibit 5: 2016 Hispanic/Non-Hispanic Educational Attainment Industry Employment Employment Composition The Central Valley/Mother Lode Region had nearly 1.7 million jobs as of April 2016. In Exhibit 6, this employment is distributed into eight major industrial groupings. The largest shares of employment are attributed to retail trade and hospitality, public administration, health care and social assistance, and agriculture. These are followed by manufacturing as well as wholesale trade, transportation and warehousing. The smallest shares of employment that are aggregated within the “other” category represent regional non-priority industry groups with less than 5% of the total jobs in the region. Exhibit 6: Central Valley/Mother Lode Region 2016 Employment by Industry Groups 46% 42% 12% 13% 54% 32% Less than High School High School Diploma College Degree Non-Hispanic Hispanic Agriculture... 13% Utilities & Construction 5% Manufacturing 7% Wholesale Trade, Transportation & Warehousing 7% Retail Trade & Hospitality 19% Health & Social 13% Public Administration 18% Other 18% Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 7 Health Care and Social Assistance Sector In 2016, the majority of health care and social assistance jobs were with services for the elderly and persons with disabilities, followed by general hospitals, physicians’ offices and nursing care facilities. Major growth is projected in HMOs, home health care services and services for the elderly and persons with disabilities. Although child day care services have the fifth largest number of jobs, there is an expected 7% decline over the next five-year period. Overall, this sector is projected to grow by 13%, adding 27,190 new positions by 2021 (Exhibit 7). Exhibit 7: 2016 Health Care and Social Assistance Jobs Description 2016 Jobs 2021 Jobs 2016 - 2021 Change 2016 - 2021 % Change 2015 Firms Services for the Elderly and Persons with Disabilities 43,714 55,796 12,082 28%33,398 General Medical and Surgical Hospitals 41,123 42,609 1,486 4%60 Offices of Physicians (except Mental Health Specialists)26,212 28,191 1,979 8%2,668 Nursing Care Facilities (Skilled Nursing Facilities)14,517 16,208 1,691 12%174 Child Day Care Services 12,476 11,657 (819) -7%496 Offices of Dentists 10,198 10,626 428 4%1,411 Home Health Care Services 8,075 10,585 2,510 31%178 HMO Medical Centers 5,482 7,692 2,210 40%32 Assisted Living Facilities for the Elderly 4,891 5,616 725 15%269 Vocational Rehabilitation Services 4,363 4,574 211 5%121 Child and Youth Services 3,283 3,631 348 11%121 Other Individual and Family Services 3,167 2,950 (217) -7%239 Residential Intellectual and Developmental Disability Facilities 2,714 2,560 (154) -6%194 Continuing Care Retirement Communities 2,664 3,338 674 25%37 Ambulance Services 2,529 2,896 367 15%49 Offices of Physical, Occupational and Speech Therapists, and Audiologists 2,397 2,880 483 20%200 Residential Mental Health and Substance Abuse Facilities 2,220 2,670 450 20%90 All Other Outpatient Care Centers 1,773 2,411 638 36%64 Offices of Optometrists 1,703 1,906 203 12%214 Kidney Dialysis Centers 1,664 2,020 356 21%79 Outpatient Mental Health and Substance Abuse Centers 1,604 1,924 320 20%70 Other Residential Care Facilities 1,534 1,431 (103) -7%118 Offices of Mental Health Practitioners (except Physicians)1,490 1,804 314 21%75 Offices of Chiropractors 1,269 1,161 (108) -9%321 Diagnostic Imaging Centers 1,206 1,512 306 25%56 Medical Laboratories 1,009 1,050 41 4%169 Offices of All Other Miscellaneous Health Practitioners 838 971 133 16%70 Freestanding Ambulatory Surgical and Emergency Centers 790 917 127 16%51 All Other Combined 4,004 4,513 509 13%301 Total 208,907 236,098 27,190 13%41,325 Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 8 Retail Trade Sector In 2016, the majority of retail jobs were with supermarkets and other grocery stores, followed by discount department stores, and warehouse clubs and supercenters (Exhibit 8). Although new car dealers have the fourth largest number of jobs, these positions are expected to experience a decline of 1% (shedding 109 jobs). The largest decline (47%) is projected for department stores (except discount department stores) with a loss of 1,814 jobs. Overall, the retail trade sector is projected to increase by 6% during the next five-year period, adding more than 11,000 new positions. Exhibit 8: 2016 Retail Jobs Description 2016 Jobs 2021 Jobs 2016 - 2021 Change 2016 - 2021 % Change 2015 Firms Supermarkets and Other Grocery (except Convenience) Stores 27,007 28,717 1,710 6% 931 Discount Department Stores 17,623 18,468 845 5% 148 Warehouse Clubs and Supercenters 10,993 15,066 4,073 37% 43 New Car Dealers 10,432 10,323 (109) -1%229 Pharmacies and Drug Stores 8,093 8,145 52 1% 607 Home Centers 8,044 8,850 806 10% 106 Gasoline Stations with Convenience Stores 6,916 6,883 (33) 0%841 All Other General Merchandise Stores 5,445 6,762 1,317 24% 357 Automotive Parts and Accessories Stores 5,309 5,616 307 6% 486 Electronics Stores 4,741 5,242 501 11% 352 Family Clothing Stores 4,593 4,998 405 9% 224 Department Stores (except Discount Department Stores)3,892 2,078 (1,814) -47%37 Sporting Goods Stores 3,155 3,571 416 13% 218 Hobby, Toy, and Game Stores 3,000 3,821 821 27% 108 Women's Clothing Stores 2,923 3,647 724 25% 240 Other Building Material Dealers 2,661 2,593 (68) -3%193 Hardware Stores 2,480 2,667 187 8% 185 Tire Dealers 2,376 2,415 39 2% 298 Convenience Stores 2,315 2,552 237 10% 369 Used Merchandise Stores 2,301 2,503 202 9% 142 Used Car Dealers 2,209 2,610 401 18% 169 Shoe Stores 2,108 2,425 317 15% 215 Other Gasoline Stations 1,949 1,933 (16) -1%85 Furniture Stores 1,860 1,669 (191) -10%192 Pet and Pet Supplies Stores 1,552 1,774 222 14% 89 Nursery, Garden Center, and Farm Supply Stores 1,472 1,437 (35) -2%127 Office Supplies and Stationery Stores 1,428 1,214 (214) -15%79 Other Direct Selling Establishments 1,424 1,247 (177) -12%48 Cosmetics, Beauty Supplies, and Perfume Stores 1,421 1,826 405 29% 113 Gift, Novelty, and Souvenir Stores 1,346 1,130 (216) -16%131 Jewelry Stores 1,306 1,159 (147) -11%189 Other Clothing Stores 1,297 1,426 129 10% 95 All Other Home Furnishings Stores 1,294 1,468 174 13% 89 Beer, Wine, and Liquor Stores 1,283 1,266 (17) -1%292 All Other Miscellaneous Store Retailers (except Tobacco Stores) 1,270 1,205 (65) -5%165 Meat Markets 954 1,027 73 8% 89 Sewing, Needlework, and Piece Goods Stores 906 1,007 101 11% 46 All Other Specialty Food Stores 818 531 (287) -35%76 Tobacco Stores 723 827 104 14% 102 Florists 722 589 (133) -18%102 Floor Covering Stores 718 515 (203) -28%82 All Other Combined 10,457 10,626 168 0 998 Total 172,816 183,827 11,011 6%9,680 Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 9 Manufacturing Sector In 2016, the majority of manufacturing jobs were in fruit and vegetable canning, poultry processing and wineries (Exhibit 9). Declines are projected for several firm types, including fruit and vegetable canning, commercial printing and commercial bakeries; however, the manufacturing sector is projected to grow overall by 2% during the next five-year period, adding 2,586 jobs. Exhibit 9: 2016 Manufacturing Jobs Description 2016 Jobs 2021 Jobs 2016 - 2021 Change 2016 - 2021 % Change 2015 Firms Fruit and Vegetable Canning 9,057 8,725 (332) -4%41 Poultry Processing 8,122 8,280 158 2%115 Wineries 7,883 8,687 804 10%174 Roasted Nuts and Peanut Butter Manufacturing 4,517 4,912 395 9%23 Cheese Manufacturing 4,419 4,760 341 8%25 Animal (except Poultry) Slaughtering 2,658 2,754 96 4%9 Dried and Dehydrated Food Manufacturing 2,606 2,277 (329) -13%28 Corrugated and Solid Fiber Box Manufacturing 2,593 3,005 412 16%22 Fluid Milk Manufacturing 2,479 2,649 170 7%19 Frozen Fruit, Juice, and Vegetable Manufacturing 2,212 2,346 134 6%13 Perishable Prepared Food Manufacturing 2,181 2,436 255 12%10 Commercial Printing (except Screen and Books)2,105 1,609 (496) -24%112 Frozen Specialty Food Manufacturing 2,066 2,097 31 2%6 Meat Processed from Carcasses 1,908 2,173 265 14%24 Other Animal Food Manufacturing 1,881 1,993 112 6%66 Fabricated Structural Metal Manufacturing 1,791 1,981 190 11%41 Farm Machinery and Equipment Manufacturing 1,616 1,830 214 13%56 Machine Shops 1,544 1,554 10 1%155 Other Snack Food Manufacturing 1,431 1,527 96 7%5 Glass Container Manufacturing 1,412 1,365 (47) -3%5 Ice Cream and Frozen Dessert Manufacturing 1,385 1,577 192 14%10 Wood Kitchen Cabinet and Countertop Manufacturing 1,325 1,324 (1) 0%84 Commercial Bakeries 1,145 1,012 (133) -12%29 Soft Drink Manufacturing 1,132 1,244 112 10%9 Other Paperboard Container Manufacturing 1,066 1,212 146 14%7 All Other Plastics Product Manufacturing 1,026 1,054 28 3%40 Ready-Mix Concrete Manufacturing 990 780 (210) -21%50 Tortilla Manufacturing 949 961 12 1%10 Petroleum Refineries 941 1,101 160 17%25 Radio and Television Broadcasting and Wireless Communications Equipment Manufacturing 849 549 (300) -35%8 All Other Miscellaneous Food Manufacturing 836 999 163 19%8 Plastics Pipe and Pipe Fitting Manufacturing 833 808 (25) -3%10 Other Aircraft Parts and Auxiliary Equipment Manufacturing 830 1,064 234 28%5 Wood Container and Pallet Manufacturing 826 811 (15) -2%34 Motor Vehicle Body Manufacturing 707 776 69 10%12 Packaging Machinery Manufacturing 689 705 16 2%11 Metal Coating, Engraving (except Jewelry and Silverware), and Allied Services to Manufacturers 678 799 121 18%32 Sheet Metal Work Manufacturing 670 726 56 8%26 Retail Bakeries 669 584 (85) -13%66 Prefabricated Metal Building and Component Manufacturing 666 546 (120) -18%13 Other Motor Vehicle Parts Manufacturing 663 588 (75) -11%12 All Other Combined 32,729 32,034 (238) -1%1,228 Total 116,086 118,214 2,586 2%2,674 Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 10 Agriculture Sector The Central Valley/Mother Lode Region’s leading agricultural commodities include almonds, milk, walnuts and chickens. In addition to farm labor contractors and crew leaders, the majority of agriculture jobs fell within crop production, and animal production and aquaculture in 2016 (Exhibit 10). Overall, this sector is projected to grow by 3% over the next five years, adding 5,850 jobs. Exhibit 10: 2016 Agriculture Jobs Description 2016 Jobs 2021 Jobs 2016 - 2021 Change 2016 - 2021 % Change 2015 Firms Farm Labor Contractors and Crew Leaders 94,324 103,060 8,736 9% 690 Crop Production 68,386 64,943 (3,443) -5%4,072 Animal Production and Aquaculture 25,298 23,934 (1,364) -5%1,373 Postharvest Crop Activities (except Cotton Ginning) 20,358 21,685 1,327 7% 288 Soil Preparation, Planting, and Cultivating 5,854 6,550 696 12% 305 Farm Management Services 5,040 5,225 185 4% 176 Crop Harvesting, Primarily by Machine 2,560 2,513 (47) -2%180 Support Activities for Animal Production 722 614 (108) -15%107 Logging 296 277 (19) -6%31 Forest Nurseries and Gathering of Forest Products 221 193 (28) -13%26 Cotton Ginning 175 51 (124) -71%24 Support Activities for Forestry 138 146 8 6%9 Finfish Fishing 65 85 20 31%1 Hunting and Trapping 34 35 1 3%4 Shellfish Fishing 28 38 10 36%0 Total 223,498 229,350 5,850 3%7,284 Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 11 Occupational Employment Job Posting Trends Burning Glass, an online job posting aggregation tool, was utilized to identify occupations with the most job openings in the Central Valley/Mother Lode Region. 1 Job postings were selected for inclusion in the analysis based on three criteria: 1. The minimum education requirement was a high school diploma or vocational certificate*, or associate degree; 2. The job posting was listed within the last 12 months (May 1, 2015 - April 30, 2016); and, 3. The job posting indicated the position was physically located in one of the region’s 15 counties. There were 54,748 job postings identified as possible matches. Almost one-fifth of the postings were for nurses. Exhibit 11 shows the top 20 job posting titles during the one-year period (accounting for 52% of the postings). Registered nurse was the only occupation showing a significant demand in terms of total job postings. Industries with the most job postings include health care and social services (28%); retail trade (14%); education services (10%); manufacturing (7%); and professional, scientific and technical services (5%). Exhibit 11: 2016 Job Postings Requiring a High School Diploma or Vocational Training, or Associate Degree, Central Valley/Mother Lode Region Occupational Title # of Job Postings % of Total 2016 Hourly Wages Registered Nurses 9,390 17% $41.58 Retail Salespersons 2,803 5% $10.86 First-Line Supervisors of Retail Sales Workers 1,876 3% $16.46 Customer Service Representatives 1,638 3% $15.72 Critical Care Nurses 1,350 2% $41.58 Sales Representatives, Wholesale and Manufacturing 1,310 2% $25.82 Secretaries and Administrative Assistants, Except Legal, Medical, and Executive 1,306 2% $16.26 Teacher Assistants 1,127 2% $13.65 Maintenance and Repair Workers, General 1,023 2% $17.94 Laborers and Freight, Stock, and Material Movers, Hand 875 2% $12.00 Merchandise Displayers and Window Trimmers 789 1% $12.99 Security Guards 697 1% $10.61 Managers, All Other 680 1% $29.51 Bookkeeping, Accounting, and Auditing Clerks 640 1% $17.45 Combined Food Preparation and Serving Workers, Including Fast Food 547 1% $9.72 Office Clerks, General 507 1% $13.77 Coaches and Scouts 493 1% $16.21 First-Line Supervisors of Office and Administrative Support Workers 485 1% $23.35 Janitors and Cleaners, Except Maids and Housekeeping Cleaners 453 1% $12.40 First-Line Supervisors of Food Preparation and Serving Workers 449 1% $13.15 1 Burning glass is an online job posting aggregation tool that uses intelligent “spidering” programs to search the Internet for job listings and integrates the information into a searchable database. While efforts have been made to remove duplication, it is possible that a posting removed and re-entered over the 12-month period is counted more than once. *Selection option is high school diploma or vocational training; these two can no longer be isolated from one another. Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 12 Five of the top 20 occupations posted in the last 12 months exceed the average hourly living wage for one adult and one child: registered nurses; critical care nurses; sales representatives, wholesale and manufacturing; managers, all other; and first-line supervisors of office and administrative support workers. Living, poverty and minimum hourly wages are shown in Exhibit 12. Exhibit 12: Average Living, Poverty and Minimum Wages with One Adult Working Full-Time High Demand Skills Of the 54,748 jobs posted in the Central Valley/Mother Lode Region between May 2015 and April 2016, 78% of them listed skills. Baseline Skills: The baseline skills listed most frequently among the 42,619 postings included communication skills (35%), physical demand (24%), customer service (24%) and writing skills (24%) (Exhibit 13). Exhibit 13: Baseline Skills in Greatest Demand Hourly Wages 1 Adult 1 Adult 1 Child 1 Adult 2 Children 1 Adult 3 Children 2 Adults 2 Adults 1 Child 2 Adults 2 Children 2 Adults 3 Children Living Wage 10.59$ 22.38$ 25.95$ 32.53$ 8.46$ 12.34$ 14.35$ 16.68$ Poverty Wage 5.00$ 7.00$ 9.00$ 11.00$ 3.00$ 4.00$ 5.00$ 6.00$ Minimum Wage 9.00$ 9.00$ 9.00$ 9.00$ 9.00$ 9.00$ 9.00$ 9.00$ 35% 24% 24% 24% 17% 16% 16% 14% 13% 12% Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 13 Specialized Skills: The specialized skills most frequently listed among the 42,619 postings were customer service (24%), scheduling (17%) and sales (16%) (Exhibit 14). Exhibit 14: Specialized Skills in Greatest Demand There were a total of 23,774 software specifications among the 42,619 postings. Of these 23,774 specifications, 73% were for a Microsoft product, and 23% were specific to Excel (Exhibit 15). Exhibit 15: Software Skills in Greatest Demand 24% 17% 16% 14% 14% 13% 11% 10% 9% 9% 23% 18% 12% 7% 5% 4% 3% Microsoft Excel Microsoft Office Microsoft Word Microsoft Powerpoint Word Processing Microsoft Outlook Microsoft Access Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 14 Summary The Central Valley-Mother Lode Center of Excellence examined population characteristics, industry employment and occupational employment for the Central Valley/Mother Lode Region (Alpine, Amador, Bakersfield, Calaveras, Fresno, Inyo, Kern, Kings, Mariposa, Merced, Mono, San Joaquin, Stanislaus, Tulare and Tuolumne counties). Over the next five years, the region is projected to undergo modest growth (3%), adding more than 132,000 new residents to its population of 4.4 million. From 2011 to 2016, the unemployment rate dropped from 17% to 10% as the labor force expanded by nearly 52,000 workers. Educational attainment in the region lags behind state and national averages. While 30% of the nation’s population holds a bachelor’s degree, only 16% of the subregion’s population holds a bachelor’s or graduate degree, and 54% has a high school diploma or less. In addition, educational attainment is substantially lower for Hispanic residents, with 46% of the Hispanic population not having completed high school. The Central Valley/Mother Lode Region has nearly 1.7 million jobs. The subregion’s top four industries with the greatest number of jobs are retail trade and hospitality (19%), public administration (18%), health care and social assistance (13%) and agriculture (13%). The study also examined employment and job projections for four major sectors in the subregion: health care and social assistance, retail, manufacturing and agriculture. With nearly 209,000 jobs, the health care and social assistance sector leads the subregion in projected growth and new positions. This sector is expected to expand by 13% in the next five years, adding 27,190 positions. With the addition of 11,011 jobs, the retail sector is projected to expand by 6%. Manufacturing and agriculture are projected to undergo slight growth at 2% and 3% respectively, adding 2,586 and 5,850 positions. Occupational areas that are expected to add the most jobs include: Services for the elderly and persons with disabilities (12,082 new positions) Farm labor contractors and crew leaders (8,736) Warehouse clubs and supercenters (4,073) Home health care services (2,510) Based on job posting data, the occupations most in demand are registered nurses, retail salespersons, first-line supervisors of retail sales workers and customer service representatives. Communication, physical demand, customer service and writing are the baselines skills most highly sought by employers. Scheduling and sales are specialized skills also frequently requested in job postings. Labor Market Overview, Central Valley/Mother Lode Region Center of Excellence – Central Valley/Mother Lode Region 15 Appendix A: Sources, Terms and Definitions This labor market report was prepared for the Central Regional Consortium by the Central Valley/Mother Lode California Center of Excellence (COE), an initiative of the California Community Colleges Economic and Workforce Development program. Data Sources Population estimates and projections: Economic Modeling Specialists Inc. (EMSI), http://www.economicmodeling.com/ Educational attainment: Economic Modeling Specialists Inc. (EMSI), http://www.economicmodeling.com Labor force, employment and unemployment estimates: California Employment Development Department, Labor Market Information Division, labormarketinfo.edd.ca.gov Industry and occupational employment estimates and projections, wages and other data: Economic Modeling Specialists Inc. (EMSI), http://www.economicmodeling.com/ Job posting data: Burning Glass, http://www.burning-glass.com/ Living wage calculator: http://livingwage.mit.edu/states/06/locations Related Terms and Definitions The civilian labor force is the sum of civilian employment and civilian unemployment. Civilians, as defined, are age 16 years or older, not members of the military, and are not in institutions such as prisons, mental hospitals, or nursing homes. Civilian employment includes all individuals who worked at least one hour for a wage or salary, or were self-employed, or were working at least 15 unpaid hours in a family business or on a family farm, during the week including the 12th of the month. Those who were on vacation, on other kinds of leave, or involved in a labor dispute, were also counted as employed. Civilian unemployment includes those individuals who were not working but were able, available, and actively looking for work during the week including the 12th of the month. Individuals who were waiting to be recalled from a layoff and individuals waiting to report to a new job within 30 days were also considered to be unemployed. Wages Family Compositions: The living wage calculator estimates the living wage needed to support families. For single adult families, the adult is assumed to be employed full time. For two adult families where both adults are in the labor force, both adults are assumed to be employed full time. For two adult families where one adult is not in the labor force, one of the adults is assumed to be employed full time while the other non-wage-earning adult provides full-time child care for the family’s children. Full-time work is assumed to be year-round, 40 hours per week for 52 weeks, per adult. Families with one child are assumed to have a ‘young child’ (4 years old). Families with two children are assumed to have a ‘young child’ and a ‘child’ (9 years old). Families with three children are assumed to have a ‘young child,’ a ‘child,’ and a ‘teenager’ (15 years old). ATTACHMENT 6 Arakel A. Arisian, AICP, LEED AP Arisian Development Virginia Hamilton, Consultant Applied Development Economics SAN JOAQUIN VALLEY SEPTEMBER 2012 Prepared for : REGIONAL INDUSTRY CLUSTER ANALYSIS AND ACTION PLAN Office of Community an d Economic Development California State University , Fresno On Behalf of California Partnership for the San Joaquin Valley Prepared by: In Association with Prepared for: Office of Community and Economic Development California State University, Fresno On Behalf of California Partnership for the San Joaquin Valley www.sjvpartnership.org Prepared by: Applied Development Economics Project Team: Trish Kelly Doug Svensson Kathryn Studwell Peter Cheng Carleen Bedwell In Association with Arakel A. Arisian Arisian Development Virginia Hamilton, Consultant SJV Regional Industry Cluster Draft Action Plan | ADE | Applied Development Economics Thanks to the many partners who provided their invaluable assistance and guidance for this project, including co-hosting convenings, engaging members and stakeholders, providing information resources and logistical support, and networking: Adventist Health Bakersfield College Building Healthy Communities, South Kern Business and Entrepreneurship Center California Center for Applied Competitive Technologies California Centers for International Trade Development California Central Valley Economic Development Corp. (CCVEDC) California Emerging Technology Fund California State University, Bakersfield California Strategic Growth Council California Water Institute California Workforce Investment Board Caltrans, District 6 Cambridge Systematics, Inc./Jock O’Connell Consulting Center for Irrigation Technology, Fresno State Central California Business Incubator Central California Center of Excellence (Modesto Junior College) Central California Community Colleges Committed to Change (C6) Central California Obesity Prevention Program (CROPP) Central Region Consortium (California Community Colleges) Central Valley Business Incubator (CVBI) Central Valley Health Network Central California Workforce Collaborative (CCWC) City of Fresno Clinica Sierra Vista Council on Adult and Experiential Learning Economic Development Corporation serving Fresno County Employers’ Training Resource (Kern County) Federal Reserve Bank of California, Community Development Fresno Business Council Fresno City College Greater Stockton Chamber of Commerce/REACON Health Sciences Research Institute, UC Merced Kern County Economic Development Corporation Kings County Economic Development Corporation Fresno Workforce Investment Board (Workforce Connection) Hospital Council of Northern and Central California Kaiser Permanente Central Valley Kern Community College District Great Valley Center Local Government Commission Lyles Center for Innovation and Entrepreneurship Manufacturers Council of the Central Valley Merced College Business, Industry and Community Services Pacific Gas and Electric Regional Policy Council/Councils of Government Regional Jobs Initiative Implementation Team San Joaquin Partnership San Joaquin Valley Air Pollution Control District San Joaquin Valley Clean Energy Organization San Joaquin Valley College San Joaquin Valley Rural Development Center Stanislaus Alliance WorkNet TeamCalifornia The California Endowment The Maddy Institute UC Davis Center for Regional Change UC Advanced Solar Technologies Institute UC Merced SBDC Regional Network University Center to Advance Manufacturing (UCAM) USDA Rural Development, California Water, Energy and Technology (WET) Center West Hills Community College District Workforce Investment Board of Tulare County SJV Regional Industry Cluster Draft Action Plan | ADE | Applied Development Economics TABLE OF CONTENTS EXECUTIVE SUMMARY ......................................................................................................................... 1 CHAPTER 1 PROJECT OVERVIEW, FRAMEWORK AND REGIONAL CLUSTER PRIORITIES ............................................ 12 1.1 PROJECT OVERVIEW ................................................................................................................ 12 1.2 PROJECT FRAMEWORK ............................................................................................................ 17 1.3 REGIONAL CLUSTER PRIORITIES .............................................................................................. 18 CHAPTER 2 PLAN PROCESS AND METHODOLOGY ..................................................................................................... 20 2.1 PROJECT PLANNING PROCESS ................................................................................................. 20 2.2 CLUSTER METHODOLOGY ....................................................................................................... 22 2.3 CLUSTER INVENTORY ............................................................................................................... 24 CHAPTER 3 REGIONAL OVERVIEW ............................................................................................................................. 29 3.1 DEMOGRAPHIC/SOCIOECONOMIC OVERVIEW ....................................................................... 29 3.2 OVERVIEW OF REGIONAL ECONOMY 2001-2011 .................................................................... 35 CHAPTER 4 KEY CLUSTER AND OVERALL CLUSTER LEAKAGE FINDINGS .................................................................... 44 4.1 AGRICULTURE CLUSTER ........................................................................................................... 45 4.2 ENERGY CLUSTER ..................................................................................................................... 59 4.3 HEALTH AND WELLNESS CLUSTER ........................................................................................... 70 4.4 LOGISTICS CLUSTER ................................................................................................................. 83 4.5 MANUFACTURING CLUSTER .................................................................................................... 94 4.6 WATER TECHNOLOGY CLUSTER ............................................................................................ 100 4.7 OVERALL REGIONAL CLUSTER LEAKAGE AND ECONOMIC DEVELOPMENT TARGETS ........... 107 4.8 PUBLIC SECTOR INFRASTRUCTURE (CONSTRUCTION) .......................................................... 111 PAGE SJV Regional Industry Cluster Draft Action Plan | ADE | Applied Development Economics CHAPTER 5 CHARTING THE COURSE FOR THE SAN JOAQUIN VALLEY’S ECONOMIC FUTURE ................................. 115 5.1 OVERALL FINDINGS................................................................................................................ 115 5.2 KEY CLUSTER RECOMMENDATIONS ...................................................................................... 117 5.3 ORGANIZATIONAL RECOMMENDATIONS ............................................................................. 120 5.4 NEXT STEPS ............................................................................................................................ 126 APPENDIX – A: CLUSTER MEETING PARTICIPANTS ........................................................................ 128 APPENDIX – B: CLUSTER NAICS DEFINITIONS BY COMPONENTS .................................................... 134 APPENDIX – C: REFERENCES/RESOURCES ...................................................................................... 142 APPENDIX – D: CLUSTER COMPONENT DATA BY COUNTY ............................................................. 148 SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 1 EXECUTIVE SUMMARY “CHARTING THE COURSE FOR THE SAN JOAQUIN VALLEY’S ECONOMIC FUTURE” PROJECT OVERVIEW In August 2011, the Office of Community and Economic Development (OCED), California State University, Fresno received an Economic Adjustment grant from the Economic Development Administration (EDA), U.S. Department of Commerce, to prepare a valley-wide industry cluster analysis and a regional strategy – Action Plan – to catalyze the growth of priority clusters. They have been prepared for OCED on behalf of the California Partnership for the San Joaquin Valley (Partnership). The Project’s goal is to support improved regional economic performance, sustainability, and shared opportunity for Valley residents, businesses and communities. The Partnership is an unprecedented public-private sector partnership between the Valley and the state of California. It was created in 2005 to address the Valley’s persistent economic, environmental and social challenges and disparities compared to other regions in the state and nationally, while acknowledging the statewide and national significance of the Valley, and changing the pathway for its economic future and overall well-being. As part of its charge, in 2006 Partnership leaders prepared a Strategic Action Proposal (SAP), The San Joaquin Valley, California’s 21st Century Opportunity. OCED serves as the Secretariat for the Partnership and manages the SAP through the “New Valley” program, through which ten Work Groups were created to develop and implement the New Valley’s first five year action plans (2006-2011). Most of the Work Groups are led by OCED partner organizations at the regional level. OCED also manages or supports many other synergistic programs, aligning university resources with Valley initiatives and leveraging state, federal, philanthropic and other resources on behalf of regional and local initiatives. The Cluster Action Plan provides recommendations for the New Valley’s next stage. According to Corwin Harper, Partnership Deputy Chair, Senior Vice President, Kaiser Permanente Central Valley, and co- convenor for one of the project’s Health and Wellness Cluster meetings, “This is an opportunity to achieve big outcomes for the Valley, focusing on the key few “big things” the Partnership can do, where the Valley has a regional competitive advantage.” SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 2 THE NEED FOR A REGIONAL CLUSTER UPDATE Clusters are geographic concentrations of firms and industries that do business with each other and have common needs for talent, technology, and infrastructure. According to EDA, Regional Innovation Clusters (RIC) are a proven way to create jobs and grow the economy. They benefit from a well- developed regional strategy that leverages core regional strengths.1 The Valley has been a leader in cluster-based strategies, starting with The Economic Future of the San Joaquin Valley report in 2000 and the Fresno Regional Jobs Initiative (RJI) in 2003. The RJI resulted in the creation of 12 clusters. Building upon these efforts, the SAP identified five regional clusters of opportunity for focused action: agribusiness, health and medical, manufacturing, renewable energy, and supply chain management and logistics. These clusters reflected shared priorities across the Valley and sectors where the region’s comparative advantage was considered to be strong or emerging. The clusters have been a touchstone for the work of the New Valley, in particular for the economic development, education and workforce development partners who serve as champions for several of the New Valley Work Groups. Much progress has been made in terms of regional collaboration around demand-driven cluster and sector strategies. However, a valley-wide regional cluster analysis had not been prepared since 2004, and updated “market intelligence” was needed to help guide the next stage of the New Valley cluster implementation. This Project addresses a number of concerns and issues: The Valley has been more severely impacted by the “Great Recession” than most other California regions and needs to reposition itself for economic recovery. The global economy is experiencing structural changes and new opportunities are emerging which demand new responses at the regional level. Local budget challenges constrain the ability of many jurisdictions, partners and business champions to manage, implement and support county and regional cluster initiatives. There are emerging areas of opportunity that can best be leveraged through collaboration at the regional level, bringing efforts to scale for increased competitiveness. These areas include renewable energy and water technology innovations, and regional food systems. The planning process involved economic analysis; research; documentation of cluster-related initiatives and resources; cluster stakeholder meetings which were co-convened with many partners throughout the Valley; meetings and ongoing consultation with partners, cluster leaders, subject area experts, state and federal agencies, and Partnership Board members; and review of cluster innovation models. 1 http://www.eda.gov/AboutEDA/RIC/ SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 3 IMPORTANCE OF THE CLUSTERS The San Joaquin Valley is an economic powerhouse. Recent estimates place the Gross Domestic Product (GDP) of the Valley at $140 billion, and total industry production including intermediate and final goods at $228.6 billion in 2010. 2 ADE analyzed the Valley’s major economic sectors and validated that the five original New Valley clusters continue to be the shared priorities across the region, although they have been adapted or expanded upon through the value chain concept. Each cluster contains several “components,” each with sets of industries that comprise the value chain. For example, the Agriculture Cluster includes production, processing and packaging, distribution and diverse support activities. The Health Cluster now incorporates dimensions of wellness. Two clusters have been added – water technology and public sector infrastructure, based on their current and emerging importance and potential for the Valley. The 2012 Action Plan priority clusters are: Agriculture Energy Health and Wellness Logistics Manufacturing (which is connected to all of the clusters) Water Technology Public Sector Infrastructure (Construction) The analysis indicates that as of 2010, these clusters (with the exception of public sector infrastructure, for which information was provided in a separate analysis sponsored by the Central California Workforce Collaborative) represent about 41 percent of total employment in the region, but during the 2001-2010 period were responsible for 73 percent of private sector job growth, as shown below. 2 GDP obtained from Center for Continuing Study of the California Economy, Numbers in the News, September 2012. Industry output calculated by ADE from the IMPLAN3 input-output model used for the cluster analysis. Source: IMPLAN CEW, ADE SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 4 CAPTURING THE “VALUE CHAIN” Even in clusters where the Valley has comparative advantage, such as agriculture and logistics, the Valley is not capturing the “value chain” – where value is added along the continuum of economic activity within the components of a cluster. Instead, goods flow out of the Valley where value is added later, and businesses and industries that buy goods and services from other businesses are buying a significant share of those goods and services outside the Valley, representing a leakage of economic potential. This report documents other kinds of leakage that occur as well, including skilled workers who commute to jobs located outside of the Valley; jobs within the Valley going to workers who live outside of the Valley; and loss of innovation. This loss of innovation is related to intellectual capital (inventions, patents, etc.) leaving the Valley in pursuit of investment capital or a more supportive entrepreneurial environment, including for specialized research and development, legal and business services. Source: ADE SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 5 The cluster analysis identified areas of potential growth across the Valley and for the eight counties based on trends in size of the clusters; rates of employment growth, especially in specific cluster “components” or industry groupings; concentration in the Valley compared to the state; and rate of growth compared to the state’s rate. This information provides insight into the region’s areas of comparative advantage. The analysis also identified trade flows indicators – output of goods and services produced by each cluster, and leakage outside of the Valley based on business-to-business supplier inputs of goods and services in 2010. Regional demand for each cluster’s goods and services by non-cluster-related consumers (households, institutions and other businesses) also was estimated. The leakage analysis was conducted for individual clusters, resulting in a potential list of economic development targets for business expansion, start-ups and attraction to meet these gaps. The findings were reviewed at several industry cluster meetings convened by OCED and ADE along with partners across the Valley, and have been validated as a high priority for implementation action. ADE also aggregated these estimates of leakage by commodity type across the clusters to identify those with high levels of leakgage, further screening them for business types that realistically could be developed in the region. The table below summarizes the potential economic development targets by type of commodity supplied from outside the region and the estimated level of “leakage” – and therefore market support – for new or expanded businesses. The gaps are very large in some commodity areas. AGGREGATED ECONOMIC DEVELOPMENT LEAKAGE TARGETS Description Market Support Lessors of nonfinancial intangible assets $712,685,000 Scientific research and development services $699,203,000 Paper mills $611,657,000 Oilseed farming $457,940,000 Other basic organic chemical manufacturing $395,251,000 Petrochemical manufacturing $388,308,000 Artificial and synthetic fibers and filaments manufacturing $385,175,000 Software publishers $375,381,000 Plastics material and resin manufacturing $363,584,000 Automotive equipment rental and leasing $336,797,000 Plastics bottle manufacturing $336,107,000 Management, scientific, and technical consulting services $323,597,000 Aluminum product manufacturing from purchased aluminum $303,463,000 Advertising and related services $284,775,000 Paperboard Mills $257,934,000 Other plastics product manufacturing $244,702,000 Semiconductor and related device manufacturing $241,775,000 Metal can, box, and other metal container (light gauge) manufacturing $222,663,000 Plastics packaging materials and unlaminated film and sheet manufacturing $220,031,000 Motor vehicle parts manufacturing $212,772,000 All other chemical product and preparation manufacturing $169,215,000 All other basic inorganic chemical manufacturing $166,139,000 Architectural, engineering, and related services $165,780,000 Source: IMPLAN 3 I-O Model, ADE SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 6 “Lessors of nonfinancial intangible assets” was the largest category shown. Activities in this industry include brand name licensing; franchising agreements, leasing, selling or licensing; oil royalty companies; oil royalty leasing; industrial design licensing; patent buying and licensing; patent leasing; and trademark licensing. This industry represents specialization of business services, including legal expertise, which is sought outside of the Valley. “Scientific research and development services” was the next largest market gap. Combined with management, scientific and consulting services, these industries provide another professional services target for developing specialized expertise within the Valley. Research and scientific consulting services are a growth opportunity in both the Energy and Health and Wellness Clusters. Oilseed farming was the fourth largest gap and relates to the Agriculture and Energy Clusters, including as an input for biofuels. Most of the other potential targets are in manufacturing industries. The architectural, engineering, and related services industry is another potential growth area, especially with opportunities related to planned public sector infrastructure construction (estimated at more than $36 billion from 2010-2020 across several infrastructure categories). CLUSTER ACTION PLAN PRIORITIES The economic and cluster analyses and partner/stakeholder engagement process provide: 1) a platform for the evolution of the Valley’s cluster initiatives; 2) a framework to align initiatives and resources to capture value chain opportunities; and 3) articulation of the role for the Partnership and OCED for the next phase of the New Valley, including the organization of the Work Groups to lead or support the clusters. The Valley has significant assets. There are an almost overwhelming number of initiatives underway across the Valley and related to the clusters, as well as efforts that are increasingly a convergence across the clusters, such as with Agriculture, Energy and Water Technology. A great deal of leadership and expertise resides with the partners involved in these initiatives, but they are dealing with diminished resources, the very large scale of the Valley, a diversity of issues facing the clusters, and the inherent challenges of collaboration such as capacity and dedication of time. However, partners increasingly are developing the capacity to regionalize their networks and ways to engage in specific initiatives on behalf of their networks. This network-to-network process is proving to be very beneficial. The Partnership and OCED’s goal should be to connect, support and optimize these assets and initiatives. The Project planning process led to the identification of many cluster-related issues, opportunities and recommendations. The highlights are discussed in Chapter 5 and are summarized on the following page. They constitute the basis for development or refinement of cluster-specific implementation plans by the New Valley Work Groups and associated cluster leaders and partners. They are a starting point for focusing on a “few big things” in 2013 – a core set of tangible initiatives with targeted outcomes and metrics that are the platform for engagement. There is an especially strong emphasis on education and workforce initiatives, around which the Valley has been mobilizing for several years to meet critical skills gaps and provide a pathway from poverty to prosperity for workers. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 7 KEY CLUSTER ACTION PLAN PRIORITIES Cluster Issues/Opportunities Recommended Actions Agriculture All 5 issue areas addressed in Regional Economic Summit All actions have designated champions and recommended actions; Partnership & OCED are tracking progress. See www.sjvpartnership.org Energy Regional focus on cluster development & coordination needed; opportunity to develop biofuels; better define cluster components Conditional Use permits vary by county – frustrating for international companies willing to invest in the Valley; results in project delays or cancellations Increase entrepreneurial climate; need to create culture of early stage investment, create dialogue with entrepreneurs, & encourage students to create the next generation of solar technology Leakage of energy use SJV Clean Energy Organization should be lead for cluster development action plan; expand networking to connect more stakeholders Advocate for funding for SJV Regional Energy Plan Roadmap Coordinate with County Planners (CSAC) working on simpler expedited solar permitting process throughout the state; coordinate locally Coordinate with UC Solar Research Institute, CVBI, Lyles Center for Innovation and Entrepreneurship, Central Valley Fund, Business and Entrepreneurship Center, UC Merced SBDC Regional Network, CalFOR & others to accelerate technology commercialization & entrepreneurship Provide input to PUC on energy facilities sitings See Regional Economic Summit Strategy recommendations Health and Wellness Difficult to coordinate with so many initiatives across the Valley Need for consistent and regionalized standards and curriculum for same occupations/certificates, & for transferability of credits from Community Colleges to CSUs Need to standardize residency requirements for nurses Address gaps in workforce skills – need for better information, programs to increase skill levels Need to prepare for health information technologies; expand broadband infrastructure Need improved access to jobs and health care services in rural areas Wellness/prevention focus will increase demand for services and workers Partnership health leaders should convene high level cluster meetings Advocate for transfers within regional network of accredited courses (C6 project is opportunity to standardize curriculum), including for nursing Collaborate with hospitals to unify employee competencies, translate to college curriculum Expand nursing residencies across the Valley; coordinate with hospitals, community colleges, universities Advocate for Regional Industry Clusters of Opportunity (RICO) funding Expand mentoring programs Coordinate with SJV Regional Broadband Consortium, employer networks like Central Valley Health Network, WIBs, etc. for e-health Collaborate with Councils of Government, employers, transit agencies to develop more regional, coordinated transportation systems Expand Patient Navigator, Promotora and other model programs Coordinate with UC Merced Health Sciences Research Institute, CVBI, and entrepreneurship centers Logistics Additional options for goods movement needed (non-truck) Foreign Trade Zones underutilized Emissions impact air quality and health Issues identified at Regional Economic Summit Ensure coordination between Regional Policy Council/COGs (stakeholder planning process underway), SJV Air Pollution Control District, CCVEDC, Caltrans, Partnership Sustainable Communities Work Group, railroad companies on planning/projects See Regional Economic Summit Strategy recommendations Manufacturing Main issue for employers is workforce development Lack of high-level engineering jobs in the Valley, so many students leave the region Need cross-pollination of engineering workplace skills with existing workforce Need appropriate infrastructure to create new products out of recycled products; waste commodities being shipped overseas Identify lead cluster partners Coordinate with C6 and California Center for Applied Competitive Technologies for increased training; including in skilled trades Match resources of the universities to the manufacturers; connect internships with employers; support UCAM Develop a strategy to close supplier gaps Do policy advocacy (coordinated by REACON) on increase markets for recycling in California (Recycling BIN – Build Infrastructure Now) Water Technology Demand for clean water, sustainable water resources & infrastructure is creating new business opportunities beyond agriculture Issues identified at Regional Economic Summit Broaden focus of R&D to address diverse water supply and quality issues across an increased range of industries; coordinate with WET Center, Lyles College of Engineering, CVBI & other partners Focus on growth of specific technologies (BlueTech Valley) See Regional Economic Summit Strategy recommendations Public Sector Infrastructure - (CCWC Project) RJI Construction Cluster not active Lack of awareness regarding aggregated impact of public sector investments Updated inventory of projects & schedules needed on ongoing basis Coordination needed with economic development and planning to secure project funding Implement CCWC Regional Plan as Cluster Strategy for workforce Coordinate with Partnership to advocate for public sector investment/local hiring Identify lead to update project inventory and schedule Coordinate with Regional Policy Council and SJV Economic Development District to link project priorities with possible funding sources SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 8 LEVERAGING COLLECTIVE IMPACT The recent conference Meeting of the Minds in Monterey, sponsored by the California Workforce Association, was framed around the concept of “Collective Impact.” Research and practice have documented early successes based on this concept, finding “that large-scale social change comes from better cross-sector coordination rather than from isolated intervention of individual organizations.”3 The California Partnership for the San Joaquin Valley and many of the regional collaboration initiatives underway across the Valley are in and of themselves innovation models. They exemplify many of the characteristics of successful collective impact initiatives: a common agenda, shared measurement systems, mutually reinforcing activities, continuous communication, and backbone support organizations. They provide a strong foundation for advancing the Cluster Action Plan priorities and charting the pathway for the Valley’s future, especially if their knowledge and expertise can be leveraged and brought to scale. They are referenced throughout the report. Concurrently, there are major new initiatives, especially at the state, federal and philanthropic levels, that are aligning with regional cluster-based economic strategies, including linking economic and workforce development from the ground up. These are catalytic initiatives and the Valley is well- positioned to contribute to and benefit from these initiatives. They also are referenced in the report and a few of the key ones are summarized as follows: “Doing What Matters for Jobs and the Economy” – an initiative of the California Community Colleges, Division of Workforce and Economic Development. Goals are to supply in-demand skills for employers, create relevant career pathways and stackable credentials, promote student success and get Californians into open jobs. The focus is on spurring job creation and bridging skills gaps in priority/emergent sectors and clusters; taking effective practices to scale; integrating and leveraging programming between funding streams; promoting metrics for students success; and removing structural barriers. This initiative is a collaboration with the California Workforce Investment Board, which is preparing the State Strategic Workforce Plan; a prioirity is supporting regional economies and Regional Industry Clusters of Opportunity (RICO). The Central Region Consortium and the Central California Community Colleges Committed to Change Initiative (C6) include the Valley’s Community Colleges which are partners in the development of the Cluster Action Plan. The C6 Initiative is supported by a major federal grant, focused on systemic changes for academic success and skills building in the areas of agriculture, energy, heatlh and manufacturing. The California Workforce Investment Board’s investment in the Valley’s RICO project is seen as a foundation for health-related cluster efforts. California Financial Opportunities Roundtable (CalFOR) – is part of a statewide initiative supporting regional industry clusters to provide jobs, entrepreneurial opportunities, business growth, and public and private sector investment in value-chain infrastructure and sustainable communities. CalFOR has developed the “Access to Capital” guide to support innovation in capital markets and provide new 3 Kania, John and Mark Kramer, “Collective Impact,” Stanford Social Innovation Review, 48, Winter 2011, p. 3. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 9 sources of investment; expansion of regional food systems; growth of biomass utilization, biofuels and renewable energies; and improved Rural-Urban collaboration. USDA Rural California is a core partner and one of the lead federal agencies in the Fresno area’s Strong Cities Strong Communities Initiative as well in many other Valley initiatives, including the San Joaquin Valley Broadband Consortium managed by OCED, development of the Valley’s “Ag Tech Cluster,” and support for “buy local/invest local” efforts. California Stewardship Network – a network of regional collaboratives throughout the State, including the California Partnership for the San Joaquin Valley, participating in the development of the California Economic Action Plan, based on priorities identified through regional economic summits and the statewide Economic Summit held in May 2012. The Action Plan is moving forward. With consideration of opportunities to leverage collective impact through the implementation of the Cluster Action Plan, the following section addresses the roles of the Partnership, OCED and the New Valley Work Groups in driving the progress and success of the Valley’s Regional Innovation Clusters for the next five years of the New Valley initiative. ROLE OF THE PARTNERSHIP Given its mission and role, how and where can the Partnership best add value at the regional level for successful on-the-ground implementation and long-term impact on the Valley’s key measures of economic, environmental and community progress? Participants in the Project planning process identified the following desired roles for the Partnership in advancing an agenda for regional prosperity: Network – Help connect the many efforts across the region that are cluster-based or support the clusters (cluster foundations such as infrastructure – including broadband, sustainable communities, financing, environmental quality, and education and workforce). Convene – Play a convening role for the bigger valley-wide issues that are not being addressed in other forums, to drive the agenda for the growth and vitality of the clusters. Integrate – Provide synergy across the region, helping to knit together the clusters, the issues and the initiatives to pursue shared priorities. Advocate – Promote and advocate regarding cluster priorities on behalf of the Valley, including the removal of barriers, elevation of regional issues and opportunities, resource needs, and networking with partners and investors outside of the region. Catalyze – Be a catalyst for collaboration and the diffusion of innovation, including through the elevation of models. The Partnership plays many of these roles already. The next step is for more intentional engagement around cluster-based economic strategy. Cluster processes are by their nature vehicles for engagement of champions, businesses, stakeholders and partners in regional strategies. During the course of the project, ADE found that awareness of the Partnership was varied. Proactive engagement of the Partnership in the implementation of the Action Plan will increase this awareness and expand its impact. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 10 This process can be guided by the Executive Committee of the Partnership. At the Partnership’s September 2012 Board meeting, Executive Committee members indicated they would convene specifically to discuss the next steps for Action Plan implementation, including the identification of a set of tangible strategic initiatives for 2013, and its role in overall implementation. Participation of individual Partnership Board members in the New Valley Work Groups, especially as OCED coordinates with the Work Groups to identify their priorities for 2013 implementation initiatives, will be most valuable, building on their expertise and leadership role provided during the Project planning process. ROLE OF OCED/NEW VALLEY WORK GROUPS One of the key elements for successful collective impact efforts is the presence of backbone support organizations. Successful collaboration requires a supporting infrastructure. This requirement is extremely important for effective cluster initiatives. As Secretariat for the Partnership, OCED plays a critical backbone role. Implementation of the Cluster Action Plan will require an increase in or realignment of existing OCED capacity to support or lead the New Valley Work Groups; continue OCED’s outreach, networking, coordination and consultation process around the cluster opportunities; and engage new partners, stakeholders and leaders in Work Group and Action Plan initiatives. The Work Groups are at varying levels of capacity and operational status; some need to be revitalized or refocused. Several of the Work Groups have updated their work plans within the past year, while others are in process of updating them. The Health and Human Services Work Group has not been active and is being reorganized by OCED as the Health and Wellness Work Group, to align with Action Plan recommendations. It will be managed by OCED during this process. OCED will continue as the lead for the San Joaquin Valley Regional Broadband Consortium (Advanced Communications Work Group) and the Housing Work Group, and will continue in its support of the other Work Groups. OCED has been discussing with partner organizations, including those which currently lead or support the Work Groups, the role they can and would like to play in Action Plan implementation. Staff will be following up with the Work Group leads and key partners to discuss specific Action Plan findings and recommendations, to see how they fit with Work Group goals and activities, and determine how OCED can support the Work Groups to integrate Action Plan recommendations into their existing scopes of work. A key OCED role will be to help connect and coordinate partners and initiatives across the Work Groups and with other major initiatives, and to be a liaison with the Partnership Executive Committee. OCED will designate a lead staff for this role. NEXT STEPS OCED has been working on implementation next steps since the summer of 2012, based on the emerging findings of the Cluster Analysis; the results of the Cluster stakeholder meetings; ongoing consultation and meetings with partners – especially economic and workforce development networks (CCVEDC, CCWC, Central Region Consortium, and C6); and connecting with new initiatives such as SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 11 “Doing What Matters for Jobs and the Economy.” As noted, the Partnership’s Executive Committee will play an important role in the Project’s implementation, along with individual Board members engaged with specific clusters. OCED is working with the Committee and the Board on this process. The following is a list of recommended next steps for the Partnership and OCED to carry forward the Action Plan. 1. Work Group Leads/Work Plans. OCED staff will meet with Work Group leads and partners to review Project findings and recommendations and alignment with existing work plans; confirm lead partners and expanded/refined roles; identify 2013 priority cluster initiatives; and support work plan updates and expanded engagement of stakeholders. OCED should convene the stakeholders from the June meeting of the Manufacturing/Energy/Logistics Clusters to identify cross-cluster priorities and actions. This process will be coordinated with the Partnership’s Executive Committee. OCED should coordinate with USDA Rural Development and other champions on the implementation of the Ag Value Chain Regional Economic Summit action priorities. 2. Health and Wellness Cluster Work Group. OCED should work with Partnership board members to convene the Cluster stakeholders to identify priorities, develop the work plan around Action Plan recommendations, and drive the implementation of the work plan. 3. Economic Development Targets. OCED is working with CCVEDC and other partners on the process to develop a strategy for the Economic Development Targets (aggregated and cluster-specific), and identify a lead for implementation of the strategy. Partners should coordinate with TeamCalifornia to enhance marketing and outreach opportunities on the Valley’s cluster priorities. 4. Economic Development/Education/Workforce Coordination. OCED should develop a process for increased, systemic linkages between economic development, education, and workforce development partners (CCVEDC, CCWC, Central Region Consortium, C6, universities) around regionalized cluster-focused issues. The partners should collaborate to seek funding support for: research to identify priority workforce gaps and occupational demand; designated staff to facilitate the coordination process across the clusters and the systems; expanding the reach of innovative training programs. OCED should facilitate integrated connections with state partners such as the California Workforce Investment Board, California Labor and Workforce Development Agency, Chancellor’s Office, the Employment Training Panel, and the U.S. Dept. of Labor. 5. Public Sector Infrastructure/Logistics. OCED should convene the CCWC, the SJV Regional Policy Council, CCVEDC, Caltrans, labor, and other partners to link the interregional goods movement planning process and CCWC’s Public Sector Infrastructure Workforce Plan, including for identification of project funding priorities, funding sources for construction projects, and workforce development needs. Leverage the new Economic Development District. 6. Work Group Coordination. OCED should convene the leadership of the New Valley Work Groups quarterly for updates on their work plans, and facilitate coordination across Work Groups and initiatives on an ongoing basis. 7. Regional/State Economic Summits. The Partnership and OCED will continue coordination with the statewide economic summit process, and align the annual outcomes of the Work Group work plans for the Valley’s next regional economic summit (fall of 2013) and state-wide summit (late 2013). OCED and the Work Groups should report on the progress of the 2013 cluster initiatives at the next Regional Economic Summit. 8. Reporting Process. OCED should develop a process to report on Cluster Action Plan activities, metrics and progress to the Partnership’s Executive Committee on an ongoing basis. The growth of the clusters should be tracked as an annual metric. 9. Communications. OCED should create a dedicated location on the Partnership’s website for the Cluster Action Plan and resource materials, building upon the Regional Economic Summit materials. It should use the Cluster Action Plan implementation as a vehicle for communications about the Partnership, and as a portal to partner initiatives and resources. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 12 CHAPTER 1 PROJECT OVERVIEW, FRAMEWORK AND REGIONAL CLUSTER PRIORITIES 1.1 PROJECT OVERVIEW This report presents an analysis of the San Joaquin Valley economy and the San Joaquin Valley Regional Industry Cluster Action Plan, prepared for the Office of Community and Economic Development (OCED), California State University, Fresno on behalf of the California Partnership of the San Joaquin Valley. The Cluster Action Plan identifies emerging opportunities for the region’s comparative advantage industry clusters – the foundation for innovation, competitiveness, and future well-being – within the context of global, national, state and regional drivers and conditions. Among these drivers is the increasing imperative for improved health, sustainability, energy self-sufficiency, and shared prosperity. The Partnership is an unprecedented public-private sector partnership between the Valley and the state of California, involving the Valley’s eight counties and 62 cities, home to more than four million Californians in 2012. It was created in 2005 with Governor Schwarzenegger’s Executive Order S-05-05. The creation of the Partnership was designed to address the region’s persistent economic, environmental and social challenges and disparities compared to other regions in the state and nationally, while changing the pathway for the Valley’s economic future and overall well-being. Its creation also acknowledged the critical importance of the Valley to the state and national economy. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 13 Since the formation of the Partnership, the San Joaquin Valley has been particularly hard hit by the Great Recession, the implosion of the housing and financial markets, and state and local budget deficits. Unemployment and poverty rates are among the highest in the State. The region is a federal non- attainment area for air quality, and has other significant challenges including the availability and quality of water and energy resources, aging infrastructure, and continuing conversion of important farmlands. At the same time, the Valley is a region of statewide and national significance. It is one of the fastest growing and increasingly diverse regions in the State. Its agricultural industry is a global economic powerhouse. The Valley holds great potential as a center for renewable energies, and clusters such as the Water Technology Cluster are increasingly recognized as industry leaders in technology innovation, providing solutions for water quality, energy efficiency and resource scarcity issues that communities worldwide are facing. It is a major goods movement corridor. The Sacramento-San Joaquin Delta on the western edge of the Valley provides water for a large percentage of Californians, the Central Valley Water Project is one of the state’s major infrastructure systems, and the eastern side of the Valley is the gateway to the majestic Sierra. The California economy has begun to recover and signs of this recovery are beginning to emerge in the Valley, which will have a lower trajectory due to the nature of its regional economy. However, some sectors have shown resiliency during the recession. State and federal agencies and philanthropic partners are investing in the San Joaquin Valley in a concerted investment and capacity building effort to shift the future of the Valley from one of poverty and stagnation to one of prosperity and opportunity. These major efforts, most of which are being managed by OCED or in which it is a core partner, are intended to catalyze and accelerate the Valley’s economic recovery and revitalization. The Valley is poised for a new stage of renewal. THE NEXT STAGE FOR THE “NEW VALLEY” As part of the Governor’s Executive Order, in 2006 Partnership leaders prepared a Strategic Action Proposal (SAP), The San Joaquin Valley, California’s 21st Century Opportunity. The SAP developed three overarching goals for the Valley: to develop a prosperous economy, create a quality environment, and achieve social equity. The Partnership implements the SAP through the “New Valley,” with ten work groups facilitating the Valley’s improvement in ten core inter-related areas, supported by OCED in its role as Secretariat for the Partnership in serving the region. OCED manages or supports several initiatives in this mission, including alignment of university resources with Valley initiatives and leveraging of resources such as state and federal funding. In August 2011, OCED received an Economic Adjustment grant from the Economic Development Administration (EDA), U.S. Department of Commerce, for several activities, including the preparation of a regional industry cluster analysis. The grant recognizes the vital organizing, convening, and resource role that OCED plays in San Joaquin Valley economic development efforts, and the unique leadership role that the Partnership serves in elevating and advancing regional priorities, giving a voice to the SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 14 Valley, and fostering a culture of collaboration and innovation. The Plan is intended to be the implementation strategy for the next stage – the second five years – of the Partnership’s “New Valley” initiative (2011-2016). According to EDA: “Regional Innovation Clusters (RICs) are a proven way to create jobs and grow the economy. They are geographic concentrations of firms and industries that do business with each other and have common needs for talent, technology, and infrastructure. This is a new framework for economic development, and investing in RICs is critical to our nation's future economic competitiveness. Whether the investment comes from the federal or state government, or the private sector, or – ideally – all of the above, those dollars would be best put to use if they serve a well-developed regional strategy that leverages core regional strengths.” (http://www.eda.gov/AboutEDA/RIC/) The success of regional clusters is well documented and has become the standard of practice across California, as well as national and international regions. The Valley has been a leader in cluster-based strategies, starting with The Economic Future of the San Joaquin Valley report in 2000, the Fresno Regional Jobs Initiative (RJI) in 2003-4, the California Regional Economies Project in 2004, and the Central San Joaquin Valley Innovation Economy Agenda in 2006. The practice of economic development in the Valley has evolved from a focus on industry targets to strategic clusters, led by county economic development organizations. Many of the Valley EDCs and counties are leading their economic strategies through a very proactive, analytically-driven cluster-based approach. Building upon these and other efforts, the SAP identified five key regional clusters of opportunity for focused action: agribusiness, health and medical, manufacturing, renewable energy, and supply chain management and logistics. These clusters reflected shared priorities across the Valley and represented sectors where the region’s comparative advantage was considered to be strong or emerging. The clusters have been a touchstone for the work of the New Valley Work Groups and partners, in particular for the economic development, education and workforce development partners who serve as champions for several of these Work Groups. It is customary for cluster initiatives to periodically review their progress, adjust to changing conditions and opportunities, update the baseline economic data, and renew leadership and stakeholder. OCED has referenced that the clusters can help drive regional solutions to the Valley’s sustainability and livability challenges, stimulate the creation of new businesses and jobs, and provide opportunities to raise the skills levels and standard of living for the Valley’s workforce. The major impetus for this project was the need to better understand the competitiveness position of the SAP clusters given the current economic climate and structural shifts. While an update on the five year progress of the RJI towards its job creation goals was prepared in 2009 it was not a full industry cluster analysis. Likewise there have been several county and valley-wide sector-specific analyses conducted over the past few years, but it has been many years since a comprehensive economic analysis has been conducted of innovation clusters in the Valley. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 15 In addition, even with the economic recovery slowly beginning to take root in the Valley, several recent innovation indicators make the case for a concerted effort to reposition the Valley: The 2012 California Green Innovation Index shows venture capital investment in clean technology for California by region, with $14.5 billion invested in 2011; the Valley does not have enough investment to be included in the breakout.4 According to the Cluster Mapping Project sponsored by EDA, the Fresno-Madera Economic Area had 1.91 patents per 10,000 employees in 2009, versus 6.96 for the U.S. The number of establishments in traded industries grew slightly less than the US (1.36% vs. 1.47%, ranking the area 84 out of 179). Patenting growth per year from 1998-2009 was 0.81% vs. 0.05% for the US (ranking 84 out of 179).5 The Next 10 reports on the regional distribution of jobs in the core green economy shows that the Valley’s rate of job growth has slipped from 55% (from 1 995-2009) to 22% from 1995-2010 (January), even while some other regions such as Sacramento, the North Sacramento Valley, Orange County and San Diego improved.6 The California Central Valley Economic Development Corporation (CCVEDC – representing the county economic development organizations) also identified persistent outsourcing of revenues from the clusters as businesses purchase needed inputs/supplies of goods and services for their output (goods and services) from outside the Valley, or as products are exported outside of the Valley where additional “value” is added. This analysis documents estimated levels of this “leakage” in outsourcing of commodities and opportunities to “recapture the value chain.” The report also documents the leakage of talent (workers), jobs (Valley jobs going to residents from outside of the Valley), and innovation/intellectual capital outside of the region – and opportunities to close these gaps through job creation, investing in education and workforce skills, and fostering an entrepreneurial climate that promoting increased innovation and access to capital. Given these imperatives, the focus of this project was to: Identify key structural changes, emerging market opportunities, the “greening” of the economy, shifting policy priorities, and convergence across the clusters such as agriculture, energy and water; Inventory the many county and valley-wide cluster priorities and initiatives; Review various cluster methodologies and data sources to improve consistency; 4 2012 California Green Innovation Index, Next 10, pp-15-17, 2012. 5 Cluster Mapping Project, Institute for Strategy and Competitiveness, Harvard Business School, sponsored by EDA, 2012. 6 Many Shades of Green, 2011, Next 10, p. 13, and Many Shades of Green, 2012, Next 10, p. 21. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 16 Assess the capacity and effectiveness of existing cluster efforts, including leadership and resources; Incorporate new policy drivers such as AB 32 and state and federal partnerships that emphasize regional innovation clusters; Identify the high-growth innovation clusters and value chains which offer comparative advantage strengths across the Valley and sub-regionally, and that are responsive to business and community needs; Identify opportunities to align and leverage business and organizational capacity to support effective cluster implementation; and, Engage the participation of cluster champions, leaders and partners in the development and implementation of the Regional Cluster Action Plan. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 17 1.2 PROJECT FRAMEWORK This project is a cluster-based approach for synergistic regional economic strategy and Action Plan implementation. Clusters are both an analytical tool for understanding the regional economy and seeing the linkages between industries, and an organizing and engagement tool. The process allows firms to identify common competitiveness issues, develop a demand-driven action plan, and collaborate jointly to address those issues. Because the Valley has experience with clusters, there are many networks of partner organizations supporting sector-based strategies and initiatives. A strong need identified through this project is to better connect and leverage these networks and scale up models that are working on the local and sub-regional levels. This is an important role for the Partnership and OCED. More detail is provided in Chapter 5, in the recommendations for the Action Plan focus and organizational approach. The Cluster Action Plan focuses on “capturing the value chain” across the Valley’s core set of clusters for the next phase of the New Valley. The conceptual approach and analytic methodology used for the project are described in Chapter 4. This section provides an overview of the framework used as the basis for the development and implementation of the Action Plan. These are the Building Blocks of Comparative Advantage shown below. In 2005, state administration under the leadership of the Business, Transportation and Housing Agency, in partnership with the other state agencies, convened 17 regional Economic Vitality Conversations (12 regional and five statewide). The resulting vision for state economic prosperity produced a construct of “building blocks” to generate comparative economic advantage for California and its regions. BUILDING BLOCKS OF ECONOMIC COMPARATIVE ADVANTAGE Source: CA Business Transportation and Housing Agency “Framework for California Prosperity,” 2005 SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 18 As shown in the Building Blocks, industry (economic) clusters are the drivers of economic growth, springing from the research excellence and knowledge base of educational institutions, business innovators, investors and entrepreneurs. Infrastructure and smart growth/sustainability are key pillars for the clusters, along with efficient governmental processes and regulatory environment. Effective governance within the regions and civic leadership are the catalysts for success across the clusters. In the Valley, this capacity is characterized by the Partnership, OCED/Fresno State, and the rich array of regional partner networks, business and cluster leaders, and state and federal agency partners, among others. The Building Blocks provided the framework for the first Joaquin Valley Economic Summit, sponsored by the Partnership in late March 2012. More than 300 leaders came together to select a series of state and regional actions as a platform for work within the region and to elevate as the region’s input for the first State Economic Summit, held in May 2012, convened by the California Stewardship Network and California Forward. Valley leaders selected the Agriculture Value Chain Cluster (described in Chapter 4.1) as the cluster of opportunity for the Summit. The Valley will convene its next regional economic summit in the Fall of 2013, leading to the next state economic summit in late 2013. The San Joaquin Valley Cluster Action Plan will help guide the selection of action priorities for the Valley’s core clusters which will constitute the basis for the 2013 Summit. 1.3 REGIONAL CLUSTER PRIORITIES The study process and findings (described in Chapter 2) validated that the five original New Valley clusters continue to be the shared priorities across the region, although they have been adapted or expanded upon through the value chain concept. Each cluster contains several “components,” each with sets of industries that comprise the value chain. For example, the Agriculture Cluster includes production, processing and packaging, distribution and diverse support activities. The Health Cluster now incorporates dimensions of wellness. Two clusters have been added – water technology and public sector infrastructure, based on their current and emerging importance and potential for the Valley. Therefore, the Action Plan priority clusters are: Agriculture Energy Health and Wellness Logistics Manufacturing (which is connected to all of the clusters) Water Technology Public Sector Infrastructure (Construction) SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 19 An analysis of each cluster is presented in Chapter 4, including a reference to many of the initiatives and networks that are involved in these clusters. They are too numerous to list individually but they are listed illustratively as leaders and partners in the Action Plan implementation recommendations, and also in the list of partners at the beginning of the report. They include both core economic initiatives and those that provide core support foundations for the clusters (such as infrastructure and sustainability). The next stage of Action Plan implementation will need to continue the outreach and engagement activities of the cluster planning process initiated by the Partnership and OCED. While the Partnership and OCED have many strong existing partnerships, including through the New Valley Work Groups, there are additional initiatives and networks active in the cluster areas, especially at the sub-regional level, that need to be engaged in the cluster work. There also are new roles for existing partners that need to be explored to take the clusters to the next level of productivity and beneficial outcomes. As part of this outreach and engagement process, there are new cluster-related initiatives sponsored by state, federal and other partners that will benefit the region. They include the “Doing What Matters for Jobs and the Economy” initiative of the Chancellor’s Office of the California Community Colleges, Workforce and Economic Development Division, and the California Financial Opportunities Roundtable (CalFor). The Cluster Inventory Analysis presented in Chapter 2.3 and the consultation process with key partners identified the resource and capacity challenges of supporting cluster initiatives, especially across a wide geographic region and diverse but interconnected clusters. While increasing use of and access to information technologies can help to bridge this gap, there is still the “glue” of face to face interaction to establish the foundations of effective regional collaboration, including trust building, networking and information sharing. A clearly identified role for the Partnership and OCED is to help connect and convene these assets at a higher level in order to identify those shared regional priorities and opportunities that will be garnered most effectively from a regional collaborative strategy and voice. The California Partnership for the San Joaquin Valley Connect 2012 Annual Report has a valuable discussion and overview of many of the regional partners and initiatives that will be an important part of the San Joaquin Valley Cluster Action Plan. Additional description of initiatives is available in cluster meeting presentation materials that will be posted on the Partnership website, and through Appendix C, Reference and Resource Materials. Other information generated through the cluster action planning process will be provided by ADE to OCED for use by the New Valley Work Groups/Cluster Action Teams. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 20 CHAPTER 2 PLAN PROCESS AND METHODOLOGY This chapter describes the planning process used to engage regional, local and other partners and stakeholders; conduct analyses; and develop the recommendations for the Cluster Action Plan. It includes an overview of the methodology used for the technical aspects of the analyses and presents the results of an inventory of cluster initiatives and priorities at the county and regional level. The inventory provided a base for validating the selection of the project’s priority clusters for more detailed economic analysis, reviewing analytic findings, and assessing existing and potential implementation capacity. 2.1 PROJECT PLANNING PROCESS The project planning process began in October 2011. The first activities were to conduct the inventory and assessment of existing cluster initiatives and priorities; identify partner network contacts and leads across the various systems and initiatives (economic development, education, workforce development, industry associations, and so forth); and conduct research to prepare the project’s demographic and socio-economic overview and overview of the regional economy. OCED’s priority was to engage these partners and stakeholders proactively throughout the planning process - many of whom already are leads and/or partners for several of the Partnership’s New Valley Work Groups - and identify and bring into the process new partners, as the foundation for development and implementation of the Cluster Action Plan. Starting with the California Central Valley EDC (CCVEDC), consultation began immediately with partner network leaders and representatives to discuss their cluster priorities, activities and capacity; gain their perspective on cluster drivers and challenges; learn about new initiatives and upcoming activities; and coordinate on cluster stakeholder meetings. The consultation was framed to identify the desired role for the Partnership and OCED and the actions that would advance a regional industry cluster strategy, based on shared regional priorities intended to result in more overall opportunities for the Valley. This strategy in turn would be strengthened through regional collaboration and resource leveraging, and provide support for the partners in their on-the- ground implementation efforts. Core partners included the CCVEDC, the Central California Workforce Collaborative (CCWC), the Central Region Consortium (California Community Colleges), the C6 Project (Central California Community Colleges Committed to Change) and the Central Valley Business Incubator (CVBI). As the project proceeded, many additional partners were an integral part of the process. The Cluster Inventory (see Section 2.3) validated that the Partnership’s five core clusters, with some adjustments, were shared priorities across the Valley. ADE added two additional cluster areas – the Water Technology Cluster, which was the Valley’s first cluster, and Public Sector Infrastructure, for which a workforce plan was being developed for CCWC. An analysis was conducted for each cluster except Infrastructure (see Section 2.2 for discussion of methodology). SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 21 Working closely writh OCED, ADE coordinated with concurrent cluster-related planning activities, which are integrated into the Cluster Action Plan. These included the C6 Project, a major new cluster-based education and workforce project funded by the U.S. Department of Labor, led by West Hills Community College District. Project cluster meetings provided a venue to assist the C6 project with its rollout through presentations on the project and information dissemination. Another was the San Joaquin Valley Regional Economic Summit held in late March 2012, hosted by the Partnership, organized to provide recommended regional and state-level actions for a state economic summit (held in May, 2012). Valley leaders focused on one cluster – the Agriculture Value Chain – due to the size and importance of the cluster to the Valley and state economy. ADE participated in the Summit Planning Committee, provided additional cluster analysis information, and coordinated the session on workforce needs. The Summit resulted in recommendations across five areas: infrastructure, workforce needs, innovation, regulations and sustainability, and access to capital, that constitute the action plan for this cluster. The Partnership is coordinating the follow-up with designated champions in each of the action areas. These areas were used to help develop recommendations for the other clusters. ADE participated as an advisor to the planning process for the Public Sector Infrastructure Regional Workforce Plan, prepared for CCWC by the Council on Adult and Experiential Learning (CAEL). This plan provides a basis for revitalizing the construction sector in the Valley. ADE also coordinated with the San Joaquin Valley Regional Planning Council and its consultants Cambridge Systematics (and team) preparing the San Joaquin Valley Interregional Goods Movement Plan. Once the cluster analyses were completed, the ADE project team along with OCED organized four cluster meetings between May and June of 2012 and a wide range of convening partners to review cluster findings, learn about related initiatives, and highlight issues and recommendations for the Action Plan. The partners conducted additional outreach to their networks. Approximately 150 partner and stakeholder organizations and employers participated (see Appendix A for list of participants). Three meetings were held for the Health and Wellness Cluster, due to the size of the cluster (the second largest after Agriculture) and high level of focus on healthcare issues, with many initiatives underway, especially related to education and workforce development. One cluster meeting was held combining the Manufacturing, Energy and Logistics clusters, given the intersection between these areas and the fact that manufacturing is a part of all the clusters (including Agriculture and Health and Wellness); the Water Technology Cluster, currently defined with manufacturing-related components, is also highly interconnected, especially with the Agriculture and Energy clusters. The Health and Wellness Cluster meetings were hosted by and held May 24th at Fresno State, June 6th in Modesto at the Great Valley Center, and June 21st at the Weill Center, Bakersfield College. Additional convening partners included: CCVEDC, CCWC, C6, Building Healthy Communities South Kern, Central Valley Health Network, Clinica Sierra Vista, CSU Bakersfield, Employers’ Training Resource, Career Services Center, Hospital Council of Northern and Central California, Kaiser Permanent Central California, Kern Community College District, Kern Economic Development Corporation, and Stanislaus Alliance/Worknet. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 22 The Manufacturing, Energy and Logistics Cluster meeting was held June 11th at the San Joaquin Valley Air Pollution Control District, Fresno (host). Additional convening partners included: CCVEDC, CCWC, C6, Center for Applied Competitive Technologies, International Center for Water Technology, San Joaquin Valley Clean Energy Organization, San Joaquin Valley Regional Policy Council, the Water, Energy and Technology Center, and Valley REACON (Recycling, Energy, Air, Conservation). In addition to cluster findings, the presentations included an overview of key regional initiatives and sub- regional projects, especially sector initiatives that are potential models for scaling to the regional level, and updates by convening partners and participants on projects, issues, opportunities and priorities. The materials for the meetings, including meeting summaries, will be available on the Partnership website. The Water Technology Cluster convenes on a regular basis. The ADE team lead for this cluster has been involved with the cluster since its inception, and for this project, conducted interviews by phone and met with numerous cluster leaders; conducted research on recent innovations and trends; and participated in two cluster meetings, in late 2011 and on June 20th 2012, the latter to review results of ADE’s cluster analysis and discuss recommendations for expanding the impact of the cluster. As part of its outreach and information gathering process, the ADE project team also attended several conferences and meetings that addressed the clusters, and presented updates and/or findings to the Partnership Board, the CCVEDC, the CCWC, the RJI Implementation Team, Kings County Economic Development Corporation, and the President and Provost of Fresno State. This included a discussion of implementation next steps and interests in terms of roles and capacities. ADE also conducted extensive research on issues and trends related to the project cluster areas; conditions and initiatives in the Valley; overall economic and workforce reports related to the California economy, including emerging trends in the green economy; cluster methodologies; national analyses which included the Valley from a comparative standpoint; and cluster innovation models. Appendix C contains a listing of references and resource documents. The next section describes the analytic methods for conducting the cluster analyses. The discussion of each cluster in Chapter 4 provides additional information on cluster-specific analytic approaches and resources. 2.2 CLUSTER METHODOLOGY The quantitative analysis of the clusters relied on several data sources and analytical models. ADE defined each cluster as a group of industries at the six-digit NAICS (North American Industrial Classification System) level of detail. NAICS is a system used by government and business to classify business establishments by type of economic activity. The definitions were based in part on past cluster analysis work in the region; a review of the relevant literature on emerging cluster components, including around the “green economy” but also for existing clusters that are evolving based on the SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 23 “value chain” concept; and discussions with cluster stakeholders, including economic development professional in each county who work with these clusters. In order to refine the cluster definitions, ADE conducted selected input-output studies to determine the portion of supplier inputs needed by the core industries in each cluster. For example, this approach helped to define how much of the wholesale industry is engaged by the Agriculture Cluster in the region. In some cases, this analysis led to assigning portions of the NAICS industries to clusters rather than the whole employment amount. The next step was an analysis of employment change for each cluster using the Census of Employment and Wages (CEW) obtained from IMPLAN, (Impact Analysis for PLANning), which provides a consistent data set of employment wages and establishments annually by county. Using this data, ADE calculated not only employment growth rates for each industry in each cluster, but also location quotients and industry shift-share rates using the State of California as the point of reference. The industries in each cluster were organized into groupings – key components – reflecting different types of activities within the cluster (such as manufacturing, wholesale and distribution, services, retail). This way, the performance within the cluster can be differentiated and growth areas better identified. The last major step in the analysis was to use the IMPLAN3 Input-Output (I-O) model to calculate the trade flow data for each cluster for the region as a whole. Using the cluster NAICS definitions to create parallel industry aggregations in the I-O model, ADE estimated the dollar value of total output for each cluster as well as several other production and market factors. For example, the model can be used to estimate the production input requirements for each aggregated cluster. Using the regional purchase coefficients in the model, ADE estimated the portion of these inputs (commodities) that are acquired from within the region and the portion purchased (outsourced) outside of the region (leakage). ADE then evaluated the outsourced dollar amounts using the 2007 Economic Census to determine whether the leakage is sufficient to support full establishments in the supplier industries. ADE also used the I-O model to evaluate the San Joaquin valley as a consumer region, calculating the amount of goods and services produced by the clusters that are actually needed by the population, businesses and institutions in the region. These calculations and related analysis of export trade flows for each cluster led to indicators regarding the destination of intermediate and final products for the clusters in the analysis. A listing of the NAICS codes used to define each cluster is attached in Appendix B. More detailed county employment data for each cluster component may be found in Appendix D. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 24 2.3 CLUSTER INVENTORY This section of the Report documents the primary industry cluster targets and initiatives in the Valley. As noted in the Introduction to this report, the San Joaquin Valley has been a leader in cluster-based strategies for more than a decade. Therefore, one of the first activities of Industry Cluster Action Plan project was to identify and inventory the existing cluster initiatives in the Valley, including the RJI clusters, the Partnership clusters, and individual county clusters; key leaders, participants and resources; types of cluster-based activities; and implementation status of the clusters. This inventory provided a core base for validating the selection of the project’s priority clusters for more detailed economic analysis; engaging partners and stakeholders in review of the cluster analytic findings; and assessing existing and potential implementation capacity. This information also provided a foundation for developing the Industry Cluster Action Plan, including recommendations for the role of OCED, the Partnership and the New Valley Work Groups and their alignment with and support of local and regional priorities and capacities. Emerging cluster initiatives and activities also were incorporated into this inventory and subsequent planning and engagement activities of the project. The economics of clusters are dynamic and ever-changing, as well as the resources and capacity present locally and regionally to engage businesses, partner organizations and stakeholders in developing, leading and supporting cluster initiatives. Cluster analyses, initiatives and activities require periodic updating, renewal and alignment of resources to reflect these important realities, which were a key impetus for this project. The inventory was prepared based on the following activities by ADE and OCED: Ongoing consultation with California Central Valley Economic Development Corporation (CCVEDC) and its members (county economic development organizations). This process led off with participation in CCVEDC’s November 2011 meeting to discuss the purpose of the inventory and to obtain information about local cluster networks or cluster targets; each EDC/agency was asked to review a draft matrix of industry targets or cluster networks prepared by ADE. As a starting point, ADE utilized each EDC’s website to obtain information on targets and initiatives, as well as cluster reports and research to ascertain the most recent analyses and the analytic techniques and methodologies used to prepare the reports and select the targets. ADE subsequently followed up with each EDC to discuss cluster targets/initiatives, activities, research and data bases, capacity issues, and and planned changes. ADE continued to consult with CCVEDC and individual county EDC’s throughout the project to refine the inventory, including most recently at the CCVEDC July 2012 meeting. Ongoing coordination with OCED. As noted, OCED provides leadership and staff support to several cluster efforts and partners, and has been in ongoing consultation with cluster leaders and partners about the status and capacity of existing and emerging cluster initiatives and next steps. The Partnership’s 2010-2011 Annual Report was also a resource on the status of the Work SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 25 Group, as well as the website which contains quarterly updates on most of the Work Groups’ implementation plans. Research, and Interviews and Meetings. ADE conducted several interviews with regional partnership organizations leading or supporting cluster initiatives, including representatives of Central California Workforce Collaborative (CCWC – the Workforce Investment Boards) and the Valley’s Community Colleges (Central California Regional Consortium and the California Community Colleges Committed to Change – C6). ADE also conducted extensive research on local and regional cluster analyses, including county Comprehensive Economic Development Strategies (CEDS) and the Valley-wide CEDS prepared by ADE. ADE participated in several sector- specific meetings and conferences, especially related to the Health and Wellness Cluster. ADE also was a member of the CCWC Advisory Team working on the development of the Public Sector Infrastructure Strategy as a possible Valley-wide cluster initiative. SUMMARY OF CURRENT CLUSTER ACTIVITIES Table 2.3-1 identifies the clusters that have been selected by each County economic development organization as sectors that are competitive or have the potential to be successful in that county. The Table also identifies the key Valley-wide clusters. To recap, the Partnership’s five core New Valley clusters were: agribusiness, including food processing, agricultural technology and ag-biotechnology; manufacturing; supply chain management and logistics; health and medical care; and renewable energy. The key points of the Cluster Inventory can be summarized as follows: Every county has a set of target clusters which guide business retention, expansion and attraction activities; only a few support more formalized cluster initiatives or networks. The Partnership’s New Valley clusters continue to be the most commonly shared cluster priorities across the region. Ongoing organizational support of cluster initiatives or networks is a challenge, especially given the impacts of the recession and local budget cuts. All told, there are approximately fifteen clusters that are targets across the eight counties. The county Economic Development Corporations and county-led economic development agencies are the leads for business retention, expansion and attraction activities regarding these clusters. Fresno County has the most clusters (twelve). Almost every county includes all five of the five New Valley clusters as targeted clusters although there are some local variations within the cluster groups. For example, renewable/clean energy is a priority cluster for almost all of the counties but in Kern County the cluster also includes chemical energy and natural resources, such as oil. In San Joaquin County logistics includes air freight transportation and aircraft maintenance. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics P a g e | 26 Several counties have other clusters of focus that could provide an opportunity for future attention across the Valley, including the water technology cluster (primarily centered in Fresno and Tulare Counties), renewables and recyclables which present an opportunity to expand the potential for manufacturing (San Joaquin County), and entrepreneurship (Stanislaus County). Overall, the types of cluster initiatives vary significantly throughout the Valley, especially with regard to the degree of organizational support; networking of stakeholders and partners; and engagement of employers, especially as “cluster champions” within the context of a cluster strategy implementation plan. While every county has identified a set of target industries for the purpose of focusing business expansion and recruitment activities, only a few have the capacity to support on-going cluster initiatives or networks through staffing and other resources. The most formally organized cluster efforts are in Fresno and Kern Counties. The Regional Jobs Initiative (RJI) has designated private and public sector cluster chairs, and cluster managers, the latter of which are provided by several partner organizations, including the Economic Development Corporation serving Fresno County, OCED, the City of Fresno, Workforce Connection and Fresno State. The RJI clusters are under review as some clusters have been more active than others due to capacity leadership and other issues. Kern County’s clusters are managed by Kern Economic Development Corporation, in a partnership with Kern County and Employers Training Resource. Most counties/EDCs have incorporated cluster analysis as a tool for economic development planning and as a means of selecting target industries, which also are driving education and workforce sector initiatives. Kern County has the most recently updated cluster strategy (2010). Some of the EDCs such as the San Joaquin Partnership have been been refining the targets identified in earlier cluster and target industry analyses to reflect changing market opportunities and to better focus efforts. The level and timing of cluster-related research also varies across the Valley, a challenge that this Project is intended to help address by providing updated, consistent cluster analyses and industry detail for each county. In terms of a Valley-wide focus for ongoing cluster initiatives, the CCVEDC, which also serves as the Partnership’s Economic Development Work Group, has the following cluster priorities in its current role in marketing and business attraction for the Valley: manufacturing, logistics, food processing, and renewable energy. The Partnership’s New Valley regional clusters also have been used to catalyze state and federal investments in the region, especially for innovative approaches to workforce and economic development supporting the region’s cluster priorities. One example is the Partnership’s Valley Legacy project which received discretionary funding from the State to support economy recovery strategies at a series of demonstration sites throughout the Valley, including skills building in emerging areas of opportunity such as the green economy (completed earlier in 2012). SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 27 TABLE 2.3-1 INVENTORY OF EXISTING TARGETED INDUSTRY CLUSTERS BY COUNTY AND VALLEY-WIDE COUNTY Ag, Food Processing, Biotech Clean Energy Health Care/ Medical Equip. Logistics, Distribu- tion Manu- facturing Water Tech Construction Info Tech Software Tourism, Arts & Culture1 Other FRESNO √ √ √ √ √ √ √ √ √ √ Public Sector KERN √ √2 √ √ √ Aerospace KINGS √ √ √ √ √ √ MADERA √ √ √ √ √ MERCED √ √ √ √ √ SAN JOAQUIN √ √ √ √4 √ √3 Manufacturing includes Renewables & Recyclables STANISLAUS √ √ √ √ √ √ Entrepreneurship TULARE √ √ √ √ Valley-Wide Clusters: Manufacturing, Logistics, Food Processing, Renewable Energy (California Central Valley EDC – CCVEDC; C6 – Central California Community Colleges Committed to Change – C6). Energy, Recylables/Renewables (State Energy Sector Partnership Grant, Central California Workforce Collaborative - CCWC) Public Sector Infrastructure (CCWC) Health (Regional Industry Clusters of Opportunity – RICO, CCWC; C6) Notes: 1. Arts and Culture and Tourism clusters are sometimes separate 2. Includes Chemical Energy, and Natural Resources 3. Includes Back Office Activities 4. Includes Air Freight Transportation and Aircraft Maintenance Source: California Central Valley EDC (CCVEDC), County Economic Development Organizations, Central California Workforce Collabor ative (CCWC), ADE. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 28 Regional partners such as the CCWC, which serves as co-partner for the Partnership’s Higher Education and Workforce Development Work Group, and the California Community Colleges, are leverag ing cluster-focused planning and implementation resources for the region for systems change. Two major valley-wide cluster initiatives led by members of the CCWC that are engaging employers and a wide range of network partners are focused on health and public sector infrastructure. They include the Regional Industry Clusters of Opportunity project for the health cluster, managed by the Workforce Connection (Fresno Regional Workforce Investment Board) (for which the CCWC is seeking additional funding), and the Public Sector Infrastructure Strategy managed by the Workforce Investment Board of Tulare County. Other recently-funded Valley-wide education and workforce sector projects are focusing on the agriculture, health, manufacturing, and renewable energy clusters, including the State Sector Energy Grant managed by the Stanislaus Workforce Alliance, and the California Community Colleges Committed to Change (C-6) project, a collaboration of several of the Valley’s Community Colleges, led by the West Hills Community College District. These projects are building institutional capacity to operationalize cluster strategies and will be an important resource for the implementation of the Cluster Action Plan. The cluster inventory documentation process highlighted the difficulty in sustaining cluster-based networking initiatives either at the county or the regional levels, primarily due to resource and capacity issues, also because cluster strategies are collaboration-based and it takes time, effort and trust to build cluster networks, especially across such a large and diverse region as the Valley. Participants in the Cluster Strategy Project planning process articulated that the Partnership has a vital role to play in helping to knit together and support the various cluster opportunities, partners and resources within the framework of shared regional cluster priorities. OCED plays an important leadership and supporting role for implementation of several on-the-ground cluster activities, especially those of the RJI, as well as the overall management of the Partnership’s New Valley Work Groups which, in addition to specific cluster-focused economic, workforce development and higher education activities, address cross-cutting issues that support the overall vitality of the Valley economy. Through the findings of the cluster inventory, partner engagement and consultation, cluster meetings and development of Cluster Action Plan, the Action Plan will provide recommendations for alignment of organizational capacity and resources, especially for OCED and the New Valley Work Groups to advance the Valley’s regionally competitive advantage clusters and support local efforts. Chapter 3 provides a demographic and socioeconomic overview and an overview of the regional economy of the Valley, including overall industry sector jobs trends, and cluster versus non-cluster job growth for the priority regional/local industry clusters. This analysis provides the context for the more in-depth analysis of the region’s priority clusters in Chapter 4. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 29 CHAPTER 3 REGIONAL OVERVIEW The San Joaquin Valley was one of the state’s fastest growing regions during the last decade and this growth is projected to continue in the coming decades. The dimensions and nature of this growth are shaping the landscape of challenge as well as opportunity for the Valley’s future. The Valley’s challenges have been well documented, and have catalyzed unprecedented regional collaboration in response, as exemplified by the mission and endeavors of the California Partnership for the San Joaquin Valley. Reflecting the ongoing dynamics of change in the Valley and conditions as the Valley begins to emerge from the “Great Recession,” this chapter recaps key trends and patterns across the Valley as context for the analysis of key comparative advantage clusters in Chapter 6, and recommendations for the Cluster Action Plan presented in Chapter 7. It includes the following sections: Overview of demographic/socioeconomic conditions and trends as reflected by key indices, including those tracked by the Partnership and the CCVEDC, and interregional workforce flows (commute patterns) based on estimates from the Local Employment Dynamics data. The commute patterns illustrate the “leakage” of San Joaquin Valley workers to jobs outside the region, and the workers that commute into the Valley from other regions for jobs located in the Valley. Overview of the regional economy from 2001 through 2011, including jobs in the Valley, “supersector” employment trends, and cluster performance compared to other sectors of the economy. 3.1 DEMOGRAPHIC/SOCIOECONOMIC OVERVIEW In 2005, the Congressional Research Office prepared an analysis documenting the fact that the San Joaquin Valley receives significantly less Federal Direct Spending than the national or state average, even lower than comparable regions such as the Appalachian Regional Commission area, despite exhibiting many socioeconomic indicators of concern. Among those indicators were high poverty rates, lower median incomes, and high levels of immigrant workers with generally low education levels and limited English language skills. With the formation of the California Partnership for the San Joaquin Valley, the level of state and federal attention to the Valley has increased since 2005. However, economic improvements, particularly in the face of the severe national recession, have been slow to materialize. As shown in Table 5.2-1, the Valley continues to suffer high unemployment rates compared to the state average and per capita and median household incomes are well below state levels. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 30 Along with the Sacramento region, the San Joaquin Valley was the the state’s fast growing region between 2000 and 2010, except for the Inland Empire, adding more than 700,000 new residents over the decade - a growth rate of more than 20 percent, compared to 14 percent for California. 7 Growing racial, ethnic and cultural diversity characterizes California and the Valley is leading the way. Most of the Valley’s population increase was due to growing communities of color, particularly Latinos who i n 2010 comprised 48.6 percent of the Valley’s population, compared to 37.6 percent of California’s population and 16.3 percent of the U.S. population.8 The Valley’s population continued to grow between 2011 and 2012, reaching an estimated population of 4,025,476 in January, 2012, or 10.7 percent of California’s population. All counties except for Kings County experienced growth. If the Valley were ranked as a state, it would be the country’s 27th largest state (based on the 2010 U.S. Census). Population growth will continue to be an economic driver for the region. According to a new estimates prepared for the eight San Joaquin Valley Metropolitan Planning Agencies (MPOs), the region is projected to grow to more than 6 million people by 2040, increasing by more than 50 percent.9 This will increase demand for “employment, production, distribution, and consumption of consumer products, and housing, and logistics and warehousing of consumer products”10 While unemployment rates have dropped in all counties since 2011, in May of 2012 they still ranged from 13.5 percent in Kern County - which has the strongest economy of the Valley’s eight counties – to 17.3 percent in Merced County, compared to 10.4 percent for the State. More than 270,000 residents were unemployed. 11 The number of persons living in poverty was estimated at 19 percent in 2008, compared to 14.5 percent for California.12 The region’s poverty rates continue to be among the highest in the nation, and are present in both urban and rural areas. These conditions reflects lower levels of educational attainment and skills of the Valley’s workforce compared to many other regions, especially when matched to the demands of an increasingly complex and technology-driven global economy and compounding the impacts of the recession, with the implosion of housing, construction and financial sectors hitting the Valley particularly hard. 7 2010 California Regional Progress Report, California Deparment of Transportation and California Strategic Growth Council, p. 8. 8 Toward 2050 in California, A Roundtable Report on Economic Inclusion and Political Participation in the San Joaquin Valley, Center for American Progress, Julie Ajinkya, March 2012, p. 3. 9 San Joaquin Valley Interregional Goods Movement Plan, Task 5, Commodity Growth, Cambridge Systemactics, June 2012, p. 1-3 10 San Joaquin Valley Interregional Goods Movement Plan, Task 1. Existing Conditions Technical Memorandum, Cambridge Systematics, January 2012, p. 3-1. 11 EDD, Labor Market Information Division, Current Economic Statistics Group, June 2012, p. 12 (not seasonally adjusted). 12 2010 California Regional Progress Report, p. 10. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 31 TABLE 3.1-1 VALLEY DEMOGRAPHIC AND SOCIOECONOMIC INDICTATORS 2012 Fresno Kern Kings Madera Merced San Joaquin Stanislaus Tulare Region California % of State Pop. Jan 2012 DOF 945,711 850,006 152,419 152,074 258,736 695,750 519,940 450,840 4,025,476 37,678,563 10.7% Labor Force 2011Annual Ave. 442,100 382,000 61,000 66,400 110,200 297,600 236,600 208,100 1,804,000 18,384,900 9.8% Unemployment Rate 2011 Annual Avg. 16.5 14.9 16.1 15.3 18.3 16.8 16.8 16.6 16.4 11.7 140% Private Sector Jobs 2011 Annual Avg 214,200 171,500 21,100 21,500 40,000 149,100 118,100 74,300 809,800 11,661,800 6.9% Manufacturing Jobs 2011 Annual Avg. 23,900 13,400 4,100 3,000 8,100 17,500 19,900 11,000 100,900 1,245,800 8.1% Per Capita Income ($) 2011 CRS $31,049 $30,041 $26,856 $26,326 $27,156 $31,467 $31,629 $28,058 $29,072 $42,907 67.75% Median Household Income ($) Most current-2010 $45,221 $45,524 $44,609 $48,268 $42,449 $50,011 $48,044 $43,397 $45,940 $57,708 80% K-12 Enrollment 2011-2012 195,980 175,627 29,328 30,525 55,035 137,161 105,455 99,115 828,226 6,217,883 13.3% SAT Scores (Avg.)DOE 2010 1,412 1,439 1,369 1,424 1,383 1,355 1,495 1,397 1,409 1,513 93% Taxable Sales ($ 000s) (2010) DOF 10,154,26 5 11,057,910 1,188,331 1,201,908 2,134,070 7,602,090 6,098,614 4,496,880 43,934,068 477,347,986 9.20% Median Home Price ($) 2011 Annual Avg. CRA $145,000 $125,000 $135,000 $130,000 $112,000 $157,000 $130,000 $124,500 $132,312 $258,275 51.2% Source: California Department of Finance, DOE, US Bureau of Labor Statistics, edd.ca.gov updated 5-16-12 by California Central Valley EDC 661-366-0756 SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 32 In spite of lower levels of average median income in the Valley than in the state as a whole, over the last decade median household income grew throughout the Valley, increasing by over 30 percent, generally consistent with statewide trends. According to the San Joaquin Valley Interregional Goods Movement Plan, they are projected to nearly double by 2040. “Continued increases in household income will increase demand for consumer products, food, waste and other commodities exported from and imported to the Valley.”13 Combined with population and labor force growth, the Report also noted that “these trends will create pressure on the transportation system, as well as contribute to increasing congestion, emissions, and air quality concerns.” Measures of personal, community, and environmental health and well-being in the Valley related to these and other trends and conditions, including lack of access to clean air and water, healthy foods, and recreation and health services for many communities, are well documented. For example, residents in the San Joaquin Valley have less access to primary health care, and have higher levels of diagnosed asthma and pollution-related hospitalizations and higher percentages of overweight and obese population than the state as a whole. (See the California Partnership for the San Joaquin Valley 2010- 2011 Report and the 2010 California Regional Progress Report.) Research by the Central Valley Health Policy Institute, the UCSF-Fresno School of Medicine, the Center for Race, Poverty and the Environment, the, Center for Regional Change (U.C. Davis) and others have also documented the disparities in health outcomes for within the Valley, especially for communities of color. While highly challenging, the Partnership and many leadership, business and community partners throughout the Valley are endeavoring to address these trends and conditions through innovative and inclusive regional collaboration initiatives across many inter-related areas. As will be described in the Section 4 of the report on Cluster Findings, these circumstances also present significant economic and job creation opportunities through meeting these challenges by strategies and actions to advance the Valley’s key competitive advantage clusters. Examples include increasing access to healthy f oods by expanding regional and local food systems (Agriculture Cluster); expanding wellness and prevention activities and services (Health and Wellness Cluster); and improving the sustainability and quality of water resources (Water Technology Cluster). WORKFORCE COMMUTE PATTERNS According to the California Employment Development Department, the Valley had approximately 1.2 million jobs in 2011 and 1.5 millon employed workers (whether their jobs are in or outside of the Valley). The new Local Employment Dynamics (LED) Partnership between the states, the U.S. Bureau of Labor Statistics and the U.S. Census Bureau integrates several sources of information on jobs, workers and local economics. One data set relates to labor flows (commute patterns) for the 2010 workforce, depicted in Tables 3.1-2 and 3.1-3. From a workforce perspective, the San Joaquin Valley economy has a 13 San Joaquin Valley Interregional Goods Movement Plan, p. 2-1. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 33 very mobile workforce of both in and out-commuters. Viewing available LED data for a substantial sample of the jobs and workers, it is clear that the Valley is exporting labor to adjacent metropolitan areas – Sacramento to the north, the San Francisco Bay Area to the west and the Los Angeles metropolitan area to the south. This has been a significant trend over the past two decades based on bo th the Valley’s housing affordability compared to the Bay Area and other metropolitan areas, and the lack of adequate jobs in the Valley for the growing workforce. Table 3.1-2 shows the residential location of workers who held approximately 1.2 million jobs in the San Joaquin Valley in 2010. As an example starting with Fresno County at the upper left of the table, 234,356 workers who lived in Fresno County also worked in the County. Further down the column, 11,527 Fresno jobs were occupied by workers coming from the north in Madera County and 13,659 by commuters from the south in Tulare County. Below the eight San Joaquin counties, the major areas of workers commuting in for San Joaquin Valley for jobs starts with the Central Coast. Workers commuting in from the Bay Area and from Los Angeles were about equally split at about 13,000 and 12,000, respectively. In Kern County, the commute in by workers in the south from the Greater Los Angeles area was much larger, at 29,155 workers. Fresno and Kern also had substantial number of workers commuting in from the Central Coast, at 5,078 and 4,557, respectively. For counties to the north end of the Valley, such as San Joaquin and Stanislaus, the in-commute was predominantly from the Bay Area, with Sacramento a close second. All told, an estimated 18 percent of the jobs in the Valley (almost 216,000 jobs) were held by workers living outside the Valley. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 34 TABLE 3.1-2 IN-COMMUTE CENTRAL VALLEY JOBS - LOCATION OF WORKER RESIDENCE Place of Residence Jobs Location Fresno Kern Kings Madera Merced San Joaquin Stanislaus Tulare Total Fresno 234,356 4,015 5,229 8,307 2,724 2,411 3,338 12,779 273,159 Kern 4,626 185,787 827 282 383 292 593 6,279 199,069 Kings 6,719 1,960 21,755 206 193 231 368 4,168 35,600 Madera 11,527 373 388 20,143 1,848 720 922 692 36,613 Merced 4,067 500 184 1,787 39,489 2,670 11,621 683 61,001 San Joaquin 2,502 436 243 307 974 118,599 12,483 737 136,281 Stanislaus 3,129 699 232 545 7,041 15,520 100,777 871 128,814 Tulare 13,659 8,802 5,252 600 534 700 1,081 92,705 123,333 Central Coast 5,078 4,557 702 660 1,087 2,262 2,330 1,895 18,571 Greater Los Angeles 12,048 29,155 1,499 1,082 1,855 6,554 2,791 9,587 64,571 Sacramento MSA 5,864 1,161 312 517 1,298 17,280 5,480 1,375 33,287 SF Bay Area 13,092 3,237 912 1,244 3,113 23,268 12,441 3,627 60,934 Other 7,901 6,528 798 1,553 2,591 9,591 6,154 3,320 38,436 Total 324,568 247,210 38,333 37,233 63,130 200,098 160,379 138,718 1,209,669 Source: Local Employment Dynamics, U.S. Census Bureau, Applied Development Economics Table 3.1-3 shows the commute pattern for the LED data’s estimated 1.3 million workers in the San Joaquin Valley in 2010. Based on the sampling process, the LED estimate is less than EDD’s data on the number of employed workers residing in the Valley but is illustrative of the commute patterns. Twenty- four percent of employed persons in the Valley commuted to jobs outside the region (almost 322,000 workers). In Fresno County, the out-commute to the Bay Area and Los Angeles was larger than the in- commute from those areas. This was true for nearly all the commute patterns described above. The San Joaquin Valley is a net exporter of labor, due to the lack of well-paying jobs for the size of its labor force. The net jobs gap based on the estimated LED data was at least eight percent in 2010 (106,000 jobs) and was likely larger. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 35 TABLE 3.1-3 OUT-COMMUTE CENTRAL VALLEY LABOR FORCE - LOCATION OF JOBS Place of Job Labor Force Fresno Kern Kings Madera Merced San Joaquin Stanislaus Tulare Total Fresno 234,356 4,626 6,719 11,527 4,067 2,502 3,129 13,659 280,585 Kern 4,015 185,787 1,960 373 500 436 699 8,802 202,572 Kings 5,229 827 21,755 388 184 243 232 5,252 34,110 Madera 8,307 282 206 20,143 1,787 307 545 600 32,177 Merced 2,724 383 193 1,848 39,489 974 7,041 534 53,186 San Joaquin 2,411 292 231 720 2,670 118,599 15,520 700 141,143 Stanislaus 3,338 593 368 922 11,621 12,483 100,777 1,081 131,183 Tulare 12,779 6,279 4,168 692 683 737 871 92,705 118,914 Central Coast 5,574 4,665 955 1,002 2,763 2,986 2,495 2,755 23,195 Greater Los Angeles 16,969 51,192 3,929 1,342 2,333 8,407 4,276 10,875 99,323 Sacramento MSA 6,917 1,701 895 1,173 2,468 17,582 7,247 2,513 40,496 SF Bay Area 16,040 2,924 1,351 3,049 10,505 61,106 30,342 3,812 129,129 Other 5,215 6,735 799 1,342 1,851 6,846 4,465 2,333 29,586 Total 323,874 266,286 43,529 44,521 80,921 233,208 177,639 145,621 1,315,599 Source: Local Employment Dynamics, U.S. Census Bureau, Applied Development Economics 3.2 OVERVIEW OF REGIONAL ECONOMY 2001-2011 The San Joaquin Valley began the decade in 2001 with about 1.2 million jobs in both the public and private sectors, excluding self-employment. As shown in Figure 3.2-1, employment grew steadily but slowly until 2005 when the region gained more than 40,000 jobs in the one year, compared to a growth of 13,500 in 2004. Job growth continued at an accelerated rate through 2007 when it reached a peak of more than 1.35 million jobs. During the recession between 2008 and 2010, the Valley lost 92,000 jobs and the total job level fell to 2004 levels. In 2011, the Valley added 1,100 jobs overall to begin what is anticipated to be a slow recovery. This pattern is unlike some other regions such as the Bay Area which have posted strong job gains over the past year and are leading the State’s economic recovery.14 14 “July Jobs Report,” Steve Levy, Center for the Continuing Study of the California Economy, August 17, 2012. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 36 FIGURE 3.2-1 SAN JOAQUIN VALLEY EMPLOYMENT TRENDS, 2001- 2011 All told, net job growth over the last decade was approximately 44,000 jobs, for a 3.6 percent rate of growth. Non-farm private sector jobs increased by 25,700 over this period, while public sector jobs increased by 11,700; the balance of job growth (6,700 jobs) was in farm industries which are counted separately. From 2010 to 2011, private sector jobs (farm and non-farm) both increased while public sector jobs decreased, a trend that has occurred since 2008, primarily in local government jobs. Over this period, more than 13,000 public sector jobs have been lost, reflecting the severity of the state and local budget crises. As noted in Section 3.1, there are more employed workers residing in the Valley than jobs available, leading to significant levels of out-commuting. Figure 3.2-2 illustrates how the major sectors in the economy performed during this period (detailed data may be found in Table 3.3-1). They are considered “Supersectors” as they include groupings of industry sectors. For example, “Trade, Transportation and Utilities” includes Retail Trade, Wholesale Trade, Transportation and Warehousing, and Utilities. Professional and Businesses Services includes Professional, Scientific and Technical Services, Administrative Services (including Waste Management and Remediation Services), and Management of Companies and Enterprises. San Joaquin Valley Region 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Total All Industries 1,212,200 1,227,600 1,240,300 1,253,800 1,295,500 1,327,500 1,346,900 1,338,700 1,267,100 1,254,100 1,256,200 Source: California Employment Development Department, Quarterly Census of Employment and Wages (CEW) SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 37 The figure uses “bubbles” to show: The size of the sector by number of jobs - the bigger the bubble the larger the sector The growth of the sector – the vertical axis at zero (O) percent is the starting point; a bubble to the left of this axis displays negative growth or less jobs, while a bubble to the right of the axis displays positive growth during 2001-2011 period The concentration of the cluster or Location Quotient – the Location Quotient (LQ) is a measure calculated as a ratio that regional economists use as a way to compare industrial activity levels across different areas. In this case, the LQ compares the concentration of employment in the Valley to the state, in order to identify specialization in the regional economy. The horizontal axis at 1.0 (100 percent) represents parity with state levels. Above 1.0 represents the increased degree of specialization in the Valley. It also helps to identify the export orientation of an industry, emerging export industries that could bring more money into the region, or industries facing decline that could erode the region’s economic base (sources: U.S. Bureau of Labor Statistics, EMSI – Economic Modeling Specialists Int.). Not surprisingly, the Agriculture sector, at the top of the chart, is six times more concentrated in the San Joaquin Valley than it is statewide, although it had little net growth from 2001 to 2011. Agriculture actually entered the past decade on a down note, dropping from 202,400 jobs in 2000 to 172,100 in 2004. From there it began to grow again and reached 191,700 in 2008. It had only one down year in the recession, losing 11,300 jobs in 2009, but then has added jobs again in both 2010 and 2011. The performance of the Agriculture sector has been very strong from an economic standpoint, especially in terms of exports. Employment is affected by technology, immigration and other issues. The dynamics within the components of the sector are discussed in greater detail in Chapter 4.1 Agriculture Cluster. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 38 FIGURE 3.2-2 SAN JOAQUIN VALLEY EMPLOYMENT TRENDS BY SUPERSECTOR, 2001-2011 Most of the other sectors were close or slightly below the state levels of employment concentration. The sectors which are comparable to state levels including trade, goods movement and logistics, food processing (manufacturing), energy, education and health and education services. Government employment was slightly more concentrated. The sectors that had the most rapid net growth during the 2001-2011 period were Education and Health Services, with health as the largest component; Hospitality; and Trade, Transport and Utilities. Most of these sectors had a pattern similar to the overall job base, with growth through 2007 and then a leveling off with a small job gain between 2010 and 2011. Trade, Transportation, and Utilities was the second fastest growing supersector. While retail trade comprised almost 60 percent of the sector in 2011, the fastest rates of growth were in wholesale trade and transportation, warehousing and utilities. This is due to the fact that more than 44 percent of jobs in the Valley are associated with goods-movement dependent industries. In addition to transportation and utilities, and wholesale and retail trade, these industries include agriculture, manufacturing (especially food manufacturing and processing), mining and construction.15 15 San Joaquin Valley Interregional Goods Movement Plan, Task 1: Existing Conditions Assessment Technical Source: California Employment Development Department, Quarterly Census of Employment and Wages SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 39 Leisure and Hospitality was the next fastest growing sector, followed by Professional and Business Services sector. Additional employment data detail from the IMPLAN analysis shows that within this latter sector, Professional, Scientific and Technical Services represented 36 percent of the sector’s employment in 2011 and was the fastest growing subsector, growing approximately 30 percent over th e decade. This may reflect an increase in the diversification of the regional economy and the ability to provide more of these types of services within the Valley than in the past. Government, which is the single largest employment sector, continued to lose jobs between 2010 and 2011 but still ended up at a job level similar to where it was in 2006. Manufacturing, consistent with national trends, had an overall decline but there has been growth within some subsectors which is discussed in Chapter 4 regarding the various clusters. Natural Resources and Construction, of which construction was more than 75 percent of the cluster in 2011, lost 40,000 jobs between peak employment in 2006, and 2011. Losses in construction and financial services were tied to the implosion of the housing market and financial market crises. SAN JOAQUIN VALLEY’S CLUSTER-BASED ECONOMY Industry clusters provide a more functional and comprehensive way of viewing the regional economy. The main industry clusters in the San Joaquin Valley are depicted conceptually in Figure 3.2-3 and are described in detail in the next Chapter 4 of the report. Unlike Figure 3.2-2 above, this conceptual portrait of the economy conveys the relative size of the clusters in 2011 and their interrelationships but does not indicate growth or change dynamics. From a functional standpoint, the clusters in the upper part of the chart are generally the export industries that draw income and wealth into the regional economy, which in turn supports the local serving sectors shown underneath the cluster, including retail, services and local education. All of these industry clusters in turn are supported by the economic foundations including infrastructure, workforce, capital, the regulatory framework, research universities, quality environment, vibrant communities and all the factors that contribute to the region’s quality of life. Memorandum, Cambridge Systematics, Inc., January 2012, pp. 4-4 – 4-5. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 40 TABLE 3.2-1 SAN JOAQUIN VALLEY EMPLOYMENT TRENDS, 2001- 2011 Industrial Supersectors 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Total Farm 180,900 176,500 178,300 172,100 180,700 182,800 186,900 191,700 180,400 184,500 187,100 Mining, Logging, and Construction 72,900 73,900 78,700 85,200 94,100 98,400 89,100 77,500 60,500 56,200 58,600 Manufacturing 111,600 110,300 112,300 113,100 112,900 113,200 115,100 114,200 105,400 101,700 100,900 Trade, Transport & Utilities 208,200 212,300 216,300 219,500 227,700 235,000 239,600 234,400 221,400 221,100 223,800 Information 16,400 15,800 15,300 16,100 15,500 15,100 15,100 15,500 13,500 12,300 11,700 Financial Activities 44,100 45,300 46,200 46,200 47,700 49,200 48,800 47,300 44,200 41,800 41,100 Professional & Business Services 95,500 95,400 94,900 97,900 101,500 106,100 107,100 105,500 97,300 95,000 95,600 Educational & Health Services 113,000 118,200 122,500 124,800 128,000 131,500 138,100 142,400 143,200 145,600 148,500 Leisure & Hospitality 86,700 88,500 89,000 91,900 95,900 100,200 102,400 101,900 97,900 96,600 97,000 Other Services 36,100 37,200 36,300 36,100 36,500 36,200 37,500 36,800 34,800 33,900 33,100 Government 247,500 254,100 251,000 251,200 255,600 260,300 267,500 272,400 268,800 265,500 259,200 Total All Industries 1,212,900 1,227,500 1,240,800 1,254,100 1,296,100 1,328,000 1,347,200 1,339,600 1,267,400 1,254,200 1,256,600 Source: CA Employment Development Department SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 41 FIGURE 3.2-3 SAN JOAQUIN VALLEY REGIONAL ECONOMY, 2010 Clusters are important because they are the economic drivers that propel the economy forward and are the source of innovation and regional competitiveness needed to enhance economic prosperity. As shown in Figure 3.2-4, the six major clusters in the regional economy (combining manufacturing and excluding construction) constituted 41 percent of the jobs in the region and also supplied a similar amount of job growth during the 2001-2010 period.16 FIGURE 3.2-4 CLUSTER VS NON-CLUSTER EMPLOYMENT GROWTH, 2001-2010 16 Detailed data needed to analyze the clusters is not yet available for 2011. Also, construction is excluded from these figures due to the circumstances of the recession that decimated this industry in the past several years. Source: IMPLAN CEW, Applied Development Economics Source: IMPLAN CEW, Applied Development Economics SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 42 In contrast, the other industry sectors shown in the middle of Figure 3.2-3 comprise about 38 percent of the jobs in 2011 but only supported 15 percent of the job growth during the decade. Since government was actually a growth sector in the Valley during this period, the figures are even more pronounced if we look just at the private sector economy. In that view, shown in the right hand side of Figure 3.2-4, the clusters represented 52 percent of the employment but produced 73 percent of the private sector job growth. Table 3.2-2 shows the detailed growth and decline within the various components of the clusters. Among the clusters, Health and Wellness provided most of the job growth followed by Agriculture and then Logistics. Manufacturing, Water Technology, and Energy all showed net cluster job losses, although energy-related research was a growth area in the Valley during the last decade. Manufacturing has components within all the other clusters, with the balance being “diversified manufacturing.” As noted, there has been growth in food processing, a subcomponent of overall manufacturing. TABLE 3.2-2 CLUSTER EMPLOYMENT GROWTH COMPARED TO NON-CLUSTER GROWTH, 2001-2010 Cluster Components and Other Economic Sectors Regional Employment-- 2001 Regional Employment-- 2010 Change in Regional Employment 2001 to 2010 Agriculture Cluster Total 280,905 289,014 8,109 Support 116,076 119,394 3,318 Production 87,532 81,795 -5,737 Processing and Packaging 57,499 62,579 5,080 Distribution 19,798 25,246 5,448 Health and Wellness Cluster Total 105,497 128,178 22,681 Services Delivery 93,477 114,585 21,108 Medical Device Manufacturing 1,675 1,269 -406 Pharmaceutical 127 311 184 Supplies and Support Services 1,347 2,434 1,087 Wellness and Fitness 8,871 9,579 708 Logistics 28,803 31,429 -12,474 Diversified Manufacturing 43,903 29,503 -14,400 All Manufacturing 111,786 101,382 -10,404 Water Technology 3,651 2,668 -983 Energy Cluster Total 35,823 33,353 -2,470 Energy Core 33,837 30,846 -2,991 Energy Related - Services 82 78 -4 Energy Related - Research 1,904 2,429 525 All Clusters Subtotal 498,582 516,035 17,453 Other Private Sector 466,118 472,565 6,447 Government 247,500 265,500 18,000 Total Employment 1,212,200 1,254,100 41,900 Source: ADE SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 43 BROADBAND: THE ENABLING INFRASTRUCTURE FOUNDATION The previous section referenced the economic foundations that support all of the Valley’s clusters. The definition of 21st century infrastructure includes broadband as a critical platform for regional growth and competitiveness. USDA Rural Development, California is one of the lead federal partners for the Strong Cities, Strong Communities “SC2” Pilot Project for Fresno. The federal project team works with local government, the private sector and other institutions such as the Partnership and OCED to leverage federal resources and encourage economic growth and community development, drawing upon regional economic underpinnings. This includes advanced communications services supported by broadband infrastructure and deployment. The Valley has many unserved and underserved areas in terms of broadband infrastructure, especially in rural areas, and lags in access to and adoption of broadband technologies (digital literacy). OCED received funding from the California Public Utilities Commission to develop and implement a regional broadband strategy to address these gaps. This effort is led by OCED through the San Joaquin Valley Regional Broadband Consortium, which serves as the Partnership’s Advanced Communications Services Work Group. USDA Rural Development, California is collaborating with the Consortium and the California Emerging Technology Fund on the strategy. Special Projects Lead Robert Tse provided the Partnership with an illustration of how broadband is the enabling foundation for both the clusters and the cluster foundations. Widespread broadband infrastructure and deployment will enable the adoption and use of innovative technologies for new Ag Technology, as shown below, for production, food safety, sustainable use of energy and water resources, and reduced impact on the environment. It will enable innovation in other clusters such as Health and Wellness and Logistics, and support improved access to education and other services, direct market access to global markets, and improved public safety. Source: Robert Tse, USDA Rural Development, California, Special Projects Lead SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 44 CHAPTER 4 KEY CLUSTER AND OVERALL CLUSTER LEAKAGE FINDINGS Chapter 4 provides a detailed analysis of the six Regional Industry Clusters of innovation summarized above in Table 3.2-2: Agriculture Health and Wellness Logistics Manufacturing Water Technology Each section includes: The definition of the cluster (as grouped by NAICS codes), and subcomponents for most of the clusters. Number of jobs (size of the cluster), rate of employment growth, and concentration compared to the state (location quotient), and geographic concentration by County. Trade flow information which describes the output for each cluster (commodity value), supplier purchases/inputs required to support the output for each cluster (business to business), and total regional demand from consumers (households, governments, non-cluster businesses). “Leakage” outside the region of supplier purchases/production inputs required for cluster output. This leakage represents an important economic development opportunity for these leakage gaps to be filled through retention, expansion and start-ups of local firms or attraction of new firms. ADE has identified the commodity areas that offer potential priority targets, based on further analysis. Aggregation of supplier purchases/production inputs across the clusters which provides additional economic development potential, when brought to higher levels of scale. There is also discussion of the potential for public sector infrastructure investments to support a Valley-wide construction cluster, based on the economic and workforce analysis and regional workforce strategy prepared in 2011-2012 on behalf of the Central California Workforce Collaborative (CCWC). SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 45 4.1 AGRICULTURE CLUSTER Agriculture is the heart of the economy in the San Joaquin Valley and a major contributor to the California economy, including through the rich diversity of its products, continuing innovation, and th e strengths of the Valley’s global exports. According to an analysis by the Central California Region Center of Excellence (California Community Colleges), the statewide economic impact of the agriculture “value chain” (discussed in detail below) - calculated on both employment and industry output - reached more than $300 billion in 2008.17 California’s agricultural industry leads the United States in both production and exports. In 2010, California had an agricultural farmgate value of more than $37.5 billion, and exports valued at $12.8 billion, 14 percent of U.S. total agricultural exports.18 Recently published research provided by USDA Rural Development California using data from the National Agricultural Statistics Service (NASS) shows the San Joaquin Valley dominates California crop production, with Fresno County leading the way. The Valley produced 56 percent of all crops grown in California in 2010, including 56 percent of field crops, 61 percent of state fruit and nut production, and 87 percent of livestock products (see Figure 4.1-1). 19 The Centers of Excellence estimated in another report that the Valley also garnered 28.7 percent of food processing employment in the state in 2011, highest among all the state’s regions.20 FIGURE 4.1-1 SAN JOAQUIN VALLEY SHARE OF CALIFORNIA CROP PRODUCTION, 2010 17 Agriculture Value Chain, Environmental Scan, Center of Excellence (Modesto Junior College) June 2011, p. 10. 18 San Joaquin Valley Regional Economic Summit, Issues, Opportunities and Recommendations, USDA ERS Estimate, p. 1 Background, California Partnership for the San Joaquin Valley, March 29, 2012. 19 2010 USDA National Agricultural Statistics Service (NASS), provided at SJV Regional Economic Summit, March 29, 2012. 20 Food Manufacturing in California, California Community Colleges Centers of Excellence, 2010, p. 9. Source: USDA, National Agricultural StatisticService. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 46 Acknowledging the importance of the Agriculture Cluster to the Valley (and California) economy, the Partnership focused on the Agriculture Value Chain at the first San Joaquin Valley Regional Economic Summit in March of 2012. The report prepared for the Summit Issues, Opportunities and Recommendations is used to provide the recommendations for the Cluster Action Plan in Chapter 5. This chapter provides more in-depth economic information on the Valley’s Agriculture Cluster to support Action Plan implementation at both the Valley-wide and county levels. AGRICULTURE CLUSTER COMPONENTS The Valley’s Agriculture Cluster is a complex mix of both agricultural commodity producers and food processors, and also a wide variety of related support industries, logistics and transportation systems, and related research and business activities in water technology, energy and other related manufacturing. Raw commodities and resources pass through a series of systems that add value at each stage and result in not only food products but energy feedstocks, bio-medical products, fiber materials and other outputs. This value-added process constitutes the conceptual basis for the Agriculture Value Chain, illustrated in Figure 4.1-2. It also illustrates the “Cluster Foundations” such as a trained workforce, transportation and broadband infrastructure, availability of financing, and a productive regulatory process that are critical elements in supporting the success of the cluster (and all Valley clusters). FIGURE 4.1-2 AGRICULTURE VALUE CHAIN SECTORS Source: Applied Development Economics SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 47 For purposes of this analysis, the Agriculture Cluster is comprised of the following four industry components: CLUSTER COMPONENTS INDUSTRY TYPES Support Agricultural services, farm contract labor, farm equipment and other manufacturing, utilities, professional services, repair services, marketing, research and development, and resource conservation and management Production Crop and livestock production, poultry and egg production, ornamental/nurseries, forestry, fishing, and hunting Processing and Packaging Food product and packaging, manufacturing, dairy, wine, beer and other beverages, and non-food commodities such as cotton Distribution Wholesale trade, retail trade, transportation, warehousing, and sales, including imports/exports The specific industries that are included in each cluster component as defined by their NAICS codes for the cluster economic analysis are included in Appendix B. The economic analysis does not capture all of the inter-related elements shown in Figure 4.2-1. The Value Chain graphic is a broader conceptual representation of the evolving dynamics of agriculture and its interconnectedness to multiple facets of the Valley’s economy and quality of life, including its potential to address multiple issues and chall enges such as health and nutrition, food insecurity, water supply and quality, air quality and conservation and management of important resources. The figure does illustrate that the cluster has existing or potential connections to other clusters such as Health, Water Technology, Clean Energy and Tourism. The other cluster analyses capture some but not all of this related employment and economic out-put. Other important activities such as research and development conducted through the public university system and supported by state and federal agencies also are not captured in the cluster analysis and merit additional exploration. Broadband will further support the opportunity for development of a Valley “Ag Tech Cluster.” The Action Plan should capitalize on the potential for the Agriculture Cluster to be an even more catalytic economic driver for innovation and new business and job creation in the Valley, which in turn will improve the region’s environmental and health outcomes and help it comply with environmental requirements such as meeting federal air quality standards. As described in the Regional Economic Summit report, “In addition to its role as an agriculture powerhouse in the international arena, the Valley is a potentially burgeoning market for locavores, or those interested in buying locally grown foods. Whether the incentive is freshness, economic development, food safety, food resilience, healthy ecosystems, minimization of carbon footprint, or simply the desire for stronger community, the demand for regional foods is booming.”21 21 San Joaquin Valley Regional Economic Summit, ibid., p. 1 Background. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 48 The Value Chain figure notes two tracks of cluster foundations may be needed – one for large producers and one for small to mid-sized producers – since currently, as documented in the Regional Economic Summit Report, the increase in local and regional demand not being met in California through existing production and distribution channels. “Bringing much of that value chain activity back to California will help produce jobs for both our urban and rural communities.”22 The Valley is well-positioned to “capture the value chain.” Next sections of this chapter describe the employment, output and input indicators and the economic development opportunies for the Valley’s Agriculture Value Chain Cluster. EMPLOYMENT INDICATORS As described in Chapter 3, Agriculture is the largest cluster in the Valley. It is challenging to account for all of the agricultural-related employment in the Valley across the four cluster components, for several reasons. These include: the seasonal nature of employment, especially in production; the fact that many workers are undocumented and are not included in the job counts; and the categorization of contract labor as being in the “Support” cluster component rather than in the “Production” component, even though many in this workforce are actually working on production activities – this is due to the federal classification of contract labor as a support service. Table 4.1-1 presents Agriculture Cluster Employment trends across the four Cluster components from 2001 through 2010, including employment changes and rate of growth, concentration (compared to the state), and shift-share (a ratio derived from the region’s rate of growth compared to that of the state). The table is followed by a summary of key trends in the Cluster: TABLE 4.1-1 AGRICULTURE CLUSTER EMPLOYMENT INDICATORS, 2001-2010 22 Ibid, p. 2 of Background. Cluster Component Employment 2001 Employment 2010 Employment Change 2001 to 2010 Percentage Change 2001 to 2010 Location Quotient 2010 Shift- share Support 116,076 119,394 3,318 2.9% 5.50 -0.53% Production 87,532 81,795 -5,737 -6.6% 4.93 2.61% Processing and Packaging 57,499 62,579 5,080 8.8% 3.26 19.00% Distribution 19,798 25,246 5,448 27.5% 1.98 12.13% Agriculture Cluster Total 280,905 289,014 8,109 2.9% 4.12 4.87% Source: Source: ADE; data from IMPLAN CEW/ES202 County Employment Database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 49 The Agriculture Cluster accounted for over 289,000 jobs in the San Joaquin Valley in 2010 - 23.1 percent of overall regional employment. The Cluster accounted for 19.7 percent of the overall regional job growth that occurred between 2001 and 2010. As a whole, the Cluster grew by 2.9 percent between 2001 and 2010, faster than across the rest of California. During this period, the Cluster added more than 8,100 jobs. All cluster components except for production grew during this period. The processing and packaging and distribution components outperformed the State’s growth in these two components, in terms of relative rate of growth (shift-share). Related to the issue regarding categorization of production versus support-related employment, the Valley’s production component included 61,400 farm labor jobs in 2010, down from 70,600 in 2001, while the support component included 73,200 jobs classified under the NAICS code for “Farm Labor Contractors and Crew Leaders,” up from 67,000 in 2001. All of these support jobs are engaged in farm production, so on a combined basis the net loss of farm production employment was about 3,000 jobs rather than the 5,700 indicated in Table 4.1-1. The concentration of employment in the overall Agriculture Cluster was four times the statewide average. The concentration for all of the cluster components was significantly greater than the statewide average (Figure 4.1-4). As indicated in Chapter 3, Figure 3.2-2, “Agriculture” sector employment as defined by EDD was nearly six times more concentrated in the Valley than the state; however, this does not account for the distribution and processing systems that are part of the Cluster and are more widely distributed in other parts of the state – indicating that some value-added aspects of the Cluster are occurring outside of the region. Figure 4-1.-3 illustrates the size, concentration and growth rate for the four Agriculture Cluster components from 2001 through 2010. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 50 FIGURE 4.1-3 SIZE, CONCENTRATION AND GROWTH RATE FOR AGRICULTURE CLUSTER COMPONENTS, 2001- 2010 GEOGRAPHIC CONSIDERATIONS Figure 4.1-4 illustrates the growth trends geographically of the overall Agriculture Cluster by each county in the Valley, Figures 4.1-5 through 4.1-8 show the detail by each Component for each county. FIGURE 4.1-4 AGRICULTURE CLUSTER SIZE, CONCENTRATION AND GROWTH RATE BY COUNTY, 2001-2010 Source: ADE, Inc.; data from IMPLAN CEW/ES202 County Employment Database Source: ADE, Inc.; data from IMPLAN CEW/ES202 County Employment Database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 51 The Agriculture Cluster had the largest employment groupings in Fresno, Kern, San Joaquin, Stanislaus, and Tulare counties, with each county accounting for more than 34,000 jobs. Fresno County has the largest employment, followed by Kern County and then Tulare County. Tulare County had the fastest rate of growth, followed by Kern County, Kings County and Madera County. Fresno, Merced and Stanislaus counties all experienced job loss within the Cluster, while San Joaquin County had a small level of growth. The job concentration compared to the state was highest in Tulare County; however, the concentration factors are well above the statewide average in all of the Valley’s counties. The following summarizes key trends and characteristics for the eight counties for each of the four cluster components, followed by four figures (Figures 4.1-5 through 4.1-8) with graphical illustration. Support industries were highly concentrated in Tulare, Madera and Kern counties, followed by Fresno and Kings counties, as shown in Figure 4.1-5. All counties were above the state level. These three counties also had the fastest rates of growth. Fresno, Kings and Stanislaus counties saw a loss of employment, with Stanislaus County having the largest rate of loss. A number of the counties were highly concentrated in production activity, which includes crop production. However, only Madera and Kings County showed positive relative growth rates (Figure 4.1-6). San Joaquin County had the largest loss of employment, followed by Fresno County. As noted earlier in this chapter, production activity was understated due to the way contract labor is categorized. The processing component was most concentrated in Stanislaus, Merced and Kings Counties (Figure 4.1-7). Along with Kings County, Tulare and Kern counties showed the highest relative growth in processing activity. Employment growth was minimal or small in Stanislaus, Fresno and San Joaquin counties, while Merced and Madera counties both lost some employment in this component. Distribution activity was most concentrated in San Joaquin and Merced counties, while Kern Madera, San Joaquin and Kern counties showed the fastest relative growth rates in this cluster component (Figure 4.1-8). This cluster component, while the smallest, had the fastest rates of growth overall. Only Kings County has a loss of employment in this component. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 52 FIGURE 4.1-5 AGRICULTURE CLUSTER SUPPORT COMPONENT BY COUNTY, 2001-2010 Source: ADE, Inc.; data from IMPLAN CEW/ES202 County Employment Database FIGURE 4.1-6 AGRICULTURE CLUSTER PRODUCTION COMPONENT BY COUNTY Source: ADE.; data from IMPLAN CEW/ES202 County Employment Database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 53 FIGURE 4.1-7 AGRICULTURE CLUSTER PROCESSING COMPONENT BY COUNTY, 2001-2010 FIGURE 4.1-8 AGRICULTURE CLUSTER DISTRIBUTION COMPONENT BY COUNTY, 2010 ` Source: ADE, Inc.; data from IMPLAN CEW/ES202 County Employment Database Source: ADE, Inc.; data from IMPLAN CEW/ES202 County Employment Database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 54 TRADE FLOW INDICATORS This section presents information on the regional trade flows – outputs, supplier inputs required to produce the Agriculture Cluster’s outputs, and the gaps in regional supplier purchasing that represent potential economic development opportunities in terms of filling the sales leakage out of the region. This information is based on an analysis of the IMPLAN data for 2010, the most recent year available. As shown in Figure 6.1-9, the total commodity value of the Valley’s Agriculture Cluster (inclusive of core production and processing and selected distribution and support sectors) was $56.6 billion in 2010. The Cluster’s foreign export value was $6.8 billion, while another $34.4 billion in cluster commodities was sold domestically elsewhere in the US. About $15.4 billion of the Cluster’s “output” was consumed within the region, some as intermediate inputs for value-added food products (food processing/manufacturing) and some as final food products to consumers (more on this below). FIGURE 4.1-9 AGRICULTURE OUTPUT, 2010 The supplier purchases required for production inputs for the Agriculture Cluster had a total value of $40.8 billion in 2010, of which $20.5 billion came from within the region (Figure 4.1-10). That is, in order to produce the $56.6 billion in output, the Cluster required commodities, supplies and services totaling $40.8 billion. The IMPLAN input-output model estimated that the Cluster businesses obtained half of this production input requirement from other businesses within the Valley. An additional $20.3 billion in commodity demand (leakage) was provided from businesses located outside the region. AGRICULTURE OUTPUT = $56.6B $34.4 SOLD IN THE U.S. $15.4 CONSUMED WITHING THE REGION $6.8 SOLD OVERSEAS Source: ADE, Inc.; data from IMPLAN3 input-output model SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 55 FIGURE 4.1-10 AGRICULTURE INPUT, 2010 For an additional perspective, an analysis conducted for the Regional Economic Summit by Dr. Antonio Avalos, Chair of the Department of Economics at Fresno State University, further identified regional and county level leakages by cluster component. Using the NAICS-based definition of Agriculture Cluster components compatible with the Center of Excellence report on California’s Agriculture Value Chain (similar to ADE’s subsequent cluster component definitions), Dr. Avalos analyzed the Valley regional purchase coefficients (RPCs) using 2010 IMPLAN data. The RPC is an indicator of regional food systems integration. The RPC for the Valley is “the proportion of total demand by consumers in the Valley that is supplied by producers located within the Valley. A large RPC means the Valley experiences less leakages (a sign of stronger regional integration) and thus implies larger employment and income multipliers (since more dollars stay and circulate within the Valley).”23 According to Dr. Avalos’ analysis, the RPCs for the Valley’s Agriculture Cluster components showed the greatest level of integration for the Support component, and the least for the Processing and Packaging component, signaling an important opportunity for filling the gaps: ● Support – 55% ● Production – 51% ● Distribution – 49% ● Processing and Packaging – 15% 23 Ibid., p 3 Background, provided by Dr. Antonio Avalos, March 2012. AGRICULTURE INPUT = $40.88 $20.4 SOURCED WITHIN THE REGION $20.4 IMPORTED FROM OUTSIDE THE REGION Source: ADE, Inc.; data IMPLAN3 input-output model SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 56 RPCs were above 40 percent for all the counties for Support industries, but below 30 percent for Processing and Packaging industries. Across the entire Cluster, San Joaquin and Stanislaus counties had the highest RPCs (48 and 44 percent respectively), while all others except Madera ranged from 32 to 28 percent. Madera, as the smallest county, had an overall RPC of 27 percent.24 Table 4.1-2 identifies some of the top leakage industries that could serve as targets for economic development in the region, based on ADE’s analysis. TABLE 4.1-2 CLUSTER SUPPLIER PURCHASES – TOTAL DEMAND AND LEAKAGE FOR SELECTED INDUSTRIES 24 Memo from Dr. Antonio Avalos, California State University, Fresno, Department of Economics, January 28, 2012. DESCRIPTION GROSS COMMODITY DEMAND REGIONAL PURCHASE PERCENTAGE REGIONAL COMMODITY INPUTS COMMODITY LEAKAGE Total Commodity Demand $40,810,930,000 N/A $20,497,000,000 $20,313,930,000 Other agriculture and food cluster establishments $19,874,814,000 53.2% $10,581,557,000 $9,293,250,000 Wholesale trade businesses $3,391,348,000 65.4% $2,217,394,000 $1,173,954,000 Management of companies and enterprises $1,640,922,000 47.4% $777,257,000 $863,665,000 Petroleum refineries $878,273,000 15.1% $132,191,000 $746,082,000 Paper mills $625,130,000 2.2% $13,473,000 $611,657,000 Artificial and synthetic fibers and filaments manufacturing $385,200,000 0.0% $25,000 $385,177,000 Plastics bottle manufacturing $372,030,000 9.7% $35,923,000 $336,107,000 Real estate establishments $1,091,755,000 70.8% $772,679,000 $319,076,000 Aluminum product manufacturing from purchased aluminum $319,417,000 6.7% $21,487,000 $297,929,0900 Other basic organic chemical manufacturing $286,332,000 2.3% $6,519,000 $279,813,000 Paperboard Mills $299,983,000 14.0% $42,049,000 $257,934,000 Metal can, box, and other metal container (light gauge) manufacturing $473,344,000 53.6% $253,766,000 $219,578,000 Plastics packaging materials and unlaminated film and sheet manufacturing $237,198,000 14.4% $34,202,000 $202,996,000 Other basic organic chemical manufacturing $286,332,000 2.3% $6,519,000 $279,813,000 Paperboard Mills $299,983,000 14.0% $42,049,000 $257,934,000 Metal can, box, and other metal container (light gauge) manufacturing $473,344,000 53.6% $253,766,000 $219,578,000 Plastics packaging materials and unlaminated film and sheet manufacturing $237,198,000 14.4% $34,202,000 $202,996,000 Semiconductor and related device manufacturing $196,066,000 0.2% $297,000 $195,768,000 Other basic organic chemical manufacturing $286,332,000 2.3% $6,519,000 $279,813,000 Paperboard Mills $299,983,000 14.0% $42,049,000 $257,934,000 Metal can, box, and other metal container (light gauge) manufacturing $473,344,000 53.6% $253,766,000 $219,578,000 SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 57 Source: ADE, based on 2007 Census of Agriculture and USDA Economic Research Service, Direct and Intermediated Marketing of Local Foods in the United States, November 2011. “LOCAL FOOD” DEMAND Consumer and institutional demand for food and agricultural products in the San Joaquin Valley region is estimated at $7.4 billion annually.25 Based on the availability of food produced in the Valley, the IMPLAN input-output model suggests that more than half of this demand could be sourced from within the Valley. However, modern food distribution and retailing systems are much more centralized and it is likely that less than 5% of food consumed within the region is produced there. USDA studies have calculated that about $4.8 billion in food products are sourced locally throughout the nation (2007), amounting to about 3% of national agricultural production. Local food sales occur both through direct farm-to-consumer sales and also when farmers sell products through intermediated channels that focus on retailing the products in a local region. This latter approach accounts for three times the sales as direct-to-consumer marketing. The U.S. Census of Agriculture tracks direct farm-to-consumer sales, which are shown for the San Joaquin Valley counties in Table 4.1-3. If the relationship of intermediated sales to direct sales holds true in the Valley, then total sales of Valley agricultural products to local consumers totaled about $269 million in 2007, equivalent to about $275 million in 2010 dollars. This would be equal to 4.2 % of estimated food demand in the Valley. 25 Commodity demand estimate from IMPLAN Input-Output Model aggregated for the San Joaquin Valley region. DESCRIPTION GROSS COMMODITY DEMAND REGIONAL PURCHASE PERCENTAGE REGIONAL COMMODITY INPUTS COMMODITY LEAKAGE Plastics packaging materials and unlaminated film and sheet manufacturing $237,198,000 14.4% $34,202,000 $202,996,000 Semiconductor and related device manufacturing $196,066,000 0.2% $297,000 $195,768,000 Other plastics product manufacturing $204,092,000 6.2% $12,686,000 $191,406,000 Other basic organic chemical manufacturing $286,333,000 2.3% $6,519,000 $279,813,000 Paperboard Mills $299,983,000 14.0% $42,049,000 $257,934,000 Metal can, box, and other metal container (light gauge) manufacturing $473,344,000 53.6% $253,766,000 $219,578,000 Plastics packaging materials and unlaminated film and sheet manufacturing $237,198,000 14.4% $34,202,000 $202,996,000 Semiconductor and related device manufacturing $196,066,000 0.2% $297,000 $195,768,000 Other plastics product manufacturing $204,092,000 6.2% $12,686,000 $191,406,000 Plastics material and resin manufacturing $184,228,000 0.9% $1,617,000 $182,611,000 Transport by rail $433,086,000 58.9% $255,253,000 $177,834,000 Lessors of nonfinancial intangible assets $200,922,000 16.5% $33,132,000 $167,790,000 Scientific research and development services $191,362,000 19.2% $36,712,000 $154,649,000 Other agriculture and food cluster establishments $19,874,814,000 53.2% $10,581,557,000 $9,293,258,000 SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 58 TABLE 4.1-3 LOCALLY CONSUMED FOOD IN THE SAN JOAQUIN VALLEY, 2007 ($ MILLIONS) County Direct-to-Consumer Intermediated Total Fresno $17.17 $51.51 $68.68 Kern $5.82 $17.45 $23.26 Kings $0.47 $1.42 $1.89 Madera $1.73 $5.20 $6.94 Merced $14.25 $42.74 $56.98 San Joaquin $11.84 $35.51 $47.35 Stanislaus $4.23 $12.69 $16.92 Tulare $11.68 $35.03 $46.71 Total $67.18 $201.54 $268.72 Adjusted to 2010 $275.33 Source: ADE, based on 2007 Census of Agriculture and USDA Economic Research Service, Direct and Intermediated Marketing of Local Foods in the United States, November 2011. It is reasonable to believe that this percentage might be higher in the San Joaquin Valley than for the nation as a whole, given the substantial concentration of agricultural production in the region. In addition, the type of commodities grown, such as fruits, nuts and fresh vegetables, are particularly conducive to direct-to-consumer sales, compared to the grain products that are predominant in the mid-western states. Even if the percentage were somewhat higher, there is still a large gap between demand for and supply of local grown and sourced food in the Valley, representing a strong market opportunity to develop local and regional food systems, not to mention numerous other benefits such as improved access to healthy foods for underserved communities, job creation, community building, and keeping more dollars in the regional economy. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 59 4.2 ENERGY CLUSTER According to the Partnership’s Energy Action Plan, the San Joaquin Valley’s growing population and expanding economy will require increased supplies of reliable, diverse, clean energy, which is defined as “increasing the energy use efficiency of our homes and businesses and other resources; and producing more electricity and fuel in the Valley from renewable energy resources such as solar, wind and biomass.”26 With the growth of the Valley’s population and economy over the past decade, the use of and demand for energy has been steadily increasing. Between 2000 and 2010, while California’s total electricity consumption (residential, commercial and industrial) grew by 3.5 percent, the Valley’s consumption increased by more than 20 percent.27 The transport of water across state, regional and local water systems also is a major source of energy use. Compared to other regions, both non-residential electricity and natural gas per capita consumption are particularly high in the Valley, partially due to the strong concentration of agriculture and food processing in the region.28 At the same time, higher electricity rates have been documented for some parts of the region compared to other California regions and states, constraining business expansion and attraction and putting agricultural value-added activities among others at a competitive disadvantage.29 The demand for energy is increasing globally, along with increasing price and supply volatility and increasing concerns about the impacts of climate change and air and water pollution related to the use of fossil fuels. There is an increasing imperative toward development of a low-carbon economy. California is leading the way in the development and transmission (through the “Smart Grid”) of renewable energies; fostering adoption of energy and water efficiency technologies; and creating a clean energy future to address these challenges. In addition to market forces, drivers include legislative requirements and policy and funding incentives in the areas of energy, air quality, transportation, land use and health, among other areas. As the state continues to move in this direction, jobs are projected to increase in the energy and utilities sectors throughout the State (Centers of Excellence and other sources). The San Joaquin Valley has been an important source of oil and national gas production for the nation for many years; has an abundance of renewable energy resources and assets; and is an important part of this future. In 2010, Dr. Shawn Kantor of UC Merced estimated that clean energy projects in the Valley could bring more than 100,000 jobs to the area and “fundamentally change the trajectory of economic development and job creation in the region.” A significant portion of these jobs would be due to construction of renewable energy facilities and the High Speed Rail system, a “clean transportation” 26 California Partnership for the San Joaquin Valley Energy Action Plan, www.sjvpartnership.org. 27 California Regional Energy Profile, 2010. U.S. Energy Administration, Annual Energy Review, 2011, with data from the California Energy Commission, Energy Consumption Data Management System. 28 2010 California Regional Progress Report, Ibid., p. 67-69. 29 San Joaquin Valley Regional Economic Summit, p. 7, Infrastructure Section. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 60 project. Research focusing on clean energy and environmental sustainability through the universities and other organizations could lead to additional jobs in the future. 30 The Energy Cluster, especially the development of innovative renewable and clean energies and energy efficiency technologies for use and transmission of water and in the built environment, is a high priority for the Partnership and the San Joaquin Valley (SJV) Clean Energy Organization (established through the Partnership in 2007). It is also a high priority for the San Joaquin Valley Regional Policy Council, which is seeking to develop a “Regional Energy and Economy Development Roadmap” for the San Joaquin Valley. Other partners include the CCVEDC, the San Joaquin Valley Air Pollution Control District, utilities, education and workforce development partners, the Water, Energy and Technology Center (WET), Central Valley Business Incubator, UC Advanced Solar Technologies Institute (UC Solar), California Wind Energy Association, and many other partners across the Valley including state and federal partners. The Partnership’s annual 2010 report indicated that more than $100 million in federal funding for clean energy investments was brought into the Valley during the 2009-2010 time period, including significant levels of ARRA funding. Additional investments from state and federal agencies and utilities have supported workforce training, energy efficiency improvements, local government programs, and development of renewable energies, as described in the Partnership’s 2010-2011 annual report related to the accomplishments of the SJV Clean Energy Organization and other Partnership Work Groups.31 ENERGY CLUSTER COMPONENTS Despite the high level of focus on energy, it is challenging to find both a consistent definition of the Energy Cluster “value chain” in terms of component groups of industries, and to identify the NAICS codes that comprise the Cluster. This is in part because Energy is a rapidly evolving cluster and there are not yet specific NAICS codes for some of the industries, especially in the production of renewable energies. In some cases such as the solar industry, activities cover many NAICS codes and are difficult to classify. In other cases, activities fall under categories that can involve non-energy-related functions. 32 For example, installation of solar panels on roofs of buildings is classified under a NAICS code for roofing contractors, which is a more encompassing area than solar panel installation. The development of biofuels is sometimes categorized within the agriculture value chain. To identify the components of the Energy Cluster for this report, ADE conducted a review of diverse reports, research and methodologies related to defining the “green” components of the Energy Cluster in California and nationally, building on our database of previous cluster analyses. Key resources included California’s Labor Market Information thorough review and sorting of draft “green industries” 30 The Economic Opportunity from Clean Energy Jobs in California’s San Joaquin Valley, Dr. Shawn Kantor, UC Merced, October 2010. 31 California Partnership for the San Joaquin Valley 2010-2011 Report, p. 37. 32 Draft “Green Industries” sorted by NAICS, California Employment Development Department, Labor Market Information Division, p. 30. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 61 sorted by NAICS; reports on the green economy and green innovation prepared for Next 10 (Many Shades of Green 2012 and 2012 Green Innovation Index) and the California Economic Strategy Panel; research by the Brookings Institution with the Battelle Technology Partnership Alliance (Sizing up the Green Economy: A National and Regional Green Jobs Assessment, 2011 ); and several cluster studies in California and other states and regions. As defined for this project, the Energy Cluster is comprised of nine sector components, listed below with a reference to some of the key industries. The specific industries included in each cluster component are included in Appendix B by their NAICS code. They include core and energy-related activities: CLUSTER COMPONENTS INDUSTRY TYPES Alternative energy distribution Electrical apparatus and equipment, wiring supplies, other electronics parts and equipment merchant retailers, plumbing and heating equipment and supplies Alternative energy generation (production) Ethyl alcohol manufacturing, water and sewer line and related structures construction, roofing contractors Energy efficiency Electrical contractors and other wiring installation contractors, plumbing, heating and air- conditioning contractors, and drywall and insulation contractors Equipment Manufacturing Oil and gas field machinery and equipment manufacturing, turbine manufacturing, heating equipment manufacturing, automatic environmental control manufacturing, power, distribution and specialty transformer manufacturing Petroleum Production Crude petroleum and natural gas extraction, natural liquid gas extraction, drilling oil and gas wells, support activities Petroleum Distribution Bulk stations and terminals, merchant wholesalers, and pipeline transportation of crude oil, natural gas and refined petroleum products Power generation and transmission Hydroelectric power generation, fossil fuel electric power generation, nuclear electric power generation, electric bulk power transmission and control, electric power and natural gas distribution, and other electric power generation Research, Energy-Related Professional, scientific and technical services Services, Energy-Related Financial and equipment repair services The southern San Joaquin Valley historically has been a center of substantial petroleum production and SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 62 processing, with Kern County being the leading energy provider for California. More recently, this area has seen significant development of wind power resources; Kern County is California’s largest single wind energy source, with further expansions planned. Efforts to develop solar power facilities along with biomass (ag-based and other sources such as biogas), power generation plants, geothermal facilities and transmission capabilities have occurred throughout the Valley, with many facilities planned and coming on-line over the next few years. As documented in the CCWC Public Sector Infrastructure analysis, the largest employment impact in the development and transmission of renewable energy resources is during the construction phase (see section 4.8.) Next 10’s new green economy report Many Shades of Green 2012 provides a profile of the San Joaquin Valley “Green Economy.” Alternative energy generation was the largest segment of the Valley’s employment in the “core green economy” in 2010. This segment has increased by 126 percent since 1995. Solar and wind generation accounted for the majority of the jobs. Even with a contraction of jobs by four percent in 2010 reflecting the trends in the overall regional economy, employment by energy generation increased by three percent from 2009 to 2010, adding almost 100 new jobs.33 Figure 4.2-1 shows trends in employment by green segment for the Valley between 1995 and 2010. While the methodologies and data bases used to determine these employment estimates differ in part from this the analysis in this report, the trends are consistent. FIGURE 4.2-1 EMPLOYMENT BY GREEN SEGMENT/SAN JOAQUIN VALLEY 33 Many Shades of Green, 2012, Next 10, prepared by Collaborative Economics, 2012, pp. 34-35. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 63 EMPLOYMENT INDICATORS This section presents a summary of key employment trends in the Cluster. Table 4.2-1 below presents Energy Cluster employment across the seven core cluster components and energy-related research from 2001-2010, including employment changes and rate of growth, concentration (compared to the state), and shift-share (a ratio derived from the region’s rate of growth compared to that of the state). Figure 4.2-2 is a graphic illustration of these trends. The Energy Cluster accounted for about 33,350 jobs in the San Joaquin Valley in 2010; total jobs declined by nearly 2,500 between 2001 and 2010, almost seven percent. Cluster employment accounted for 2.7 percent of total regional employment. Almost all of the Cluster’s loss was in the energy efficiency component, the Cluster’s largest, in part related to the downturn in construction. These losses were offset partially by strong growth in equipment manufacturing, power generation, research and petroleum distribution. Although the Cluster lost some ground over the decade, the region fared relatively better than the state, with a lower rate of loss compared to the state’s rate, showing resiliency during the recession. Overall, the region outperformed the state, with several components growing faster relative to the state. The concentration of employment in the Cluster compared to the state was about average. TABLE 4.2-1 ENERGY CLUSTER EMPLOYMENT INDICATORS Cluster component Employment 2001 Employment 2010 Employment Change 2001 to 2010 Percentage Change 2001 to 2010 Location Quotient 2010 Shift- share Alternative Energy Distribution 1,584 1,572 -12 -0.7% 0.40 20.55% Alternative Energy Production 3,696 3,758 62 1.7% 1.06 -5.55% Energy Efficiency 18,789 13,697 -5,092 -27.1% 0.96 -0.33% Equipment Manufacturing 593 820 227 38.8% 0.32 80.76% Petroleum Production 4,289 4,516 227 5.3% 2.18 2.80% Petroleum Distribution 1,368 1,701 333 24.3% 2.03 21.39% Power Generation 3,518 4,781 1,263 35.9% 1.39 50.89% Energy Related - Services 82 78 -4 -4.5% 0.82 5.09% Energy Related - Research 1,904 2,429 525 27.6% 1.12 22.52% Energy Cluster Total 35,823 33,353 -2,470 -6.9% 1.01 13.32% Source: ADE, Inc. IMPLAN CWS, ES 202 County Employment Database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 64 FIGURE 4.2-2 SIZE, CONCENTRATION AND GROWTH RATE FOR ENERGY CLUSTER COMPONENTS, 2001-2010 GEOGRAPHIC CONSIDERATIONS Figure 6.2-3 illustrates employment growth trends and geographic concentration of the Energy Cluster by each county in the Valley: The Energy Cluster is highly concentrated in Kern County, with almost 11,700 jobs in 2010 and an employment concentration nearly twice the state average, which was an increase from 2001. Kern County has most of the petroleum production and processing in the region but also has seen substantial investments in wind energy. Another large grouping existed in Fresno with 8,200 jobs; San Joaquin and Stanislaus counties were next with 4,600 and 3,800 jobs, respectively. Only Kern County had job growth between 2001 and 2010, adding 1,000 jobs during this time. Stanislaus County lost more than 1,600 jobs. All counties but Kern had a lower employment concentration than that of the State, but Fresno County was almost the same as the State in 2010, a slight increase from 2001. Source: ADE, Inc., Data from IMPLAN CEW/ES 202 County Employment Database. Note Energy-related services not included due to its small size. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 65 FIGURE 4.2-3 ENERGY CLUSTER EMPLOYMENT BY COUNTY, 2001-201O Source: ADE, Inc., Data from IMPLAN/ES 202 County Employment Database The Brookings Institution report on the green economy and regional green jobs provides some additional insights on some challenges and emerging strengths in energy-related activities for the Valley’s four largest metropolitan areas, part of an assessment that included the nation’s 100 largest metropolitan areas. Table 4.2-2 provides information on Energy Cluster-related indicators. Overall, these areas ranked toward the bottom of the list nationally, except for Fresno. The fastest growing segments were in energy-saving building materials and solar photovoltaic, the latter for which job numbers are currently small. The share of traded sector establishments for all segments of the green economy that are clustered are not present, except for Fresno; clustering was shown to improve economic performance. The 2012 Green Innovation Index reported that Fresno was ranked fourth among California’s top solar cities by generation capacity and ranked fifth by number of installations (through August 2011), which is an indication of growing significance.34 34 2012 Green Innovation Index, Next 10, 2012, p. 58. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 66 TABLE 4.2-2 CLEAN ECONOMY ENERGY-RELATED INDICATORS FOR SAN JOAQUIN VALLEY METRO AREAS, 2003-2010 Valley Metro Area Ranking of top 100 U.S. Metro Areas (All Clean Jobs) Fastest Growing Energy-Related Segments Share of Traded Sector Establishments that are Clustered, 2010 (All Segments) Bakersfield-Delano 89 Energy-Saving Building Materials, Solar Photovoltaic 0.0 Fresno 57 Solar Photovoltaic (; (Energy-Saving Building Materials had growth) 51.1 Modesto 93 Energy-Saving Building Materials 0.0 Stockton 82 Energy-Saving Building Materials, Photovoltaic 0.0 Source: Sizing the Green Economy: A National and Regional Green Jobs Assessment, Mark Muro, Jonathan Rothwell and Sevashree Saha, Brookings Institution with Battelle Technology Partnership Alliance, 2011, Appendix A, pp. 52-54 and interactive mapping tool: www.brookings.edu/metro/clean-Economy/map.aspx TRADE FLOW INDICATORS This section presents information on the regional trade flows – outputs, inputs required to produce the Energy Cluster’s outputs, and the gaps, or leakage – that represent potential economic development opportunities in terms of filling the leakage. This information is based an analysis of the IMPLAN data for 2010, the most recent year available. The Energy Cluster produced $21.9 billion in output in 2010, of which $7.6 billion was sold within the Valley. The Cluster exported $1.2 billion overseas and sold another $13.1 billion elsewhere in the U.S. (Figure 4.2-4). Of the amount sold within the Valley, $2.6 billion was in business-to-business transactions and $1.9 billion was to serve institutional or consumer demand, totaling $4.5 billion (Figure 4.2-5). The SJV economy consumed $13.1 billion in energy-related commodities, outside of internal demand from the energy cluster itself35 (Figure 4.2-4). As noted above, approximately $4.5 billion of this need was obtained from regional energy firms, with the remaining $8.6 billion in demand met by imports. Of this amount, businesses imported $4.9 billion, while $3.7 billion represents direct consumer demand that was met by imports. The Energy Cluster required $14.7 billion in supplier inputs to produce its output, and obtained just over one-third of that from within the region. It imported the remainder – 63 percent – from outside the region (Figure 4.2-6). 35 The difference between the $7.6 billion in Figure 6.2-2 and this $4.5 billion is the internal demand from the energy cluster itself. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 67 FIGURE 4.2-4 ENERGY CLUSTER TOTAL PRODUCTION VALUE AND MARKETS FIGURE 4.2-5 DEMAND FOR ENERGY AND SOURCES OF SUPPLY IN THE SAN JOAQUIN VALLEY Amount Obtained Locally = $4.5 $4.9 BUSINESS IMPORTS OBTAINED LOCALLY $3.7 CONSUMERS AND GOVERNMENT IMPORTS $2.6 B2B $1.9 DIRECT TO CONSUMERS AND GOVERNMENT Source: ADE, Inc.; data IMPLAN3 input-output model $13.1 SOLD IN THE U.S. $7.6 CONSUMED WITHIN THE REGION $1.2 SOLD OVERSEAS Source: ADE, Inc.; data IMPLAN3 input-output model ENERGY DEMAND = $13.1B ENERGY OUTPUT = 21.9B SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 68 FIGURE 4.2-6 REQUIRED PRODUCTION INPUTS FOR THE ENERGY CLUSTER Table 4.2-3 shows some of the industries where the largest amounts of imports occurred. This represents an economic development and jobs growth opportunity to replace some of this “leakage,” which reached more than $9 billion, with new or expanded companies and services. Oilseed farming, the third largest category, is an input for renewable energy production (biofuels). ENERGY INPUT = $14.7 Source: ADE, Inc.; data IMPLAN3 input-output model $5.4 PRODUCED WITHIN THE REGION $9.3 IMPORTED FROM OUTSIDE THE REGION SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 69 TABLE 4.2-3 CLUSTER SUPPLIER PURCHASES – TOTAL DEMAND AND LEAKAGE (SELECTED INDUSTRIES) Description Gross Commodity Demand Regional Purchase Percentage Regional Commodity Inputs Commodity Leakage Total Commodity Demand $14,693,901,000 NA $5,389,322,000 $9,304,579,000 Other energy cluster industries $8,884,664,000 34.46% $3,061,185,000 $5,823,479,000 Petrochemical manufacturing $372,367,000 1.64% $6,123,000 $366,244,000 Oilseed farming $259,196,000 3.97% $10,293,000 $248,902,000 Lessors of nonfinancial intangible assets $291,933,000 16.50% $48,156,000 $243,777,000 Wholesale trade businesses $617,067,000 64.51% $398,072,000 $218,995,000 Professional and technical services $346,621,000 49.87% $172,857,000 $173,764,000 Iron and steel mills and ferroalloy manufacturing $158,163,000 7.07% $11,174,000 $146,989,000 Management of companies and enterprises $303,278,000 51.58% $156,419,000 $146,859,000 Mining coal $144,083,000 0.00% $0 $144,084,000 Legal services $141,180,000 46.64% $65,850,000 $75,330,000 Transport by rail $208,620,000 66.73% $139,206,000 $69,414,000 Valve and fittings other than plumbing manufacturing $66,505,000 3.44% $2,289,000 $64,216,000 All other basic inorganic chemical manufacturing $57,725,000 3.09% $1,782,000 $55,943,000 Petroleum lubricating oil and grease manufacturing $52,575,000 3.27% $1,719,000 $50,855,000 Monetary authorities and depository credit intermediation $149,974,000 67.95% $101,909,000 $48,065,000 Coating, engraving, heat treating and allied activities $49,534,000 3.94% $1,953,000 $47,581,000 Semiconductor and related device manufacturing $46,083,000 0.17% $76,000 $46,007,000 Source: Applied Development Economics, Inc.; data from IMPLAN3, Input-Output Model SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 70 4.3 HEALTH AND WELLNESS CLUSTER Healthcare has been one of the most resilient sectors of the national economy over the past decade and continues to show strong positive growth and career opportunities. Many of the fastest growing careers in the country and California are in health care sector. As the International Council for Economic Development noted, “The impressive expansion of the nation’s healthcare sector has proven resistant to economic downturns. Over the last two business cycles, health care employment has grown by more than 30 percent nationally. Total non-farm employment, on the other hand, has increased by just 3 percent. Optimistic growth prospects are well supported by demographic trends.” According to the California Community Colleges Centers of Excellence (COE) 2012 Healthcare Sector Profile, “The Healthcare sector plays a critical role in maintaining the health and well -being of a population as well as contributing to the economic development of communities in California.” 36 To reflect new trends and opportunities in this sector, ADE has expanded the definition of the cluster to include wellness-related actitivies. The Health and Wellness Cluster is the second largest cluster in the Valley and was the source of most of the region’s net job growth over the past decade (see Table 5.4-2). In the Profile, COE listed some of the major drivers affecting the Cluster’s future growth: The implementation of the Affordable Care Act (ACA), which will “create more demand for health care services and change the way services are delivered. This will expand the need for primary care workers – nurses and medical assistants as well as medical doctors and nurse practitioners.” Technology innovations in health information, e-health and telemedicine, which are changing the delivery of health care services and requiring new skills in the allied health occupations. An aging healthcare workforce that may cause severe shortages upon retirement of this large cohort. For example, more than one-third of California’s nursing workforce is older than 50 and over half are expected to retire in the next decade.37 Other major trends are shaping the future of the health care sector that will provide economic and employment opportunities for the Valley, as well as improved health outcomes for Valley residents and communities. With escalating health care costs and a health crisis related to an expanding population of those who are obese/overweight and unhealthy, there is a major healthcare sector focus at all levels on a food and disease prevention approach (especially chronic disease), as well as an increased interest in promoting healthy eating/lifestyles.38 There is a growing policy intersect between health and food, - including development of local and regional food systems, and health and land use, community design and sustainability - to support active transportation (e.g., biking and walking) and better access to parks, safe neighborhoods, recreation, and cleaner air and water. 36 2012 Healthcare Sector Profile, Doing What Matters for Jobs and the Economy, California Community Colleges, 2012 37 Ibid 38 “California Agriculture Economic Cluster,” Presentation by USDA Rural Development California, January, 2012 SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 71 The health care challenges of the Valley have been well documented over the years, including the poor health status of Valley residents and communities and limited access to health care services, especially in rural areas. Each of the Valley’s counties has Medically Underserved Areas and Populations (MUA/P). Strong health disparities exist across racial and ethnic groups, and the Valley lags behind the state in many health indicators, including those related to obesity/overweight, poor air quality, and other conditions.39 Many residents suffer from food insecurity and inadequate nutrition. There has been a chronic healthcare workforce shortage, and gaps in the scope and timeliness of information related to these gaps from an employer demand perspective, making it an ongoing challenge to meet these needs. Improving the health status of the Valley has been high priority for local, regional, state and federal leaders including the Partnership; economic development, education and workforce development partners; employers; non-profits and community-based organizations; health care foundations; and the public. The Valley has tremendous assets and leadership dedicated to meeting the Valley’s healthcare challanges and opportunities, including the presence on the Partnership’s Boar d of public and private sector health leaders and participation of health partners on Partnership Work Groups. Over the past several years, major efforts have focused on developing a “home-grown health-care workforce” for this medically underserved region, meeting critical workforce gaps such as for nursing professions and medical assistants, and developing institutional capacity at UC Merced, CSUs and the community colleges along with employers to educate and train a wide range of health professionals. This work includes both development and delivery of relevant education and training programs, and identification of “market intelligence” on employer needs to inform curriculum development and training in the classroom and workplace. Two major regional demand-driven workforce initiatives are a platform for the Health and Wellness Cluster workforce development strategy. One is the Regional Industry Clusters of Opportunity Project (RICO), managed by the Fresno Regional Workforce Investment Board and sponsored by the Central California Workforce Collaborative (CCWC), the Partnership’s co-lead for the Higher Education and Workforce Development Work Group. This project is a collaboration of the Valley’s major health industry employers, WIBs, CCVEDC, and Central Valley Higher Education Consortium. The other is the C6 Project, which is focused on catalyzing education system change, improving student outcomes, partnering with employers, and meeting critical skills and occupational gaps in the health care sector. The Health and Wellness Cluster is dynamic and interconnected with other clusters, which will also drive opportunity within this cluster. Hospitals, clinics and other healthcare institutions have been developing new facilities to serve the Valley’s fast-growing growing and diverse population, which is having a positive impact on the construction sector. From an infrastructure standpoint, the San Joaquin Valley Broadband Consortium (a Partnership initiative managed by OCED) is developing a regional broadband strategy to improve regional broadband infrastructure. This infrastructure is an enabling technology for 39 California Partnership for the San Joaquin Valley 2010-2011 Report. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 72 the adoption and deployment of electronic health information technologies and e-health and telemedicine and will expand broadband access and improved health services, especially to rural and other underserved communities throughout the Valley. Health care systems are making major investments in this infrastructure and technology, which will generate many new jobs and require development of new workforce skills. As an innovation asset, UC Merced’s new Health Sciences Resea rch Institute (HSRI) was created help provide education and research to advance the understanding of health, health promotion, and disease prevention and support community partners in policy, practice and outcomes. HSRI is developing a public health program and a biomedical sciences research program to support new and emerging faculty to conduct world-class research. Within the context of the trends described above, and the economic analsyis generated for this project, partners and participants in the project’s three Health and Wellness Cluster meetings provided a great depth of information, expertise and recommended actions to develop and advance the Health and Wellness Cluster action plan. This information is provided in a companion resource document but some key assets and next steps are described for moving forward. The Partnership’s Health and Human Services Work Group has not been fully active for more than two years due to the lack of available funding. The Cluster Action Plan provides an opportunity to revitalize the Work Group based on new cluster opportunities and leveraging the assets described above and in the project’s resource materials. Recommendations are provided in Chapter 7. The next section describes the components of the Health and Wellness Cluster; key employment indicators by cluster component and by geographic distribution; and trade flow indicators showing output of the cluster, inputs required for this output, regional demand for health and wellness products and services, and gaps in meeting regional demand that are an economic development target opportunity. Additional information is provided on employment indicators by county by cluster component, due to the size and importance of the cluster. HEALTH AND WELLNESS CLUSTER COMPONENTS The Health and Wellness Cluster has five key components. As noted at the beginning of this section, the cluster definition has been expanded to include wellness. The wellness-related component represents a start in defining the NAICS codes related to the cluster and further research is needed, because NAICS for certain health-related activities such as fitness are included in the NAICS codes for fitness and recreational sports centers (under the leisure and hospitality sector) and are difficult to capture. Accordingly, this cluster component is undercounted. See Appendix B for a listing of the cluster industries by NAICS codes. The five cluster components are: SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 73 EMPLOYMENT INDICATORS This section presents a summary of key employment trends in the Health and Wellness Cluster. While most industry clusters are export-oriented, producing products for a larger market outside the local or regional area, many aspects of this cluster are inherently local. Services are generally provided to the local population, except in cases where highly specialized expertise is available, in which case patients may be attracted from outside the region. The component that is most export-oriented relates to medical devices manufacturing. The Health and Wellness Cluster is a growth cluster across almost all cluster components. Cluster employment accounted for approximately 10 percent of the total regional employment, but 54 percent of the job growth that occurred between 2001 and 2010. Also, as described earlier in this section, the cluster has a role in other clusters such as agriculture and public sector construction and those jobs and economic output are captured in these other clusters to the degree possible. Table 4.3-1 shows employment across the cluster’s four components from 2001-2010, including employment changes and rate of growth, concentration (compared to the state), and shift-share (a ratio derived from the region’s rate of growth compared to the state). Figure 4.3-1 is a graphical illustration of these trends. The following summarizes key findings: Cluster Components Industry Types Health Care Delivery Health practitioners (doctors, dentists, other health practitioners), hospitals, home health care providers, outpatient centers, nursing care facilities, and residential care facilities, including for continuing care retirement, mental health and substance abuse and residential rehabilitation services Medical Device Manufacturing Surgical and medical instrument, surgical appliance and supplies, dental equipment and supplies, dental laboratories, and ophthalmic goods Pharmaceutical Manufacturing Medicinal and botanical, pharmaceutical preparation, biological product Supplies and Services Medical, dental and hospital equipment and supplies merchant wholesalers, other professional equipment and supplies merchant wholesalers, drugs and druggists’ sundries merchant wholesalers, and voluntary health organizations Wellness and Fitness Retail trade such as pharmacies and drug stores, optical good stores, food (health) supplement stores, home health equipment rental, offices of all other miscellaneous health practitioners, all other miscellaneous ambulatory health care services, and diet and weight reducing centers Source: Applied Development Economics SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 74 The Health and Wellness cluster accounted for over 128,000 jobs in the Central Valley region. The vast majority of these jobs were in the health care delivery sectors, with over 114,500 jobs. During this period, the total job growth was nearly 22,700, with health care delivery accounting for about 21,100 of those jobs. As a whole, the cluster grew by 21.5 percent between 2001 and 2010, and grew slightly faster than the cluster did across the rest of California. The faster growing cluster components were pharmaceutical manufacturing (also the smallest component), and supplies and services. These two sectors also had a stronger rate of growth compared to the state, demonstrating comparative advantage. Consistent with general manufacturing trends, jobs were lost in the medical manufacturing component. The concentration of employment in the cluster was about average. The health care delivery, and wellness and fitness groups had employment concentrations that were slightly higher than the statewide average, while all of the other groups were significantly lower. This indicates gaps to be filled. TABLE 4.3-1 CLUSTER EMPLOYMENT INDICATORS Cluster Component Employment 2001 Employment 2010 Employment Change 2001 to 2010 Percentage Change 2001 to 2010 Location Quotient 2010 Shift- share Health Care - Delivery 93,477 114,585 21,108 22.6% 1.08 1.50% Medical Device Manufacturing 1,675 1,269 -406 -24.3% 0.30 -22.26% Pharmaceutical 127 311 184 145.1% 0.09 134.86% Supplies and Services 1,347 2,434 1,087 80.7% 0.53 68.58% Wellness and Fitness 8,871 9,579 708 8.0% 1.10 5.93% Health and Wellness Cluster Total 105,497 128,178 22,681 21.5% 1.01 3.49% Source: ADE, Inc.; data from IMPLAN CEW/ES202 county employment database. Note: LQs and shift share factors calculated based on private sector employment only. Source: Applied Development Economics SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 75 FIGURE 4.3-1 EMPLOYMENT BY CLUSTER COMPONENT Source: ADE, Inc., Data from IMPLAN/ES 202 County Employment Database GEOGRAPHIC CONSIDERATIONS Figure 4.3-2 illustrates employment growth trends and geographic concentration for each county in the Valley for the overall cluster. Figures 4.3-3 through 4.3-7 show these trends and the concentration for each county, for each cluster component. The key findings are summarized as follows: Fresno County had the largest employment in the cluster, at about 35,500 jobs, followed by San Joaquin and Kern Counties at about 23,000 jobs. However, viewing the location quotients, Kern County is actually underrepresented in comparison to its overall employment base, as are Merced and Tulare Counties. The health care delivery figures were similar to the overall cluster since that component comprises 90 percent of the cluster (Figure 4.3-2). Kings County had the fastest rate of growth due to the opening of new medical facilities by Adventist Health, a major employer in the region. Medical device manufacturing was concentrated in Fresno and Kern counties but actually lost employment in both those areas between 2001 and 2010. Employment in this cluster component grew in Stanislaus and Merced Counties. Pharmaceutical employment was concentrated in Stanislaus County, which also experienced significant growth during the decade, along with Tulare, Merced and Fresno Counties. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 76 Health care supplies and services experienced strong growth in San Joaquin County but almost none in the other counties (Figure 6.3-4). This likely reflects the County’s advantage for wholesaler and distribution location and proximity to the Bay Area and Sacramento regions. Finally, wellness and fitness employment is more evenly spread among the counties and nearly all are at or above statewide concentration levels (Figure 6.3-5). All of the counties except San Joaquin and Stanislaus saw growth in this cluster component. FIGURE 4.3-2 CLUSTER EMPLOYMENT BY COUNTY Source: ADE, Inc., Data from IMPLAN/ES 202 County Employment Database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 77 FIGURE 4.3-3 HEALTH CARE DELIVERY EMPLOYMENT BY COUNTY Source: ADE, Inc., Data from IMPLAN/ES 202 County Employment Database FIGURE 4.3-4 MEDICAL DEVICE MANUFACTURING EMPLOYMENT BY COUNTY, 2001-2010 Source: ADE, Inc., Data from IMPLAN/ES 202 County Employment Database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 78 FIGURE 4.3-5 PHARMACEUTICALS EMPLOYMENT BY COUNTY, 2001-2010 FIGURE 4.3-6 HEALTH SUPPLIES AND SERVICES EMPLOYMENT BY COUNTY, 2001-2010 Source: ADE, Inc., Data from IMPLAN/ES 202 County Employment Database SOURCE: ADE, INC., DATA FROM IMPLAN/ES 202 COUNTY EMPLOYMENT DATABASE SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 79 FIGURE 4.3-7 WELLNESS AND FITNESS EMPLOYMENT BY COUNTY Source: ADE, Inc., Data from IMPLAN/ES 202 County Employment Database TRADE FLOW INDICATORS This section presents information on regional trade flows – cluster outputs, inputs required to produce the Health and Wellness Cluster’s outputs, and the gaps, or leakage – that represent potential economic development opportunities for filling the leakge. This information is based on analysis of the IMPLAN data for 2010, the most recent year data is available. The Valley’s cluster output in terms of services and related supplier sectors totaled $18.1 billion in 2010 (Figure 4.3-8). About $1 billion in services was estimated to be provided to customers outside the Valley and a small amount ($173 million) was sold to foreign markets. Over 90 percent of health care services were consumed locally. Total regional demand for health care services by non-cluster businesses, institutions including government, and households was estimated at $23.7 billion, however, so about 25 percent of this demand was satisfied by providers outside the Valley (Figure 4.3-9). The Health and Wellness Cluster needed $6.8 billion in supplier inputs and obtained about $4.0 billion from local providers (Figure 4.3-10). The remaining $2.8 billion, which includes medical equipment and supplies, was purchased from outside the region. A partial list of these outside imports is shown in Table 4.3-2. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 80 HEALTH & WELLNESS DEMAND = $23.7B $0.44 BUSINESS IMPORTS OBTAINED LOCALLY $6.32 CONSMERS AND GOVERNMENT IMPORTS $1.1 B2B $15.9 DIRECT TO CONSMERS AND GOVERNMENT Source: ADE, Inc.; data IMPLAN3 input-output model FIGURE 4.3-8 VALUE OF HEALTH AND WELLNESS SERVICES PRODUCED IN THE SAN JOAQUIN VALLEY FIGURE 4.3-9 MARKET FOR HEALTH AND WELLNESS SERVICES IN THE SAN JOAQUIN VALLEY $.972 SOLD IN THE U.S. $17.0 CONSUMED WITHIN THE REGION $.173 SOLD OVERSEAS Source: ADE, Inc.; data IMPLAN3 input-output model HEALTH & WELLNESS OUTPUT = $18.1B Amount Obtained Locally = $17.0 SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 81 FIGURE 4.3-10 PRODUCTION INPUTS REQUIRED FOR HEALTH AND WELLNESS CLUSTER Table 4.3-2 shows total commodity leakage (demand for goods and services) outside the Valley from business-to-business transactions for Health and Wellness Cluster inputs and selected commodities that could be targets for economic development. Potential targets could include additional health and wellness- related services, manufacturing, and research, legal and professional services. Two specific areas for additional focus where identified during the project cluster meetings. Hospitals often go outside the Valley for specialized lab services, and are an opportunity to develop this specialized experise in the Valley if a shared need can be identified. Economic development professionals noted that they have been constrained in expanding and attracting new firms in the pharmaceutical area, due to significant workforce skills gaps. Increased collaboration between employers, EDCs, WIBs and education partners will help to identify and address these gaps and would be a good focus for the cluster action plan. HEALTH & WELLNESS OUTPUT = $6.8B Source: ADE, Inc.; data IMPLAN3 input-output model $4.0 PRODUCED WITHIN THE REGION $2.8 IMPORTED FROM OUTSIDE THE REGION SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 82 TABLE 4.3-2 CLUSTER SUPPLIER PURCHASES – HEALTH AND WELLNESS GROWTH OPPORTUNITIES Description Gross Commodity Demand Regional Purchase Percentage Regional Commodity Inputs Commodity Leakage Total Cluster Commodity Demand $6,770,149,000 NA $3,976,902,000 $2,793,247,000 Other health and wellness establishments $1,230,145,000 71.6% $880,196,000 $349,949,000 Real estate establishments $968,477,000 72.8% $705,102,000 $263,375,000 Management of companies and enterprises $470,963,000 49.1% $231,230,000 $239,733,000 Wholesale trade businesses $483,527,000 63.8% $308,315,000 $175,213,000 Insurance carriers $294,672,000 48.8% $143,852,000 $150,821,000 Management, scientific, and technical consulting services $214,261,000 34.1% $72,992,920 $141,268,000 Other basic organic chemical manufacturing $118,753,000 2.8% $3,315,000 $115,438,000 Scientific research and development services $119,152,000 19.2% $22,900,000 $96,252,000 Other plastics product manufacturing $69,605,000 6.4% $4,474,000 $65,131,000 Legal services $106,629,000 46.9% $50,002,000 $56,623,600 Advertising and related services $156,349,000 65.2% $101,921,000 $54,428,000 * Not an industry (Used and secondhand goods) $54,025,000 0.0% $0 $54,025,000 Plastics material and resin manufacturing $52,437,000 1.0% $516,,000 $51,921,000 Automotive equipment rental and leasing $64,326,000 35.6% $22,922,000 $41,404,000 Telecommunications $144,876,000 73.2% $106,054,733 $38,821,000 Petroleum refineries $45,154,000 14.6% $6,600,,000 $38,554,000 Industrial gas manufacturing $37,963,000 1.5% $562,000 $37,400,000 Animal (except poultry) slaughtering, rendering, and processing $50,964,000 32.9% $16,759,000 $34,205,000 Electric power generation, transmission, and distribution $128,938,000 75.9% $97,814,000 $31,124,000 Source: ADE, Inc.; data from IMPLAN3 input-output model. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 83 4.4 LOGISTICS CLUSTER Logistics services and facilities – including transportation, warehousing and distribution to support effective goods movement into, out of, and within the San Joaquin Valley - are a critical foundation to key industries in the region, particularly the agriculture value chain, and comprise an industry cluster in their own right. Logistics is a targeted cluster for all counties in the region and for the CCVEDC. In 2006, Go California, California’s goods movement plan, identified the San Joaquin Valley as part of the state’s four “Port to Border” regional corridors.40 Key goods movement corridors form the backbone of the region’s economy, including North-South and East-West highway corridors, Class 1 rail facilities, air cargo facilities and the Port of Stockton.41 Congested and deteriorating infrastructure is a major challenge across the Valley. The Valley’s Logistics Cluster is impacted by wide-reaching trends. According to an analysis prepared for the development of the San Joaquin Valley Interregional Goods Movement Plan: “The Valley is experiencing the demands of the modern global logistics system across a range of goods, from raw agricultural materials to consumer products. The critical role that the San Joaquin Valley plays in California and the nation’s food supply will continue to require an effective goods movement system to distribute and export products quickly and efficiently. The growing regional population…will require increased attention to safe and reliable movement of goods consistent with competing needs for infrastructure and greater sensitivity to emissions and congestion.”42 Transportation planning in the Valley is led by the region’s eight Regional Transportation Planning Agencies (RTPAs – federally designated Metropolitan Planning Organizations – MPOs). They created the San Joaquin Valley Policy Council in 2006 to establish a system for regional coordination of plans, programs, traffic and emissions modeling, transportation planning, air quality planning and consistency in analysis and forecasting. The Regional Policy Council works closely in these efforts with the San Joaquin Valley Air Pollution Control District, Caltrans, the California Air Resources Board, the Federal Highway Administration (FHA) and other partners. Planning efforts guide the investment of billions of dollars in transportation infrastructure investments over multiple years. A new aspect of this coordination effort is preparation of integrated Regional Transportation Plans (RTPs) to meet regional greenhouse gas emissions reduction targets. The Regional Policy Council has several efforts underway to enhance regional transportation planning, mobility, goods movement and air quality. These include: coordination with Caltrans on development of a Corridor Enhancement Master Plan, Business Plan and project funding for the Highway 99 Corridor, leveraging 2006 State Infrastructure Bonds and other funds for much needed transportation and safety 40 Route 99 Corridor Business Plan, Enhancement Master Plan, Caltrans District 6 and 10, 2009, p. v. 41 “The Importance of the San Joaquin Valley to California, the Nation, and the World,” Cambridge Systematics, 2012. 42 San Joaquin Valley Goods Movement Plan; Task 1 Report: Existing Conditions Assessment Technical Memorandum, Cambridge Systematics, Inc. et al, January 2012, p. 4-16. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 84 improvements; participation in several of the Partnership’s New Valley Work Groups and advocacy for the funding of the California High Speed Rail; and Sustainable Communities planning and Regional Blueprint planning integration in large and small communities across the Valley. A major two-year collaborative planning effort is the preparation of the San Joaquin Valley Interregional Goods Movement Plan referenced on the previous page, initiated by the Regional Policy Council in May, 2011, which in addition to the partners cited above includes stakeholders such as the private trucking industry, ports, railroads and major goods-movement industries. This project is the focal point for regional planning and action on transportation infrastructure and goods movement. It has provided several analyses of economic and demographics trends and projections related to goods movement, truck commodity flows and industry profiles, commodity growth, and impacts of freight movement (see http://www.sjvcogs.org/goods.html for additional information). Some key highlights on issues and drivers identified by the planning process that affect the Logistics Cluster are summarized below. These analyses also were the basis of the goods movement issues, challenges and opportunities presented at the Regional Economic Summit, for which recommended state and regional actions were developed. In 2010, more than 44 percent of the region’s jobs (564,000 jobs) were associated with goods - movement dependent industries; more than one third were related to farming/agriculture, while wholesale and retail trade accounted for nearly as many workers. Manufacturing, including food manufacturing and processing, comprised nearly 20 percent, and transportation/utilities and construction were about 8 percent each. 43 The transportation sector, tied largely to the region’s growth in international trade and agricultural production, is expected to have a job increase of more than 90 percent by 2040.44 There will be shifts in commodities and exports which need to be taken into account. The Valley’s projected population growth also will result in increased activity in certain goods movement-dependent industries, such as construction, retail and wholesale trade.45 It is estimated that nearly 500 million tons of goods moved within the San Joaquin Valley in 2007. This volume is projected to grow 76 percent by 2040.46 Truck traffic accounts for more than 90 percent of goods movement in the Valley and this proportion is anticipated to increase further in the future. Rail service provides most of the rest of good movement in the region, with air and water cargo at less than one percent combined. 47 43 Ibid., p. 4.5. 44 San Joaquin Valley Interregional Goods Movement Plan; Task 5 Report: Commodity Growth, Cambridge Systematics, Inc. et al, June 2012, p 1-4. 45 Task I Report, p. 2-1. 46 Task 5 Report, p 1-1. 47 San Joaquin Valley Interregional Goods Movement Plan, Task 4 Report: Commodity Flow Profile, Cambridge Systematics, Inc. et al, March 2012, p. 1-1. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 85 Goods movement activities contribute to the Valley’s air quality concerns, and other community and environmental issues such as health, safety and noise are exacerbated by the movement of freight. Community and environmental impacts are projected to grow along with growing freight volumes, unless measures are taken.48 The analyses note that within the Valley, there will need to be a continual fine-tuning of logistics chains and transportation practices, among other strategies, for the cluster to remain competitive in the global economy. Also of note is the opportunity to support the mobility needs of the Logistics Cluster through planned public sector infrastructure investments in the region. An analysis prepared for the Central California Workforce Collaborative documented an estimated $16 billion in planned transportatation- related investments for the Valley and the Central/Eastern Sierra from 2010-2020 (see discussion in section 4.8.) LOGSTICS CLUSTER COMPONENTS The Valley’s Logistic Cluster is closely integrated with other clusters and is composed of the following cluster components and industry types; (see Appendix B for a listing of the industries by NAICS codes). It should be noted that a large segment of logistics employment is associated with the agriculture value chain and was included in the chapter earlier as part of the distribution component of agriculture. CLUSTER COMPONENTS INDUSTRY TYPES Air, Rail and Water Transportation Passenger and freight air, rail and water transportation Truck Transportation General and specialized freight trucking, local and long-haul Transit Mixed mode transit, commuter rail systems, interurban and rural bus transportation, school and employee bus transportatioin, taxi service, charter bus and other urban transit Freight and Warehousing Packing and crating, courier and express delivery services, general and refrigerated warehaousing and storage, freight transportation arrangement, farm and othe product warehousing and storage Other Transportation Services Motor vehicle towing, support activities, packaging and labeling Related Manufacturing Industries Heavy duty truck, railcar, and boat building and repair 48 San Joaquin Valley Interregional Goods Movement Plan, Task 6, The Community, Environmental and Economic Impacts of Frieght Movement, Cambridge Systematics, Inc. et al, March 2012, p. 1-1. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 86 EMPLOYMENT INDICATORS This section presents a summary of key employment trends in the portion of the Logistics Cluster not associated with other clusters. This cluster is a growth cluster for the Valley, showing strong growth across some of the cluster components. Table 4.4-1 below shows employment across the cluster’s seven components from 2001-2010, including employment changes and rate of growth, concentration (compared to the state), and shift-share (a ratio derived from the region’s rate of growth compared to that of the state). Figure 4.4-1 is a graphic illustration of these trends: The Logistics Cluster had nearly 33,200 jobs in 2010; total jobs grew by nearly 4,400 between 2001 and 2010 – 15.2 percent. Cluster employment was 2.6 percent of total regional jobs, but accounted for 10.5 percent of the job growth that occurred between 2001 and 2010. The cluster growth rate of 15.2 percent was faster than the statewide average (shift-share: +24.9%) for the time period. The concentration of employment in the cluster was slightly above state average (location quotient: 1.04). The largest cluster component was truck transport, which added a small number of jobs. Transit added less than 50 jobs, likely reflecting the decrease in funding for transit operations due to the economic downturn. The air, rail and water transport showed small levels of employment related to rail. There is a focus on trying to develop more short-haul rail capacity in the Valley, which could increase employment over time. The cluster components with the highest levels of job growth were freight and warehousing and other transportation services. Consistent with overall manufacturing, employment in logistics-related manufacturing declined, although this component was not very large. TABLE 4.4-1 LOGISTICS CLUSTER EMPLOYMENT INDICATORS, SAN JOAQUIN VALLEY Cluster Component Employment 2001 Employment 2010 Employment Change 2001 to 2010 Percentage Change 2001 to 2010 Location Quotient 2010 Shift-share Air, Rail, and Water Transport 2,214 2,420 207 9.3% 0.37 32.60% Truck Transport 12,952 13,118 166 1.3% 1.78 13.64% Freight and Warehousing 9,535 12,368 2,833 29.7% 1.06 39.26% Transit 2,477 2,523 46 1.8% 0.96 -2.62% Other Transportation Services 1,246 2,472 1,226 98.4% 0.89 62.76% Related Manufacturing 380 292 -88 -23.3% 0.34 -24.06% Logistics Cluster Total 28,803 33,192 4,389 15.2% 1.04 24.92% Source: Applied Development Economics SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 87 FIGURE 4.4-1 LOGISTICS BY COMPONENT GEOGRAPHIC CONSIDERATIONS Figure 4.4-2 illustrates employment growth trends and geographic concentration of the Logistics Cluster for each county in the Valley; highlights are summarized as follows: The Logistics Cluster was highly concentrated in San Joaquin County, with over 10,000 jobs – 30 percent of total cluster employment and an employment concentration nearly twice the state average (location quotient: 1.92). Other large groupings exist in Fresno (21 percent), Kern (15 percent), Stanislaus (14 percent) and Tulare (10 percent) counties, each of which had more than 3,400 jobs. All counties, except for Kern and Tulare, had job growth between 2001 and 2010. Although Kings County had one of the smallest levels of employment, its rate of job growth was the highest. Stanislaus County also had a strong rate of growth. Merced and Stanislaus counties are the only other counties in the region with an above average employment concentration in the Logistics cluster. Source: ADE, Inc.; data from IMPLAN CEW/ES202 county employment database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 88 FIGURE 4.4-2 LOGISTICS CLUSTER EMPLOYMENT BY COUNTY Source: ADE, Inc.; data from IMPLAN CEW/ES202 county employment database As noted earlier in this section, efficient freight transportation is critical to the economic health of the Valley, for agriculture, oil and other minerals, manufacturing, and all other industries using and shipping supplies and commodities. The Valley also is becoming a prominent location for regional distribution centers of consumer products, providing services to coastal population centers as well as a growing internal population. Most freight transportation is by trucking. The map on the following page shows the locational advantages of the Valley in terms of proximity to growing consumer markets throughout California. The Kern Council of Governments (Kern COG) prepared the map as part of its analysis of needed future transportation improvements. It shows the location of 40 logistics distribution centers located in Kern County, including farming and food processing establishments that have shipping and distribution operations, and facilities for major national and internationals retailers. Every ten years, the U.S. Census Bureau calculates California’s geographic center of population; it is a weighted center of population that represents the location closest to everyone in the state. For 2010, the center is located in Kern County, approximately five miles west of Bakersfield and Shafter. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 89 From this geographic center, logistics distribution facilities in the southern end of the Valley have access to 22 million Southern California consumers, and to 10 million Bay Area/Sacramento consumers. As shown in Figure 4.2-2, the logistics cluster also is strong in San Joaquin County and reaches additional Northern California and Nevada consumers (as well as other regions and countries). The Kern COG and the Kern EDC have identified the benefit of increasing rail service by moving more truckloads to rail service, and the goods most suited for transfer to rail. These and other analyses are being integrated with the San Joaquin Valley Interregional Goods Movement Plan. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 90 TRADE FLOW INDICATORS This section presents information on regional trade flows – outputs, inputs required to produce the Logistics Cluster’s outputs, and the gaps, or leakge – that represent potential economic development opportunities for filling the leakage. This information is based on an analysis of the IMPLAN data for 2010, the most recent year data is available. Logistics companies in the Valley sold $17.0 billion in services in 2010, of which $12.6 billion was sold within the Valley (see Figure 4.4-3). In addition, the cluster businesses provided $1.5 billion in services to overseas customers and sold another $2.8 billion to customers elsewhere in the U.S. Of the amount sold within the Valley, $7.8 billion was in business-to-business transactions and $4.8 represented institutional or consumer demand. The Logistics Cluster needed $7.0 billion in supplier inputs; it obtained about half of that from within the region and imported the other half (Figure 4.4-4). The Valley economy needed $16.8 million in logistics services, outside of internal demand from the Logistics Cluster itself49 (Figure 4.4-5). The Valley obtained $11.5 billion from regional logistics firms and used outside firms for the remaining $5.3 billion. Of this amount, businesses imported $3.1 billion while $2.2 billion represented direct consumer demand that was imported. Since outside logistics services will often be used to transport goods into the region, it is normal to expect that regional demand will not be completely served by local firms. 49 The difference between the $12.6 billion in Figure 6.4-2 and this $11.5 billion is the internal demand from the logistics cluster itself. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 91 FIGURE 4.4-3 VALUE OF LOGISTICS SERVICES AND MARKETS FIGURE 4.4-4 REQUIRED INPUTS FOR LOGISTIC SERVICES AND SOURCES OF SUPPLIERS $2.8 SOLD IN THE U.S. $12.6 CONSUMED WITHIN THE REGION $1.5 SOLD OVERSEAS Source: ADE, Inc.; data IMPLAN3 input-output model LOGISTICS INPUT = $7.0B Source: ADE, Inc.; data IMPLAN3 input-output model $3.5 PRODUCED WITHIN THE REGION $3.5 IMPORTED FROM OUTSIDE THE REGION LOGISTICS OUTPUT = $17.0B SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 92 FIGURE 4.4-5 REGIONAL LOGISTICS DEMAND = $16.8B $3.1 BUSINESS IMPORTS OBTAINED LOCALLY $2.2 CONSUMERS AND GOVERNMENT IMPORTS $6.7 B2B $4.8 DIRECT TO CONSUMERS AND GOVERNMENT Source: ADE, Inc.; data IMPLAN3 input-output model Amount Obtained Locally = $11.5 SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 93 Table 4.4-2 shows some of the industries where the largest amounts of imports occured. This represents an economic development and jobs growth opportunity to replace some of this “leakage,” which reached more than $3.5 billion. Potential targets include selected manufacturing and services. TABLE 4.4-2 CLUSTER SUPPLIER PURCHASES – TOTAL DEMAND AND LEAKAGE (SELECTED INDUSTRIES) Description Gross Commodity Demand Regional Purchase Percentage Regional Commodity Inputs Commodity Leakage Total Commodity Demand $7,025,827,000 N/A $3,474,307,000 $3,551,521,000 Petroleum refineries $771,080,000 15.0% $115,340,000 $655,740,000 Other logistics establishments $1,627,522,000 68.5% $1,114,067,000 $513,455,000 Motor vehicle parts manufacturing $170,648,000 7.6% $13,018,000 $157,630,000 Management of companies and enterprises $299,246,000 51.6% $154,262,000 $144,984,000 Insurance carriers $265,956,000 48.6% $129,155,000 $136,801,000 Advertising and related services $294,437,000 64.7% $190,356,000 $104,081,000 Real estate establishments $347,574,000 70.8% $245,966,000 $101,608,000 Other aircraft parts and auxiliary equipment manufacturing $99,793,000 0.2% $188,000 $99,605,000 Management, scientific, and technical consulting services $136,592,000 32.9% $44,947,000 $91,645,000 Aircraft manufacturing $72,535,000 1.6% $1,180,000 $71,354,000 Semiconductor and related device manufacturing $67,717,000 0.2% $114,000 $67,603,000 Nondepository credit intermediation and related activities $111,477,000 40.6% $45,267,000 $66,220,000 Other engine equipment manufacturing $60,974,000 0.1% $47,000 $60,927,000 Lessors of nonfinancial intangible assets $70,855,000 17.1% $12,100,000 $58,755,000 Telecommunications $164,541,000 72.4% $119,133,000 $45,409,000 Legal services $83,174,000 46.5% $38,654,000Z $44,520,000 Business support services $85,218, 000 54.7% $46,594,000 $38,624,000 Source: ADE, Inc.; data from IMPLAN3 input-output model. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 94 4.5 MANUFACTURING CLUSTER Manufacturing is a lynchpin cluster in that it is a component of virtually all of the other regional clusters in addition to other “diversified” manufacturing companies. As shown in Figure 4.5-1, more than 70 percent of manufacturing jobs are associated with one of the five other clusters. Most of this employment is in food processing and is part of the agriculture value chain. However, as manufacturing processes have a number of commonalities across product lines, this analysis addresses all manufacturing industries in the Valley together. As the analysis shows, manufacturing has generally lost employment during the past decade, although this loss occurred more slowly in the Valley than it did statewide. It is worth noting, though, that nearly 60 percent of the losses were in non-cluster related diversified manufacturing industries. FIGURE 4.5-1 MANUFACTURING EMPLOYMENT DISTRIBUTION AMONG CLUSTERS EMPLOYMENT INDICATORS Manufacturing supported about 101,400 jobs in the San Joaquin Valley and accounted for 8.1 percent of total regional jobs in 2010. Manufacturing declined by 9.3 percent between 2001 and 2010. However, the regional job loss occurred at a slower rate than the statewide average (shift-share: +21.3%). During this period, the total jobs declined by over 10,400 (Table 4.5-1). Source: ADE, data from IMPLAN CEW/ES202 county employment database. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 95 The concentration of employment in manufacturing is about on par with the statewide average (location quotient: 0.99). The Valley is highly concentrated in food processing and water technology manufacturing (location quotient of 3.29 and 2.47, respectively). There was variation in growth within the component areas. While most declined, agricultural- related processing employment grew by almost 5,900 jobs, or 10.7%, from 2001 to 2010, although with variation across the counties (see Appendix D). TABLE 4.5-1 MANUFACTURING EMPLOYMENT INDICATORS, SAN JOAQUIN VALLEY GEOGRAPHIC CONSIDERATIONS Manufacturing had the largest job counts in Fresno and Stanislaus Counties, with more than 24,400 and 20,600 manufacturing jobs, respectively (Figure 4.5-2). San Joaquin County was next with almost 18,000 jobs, followed by Kern County with almost 12,900 jobs. Most counties had an employment concentration that was above or close to the State average, with the highest concentration in Stanislaus County (location quotient: 1.51) and the lowest concentration in Kern County (location quotient: 0.60). All counties lost manufacturing jobs between 2001 and 2010, except for Kings and Kern Counties. Food processing and packaging were major contributors to this growth. Industry Description Employment 2001 Employment 2010 Employment Change 2001 to 2010 Percentage Change 2001 to 2010 Location Quotient 2010 Shift- share Food Processing and Ag. Support 61,141 63,858 2,717 4.4% 3.29 17.25% Medical Device Mfg. & Pharmaceuticals 1,802 1,580 -222 -12.3% 0.20 -15.6% Logistics 380 292 -88 -23.3% 0.34 -24.1% Energy Equipment & Petroleum Prod. 1,121 1,779 658 58.7% 0.47 108.6% Water Flow Technolgy 3,439 2,445 -994 -28.9% 2.47 1.9% Diversified Manufacturing 43,903 31,429 -12,474 -28.4% 0.46 4.6% Manufacturing Total 111,786 101,382 -10,404 -9.3% 0.99 21.3% Source: ADE, Inc.; data from IMPLAN CEW/ES202 county employment database. Note: Location quotients and shift share factors are based on comparisons with statewide private sector employment. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 96 FIGURE 4.5-2 MANUFACTURING CLUSTER EMPLOYMENT BY COUNTY TRADE INDICATORS This section presents information on the regional trade flows – outputs, inputs required to produce the Manufacturing Cluster’s outputs, and the gaps, or leakage, that represent potential economic development opportunities in terms of filling the leakage. This information is based on an analysis of the IMPLAN data for 2010, the most recent year available. Regional manufacturers produced $57.3 billion in 2010, selling $4.8 billion overseas and $40.0 billion to other domestic markets. Approximately $12.5 billion of regional manufacturing production was consumed in the San Joaquin Valley (Figure 4.5-3). The manufacturers required $44.6 billion in supplier inputs to produce the $57.3 billion in goods. They obtained $15.0 billion of that from within the region and $29.6 billion from outside the San Joaquin Valley (Figure 4.5-4). The San Joaquin Valley economy had a demand for $38.7 billion in manufactured goods but obtained only $12.5 billion of that demand from regional manufacturers (Figure 4.5-5). Of this $12.5 billion, $8.0 billion was consumed by other businesses and $4.5 billion by consumers (households) and government entities. To meet the remaining demand, businesses in the Valley imported $7.8 billion in manufactured goods from outside the region awhile another $18.4 billion was imported directly to (purchased by) consumers and government entities. Source: ADE, Inc.; data from IMPLAN CEW/ES202 county employment database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 97 MANUFACTURING INPUT = $44.6B Source: ADE, Inc.; data IMPLAN3 input-output model $15.0 PRODUCED WITHIN THE REGION $29.6 IMPORTED FROM OUTSIDE THE REGION FIGURE 4.5-3 MANUFACTURING PRODUCTION VALUES AND MARKETS FIGURE 4.5-4 PRODUCTION INPUTS NEEDED FOR REGIONAL MANUFACTURING $40.0 SOLD IN THE U.S. $12.5 CONSUMED WITHIN THE REGION $4.8 SOLD OVERSEAS Source: ADE, Inc.; data IMPLAN3 input-output model MANUFACTURING OUTPUT = $57.3B SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 98 Table 4.5-2 shows the total inputs (goods and services) purchased by manufacturers regionally versus imported from outside the region, by type of commodity. Import substitution to address “leakage” of commodity purchases from outside the region ($29.6 billion) is a potential economic development opportunity. TABLE 4.5-2 TOTAL INPUT (PURCHASES) AND LEAKAGE (SELECTED INDUSTRIES), 2010 Description Gross Commodity Demand Regional Purchase Percentage Regional Commodity Inputs Commodity Leakage (Imports) Total Commodity Demand $44,649,857,000 NA $14,996,335,000 $29,653,523,000 Other manufacturing industries $24,771,029,000 19.8% $4,894,751,000 $19,876,278,000 Extraction of oil and natural gas $3,159,514,000 3.2% $102,098,000 $3,057,415,000 Wholesale trade businesses $3,486,386,000 66.3% $2,310,351,000 $1,176,036,000 Management of companies and enterprises $2,032,848,000 48.7% $990,814,000 $1,042,035,000 Scientific research and development services $530,748,000 15.9% $84,148,000 $446,601,000 Software publishers $345,937,000 0.5% $1,640,000 $344,297,000 Lessors of nonfinancial intangible assets $355,978,000 15.4% $54,860,000 $301,118,000 Grain farming $308,740,000 19.0% $58,570,000 $250,170,000 Oilseed farming $219,813,000 4.9% $10,775,000 $209,037,000 Electric power generation, transmission, and distribution $719,075,000 75.3% $541,482,000 $177,593,000 Advertising and related services $387,957,000 64.5% $250,138,000 $137,819,000 Mining gold, silver, and other metal ore $128,911,000 0.1% $115,000 $128,796,000 Automotive equipment rental and leasing $197,848,000 37.0% $73,111,000 $124,738,000 Management, scientific, and technical consulting services $175,727,000 30.9% $54,259,000 $121,468,000 Animal production, except cattle and poultry and eggs $154,709,000 23.8% $36,811,000 $117,897,000 Legal services $192,108,000 45.6% $87,562,000 $104,546,000 Source: ADE, Inc.; data from IMPLAN3 input-output model. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 99 FIGURE 4.5-5 DEMAND FOR MANUFACTURED PRODUCTS AND SOURCES OF SUPPLY IN THE SAN JOAQUIN VALLEY MANUFACTURING DEMAND = $38.7B $7.8 BUSINESS IMPORTS OBTAINED LOCALLY $18.4 CONSUMERS AND GOVERNMENT IMPORTS $8.0 B2B $4.5 DIRECT TO CONSUMERS AND GOVERNMENT Source: ADE, Inc.; data IMPLAN3 input-output model Amount Obtained Locally = $12.5 SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 100 4.6 WATER TECHNOLOGY CLUSTER As noted in the Partnership’s 2010-2011 Annual Report, “Water is scarce in most parts of California, creating tremendous pressure to redistribute the state’s water resources and to find new sources and ways to store and deliver water more efficiently.”50 At the San Joaquin Valley Regional Economic Summit in March, 2012, water supply was identified as the top priority for economic prosperity in the Valley. The Water Technology Cluster’s strategic plan states that “Access to usable water is developing into the greatest challenge of this century. The world’s ability to find, use, clean, recycle, transport, distribute, sell, tax, and conserve water will determine in large measure whether the world will progress or digress over the next 100 years. The technology to properly use and manage this precious resource is the critical tool to providing sufficient water supplies for the world’s major uses, such as agricultural, municipal, and commercial applications.”51 Numerous reports have documented the challenges to the Valley’s water resources and infrastructure and the critical importance of these resources to the region and the state. Among these challenges are the health and viability of the San Joaquin Valley Aquifer (which includes the Tulare Basin in the southern part of the Valley), the Sacramento-San Joaquin Delta which provides water to 25 million Californians, the California Water Project, and the watershed systems supporting the Valley’s communities, economy and natural systems. Water table depth as a measure of sustainable water use is one of the key indicators being tracked by the Partnership. According to a recent study, the current depletion rate of the Aquifer is not sustainable, especially with the threat of future droughts.52 Changing climate patterns will exacerbate these challenges. Valley leaders have long recognized water availability, quality and infrastructure as a critical issue for the agriculturally-based regional economy and overall regional economic growth. Fresno State has a state leadership role directing the CSU system’s Water Resources and Policy Initiative (WRPI), and provides water technology research, testing, policy development, public-private sector collaboration and sustainability innovation. Among its programs, the Center for Irrigation Technology (CIT), created in 1980, was an early leader in establishing a regional expertise in water and agriculture. The California Water Institute was created subsequently to provide education, research and analysis of water policy issues; it was the lead for preparing the San Joaquin Valley Regional Water Plan Framework, which was adopted by the Partnership. The Water Technology Cluster was formed in 2001 as part of a collaborative effort between the Fresno Business Council and OCED. Seed funding was provided by the Great Valley Center as a means to implement the cluster-networking recommendations of its report, The Economic Future of the San 50 Partnership 2010-2011 Annual Report, Ibid., p. 85. 51 Zoldoske, D.,CIT, OCED, CVBI, ICWT Regional Strategic Plan, August, 2010 52 “Warning Issued on Groundwater,” Edward Ortiz, Sacramento Bee, July 22, 2012. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 101 Joaquin Valley. The Water Technology Cluster was the first cluster in the region and served as a model for subsequent clusters initiated by OCED and the Regional Jobs Iinitiative. The initial goals for the cluster were to: increase investment in research and development; increase sales through joint marketing efforts and foreign trade missions; and improve workforce development and internship programs geared to the types of jobs available at member firms. The cluster adopted the name International Center for Water Technology (ICWT) to reflect the goal of being recognized as a globally-recognized center of water innovation and technology. This goal was made more real when Fresno State and the Central Valley Business Incubator (CVBI) collaborated to build the WET (Water and Energy Technology) Center to incubate new businesses and to provide testing facilities for new products. The CVBI manages the WET Center Incubator program, focusing on commercialization of high-potential start-ups within water, energy, clean air, and ag technology. CIT manages the testing lab. The Fresno Workforce Investment Board provides a large share of the funding for the WET Center and for ICWT. While the Water Technology Cluster was initially centered in the area between Fresno and Bakersfield, firms in the region have developed a special expertise in water efficiency systems that is now exported worldwide. “BlueTech Valley” is an initiative of the CVBI to brand the region as a global water technology hub and a catalyst for innovation in water, energy and related sectors. To reflect the importance of innovation in water technologies to the future of the Valley, this project’s cluster analysis was expanded beyond the five core Partnership clusters to include the Water Technology Cluster, to assess the performance and scope of the cluster and to identify possible Partnership actions that could support the cluster’s regional efforts. As with the manufacturing sector in general, recent economic conditions have led to employment declines in the cluster. Still, the concentration of water technology employment in the Valley remains nearly three times the level in California. Water sustainability and infrastructure challenges at all levels, and regional comparative advantage and expertise, set the stage to advance the vision of the “BlueTechValley.” CLUSTER COMPONENTS The Water Technology Cluster is comprised of the following components; the specific industries that are included in each cluster component as defined by their NAICS codes as included in Appendix B. Pump and pumping equipment manufacturing Plastic pipe and pipe fitting manufacturing Farm machinery and equipment manufacturing Other commercial and service industry machinery Farm supplies and merchant wholesalers Industrial machinery and equipment wholesalers SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 102 As indicated in Figure 4.6-1, water-related farm machinery manufacturing and plastic pipe manufacturing were the largest cluster components but contributed to the largest employment losses over the past decade. Non-farm related water technologies and distribution (wholesalers) provided much of the growth within the cluster. FIGURE 4.6-1 COMPONENTS OF THE WATER TECHNOLOGY CLUSTER: SIZE AND GROWTH EMPLOYMENT INDICATORS Table 4.6-1 summarizes Water Technology employment trends from 2001 through 2010, including employment changes and rate of growth, concentration (compared to the state), and shift-share (a ratio derived from the region’s rate of growth compared to that of the state. The following is a summary of key trends: The Water Technology Cluster accounted for nearly 2,700 jobs in the San Joaquin Valley. Cluster employment declined by 26.9 percent between 2001 and 2010. This regional job decline occurred at a slower rate than the statewide average. During this period, the total jobs in the cluster declined by nearly 1,000 positions (Table 4.6-1). The concentration of employment in the cluster was more than twice the statewide average, showing the region’s comparative advantage. Source: ADE, Inc.; data from IMPLAN CEW/ES202 county employment database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 103 TABLE 4.6-1 WATER CLUSTER EMPLOYMENT AND GROWTH BY COUNTY GEOGRAPHIC CONSIDERATIONS Figure 4.6-2 illustrates the growth trends geographically of the Water Technology Cluster by each county in the Valley. The Water Technology Cluster had the largest job counts in Fresno and Tulare counties, which together accounted for 60 percent of jobs in the cluster. The employment concentration was above average in every county, except for Kern and Kings counties. The highest employment concentrations were in Fresno, Madera, and Tulare counties, each of which has a concentration more than triple the statewide average. All counties lost jobs in this cluster between 2001 and 2010, with Stanislaus County having the smaller rate of loss. While the amount of employment was small in most counties, it will be important to track how this cluster is recovering and identify opportunities to build the cluster regionally. Description Employment 2001 Employment 2010 Employment Change 2001 to 2010 Percentage Change 2001 to 2010 Location Quotient 2010 Shift- share Water Flow Technology Cluster Total 3,651 2,668 -983 -26.9% 2.44 2.77% Source: ADE, Inc.; data from IMPLAN CEW/ES202 County Employment Database SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 104 FIGURE 4.6-2 WATER CLUSTER EMPLOYMENT AND GROWTH BY COUNTY Source: ADE, Inc.; data from IMPLAN CEW/ES202 County Employment Database - STANDARDIZE the source TRADE INDICATORS This section presents information on the regional trade flows – outputs, inputs required for regional commodity inputs to produce the Water Technology Cluster’s outputs, and the gaps, or leakage – that represent potential economic development opportunities in terms of filling the leakage. The commodity value of the Water Technology cluster in the region totaled $1.2 billion (Figure 4.6-3). Only 24 percent of that production was sold within the Valley, with 50 percent sold elsewhere in the US and nearly 25 percent sold to foreign markets. Total commodity demand for this cluster was $945 million ($565 million in final demand by consumers and institutions, and $379 million in trade with other businesses). The supplier purchases that support the Water Technology cluster had a total value of $871 million, of which $187 million is purchased from suppliers within the region. An additional $684 million in commodity demand (leakage) came from outside the region (Figure 4.6-4). SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 105 FIGURE 4.6-3 VOLUME OF SALES AND MARKETS PRODUCED WITHIN THE REGION FOR THE WATER TECHNOLOGY CLUSTER FIGURE 4.6-4 PRODUCTION INPUTS REQUIRED FOR THE WATER TECHNOLOGY CLUSTER $.584 SOLD IN THE U.S. $.30 CONSUMED WITHIN THE REGION $.283 SOLD OVERSEAS Source: ADE, Inc.; data IMPLAN3 input-output model WATER TECHNOLOGY INPUT = $.871B Source: ADE, Inc.; data IMPLAN3 input-output model $.187 PRODUCED WITHIN THE REGION $.684 IMPORTED FROM OUTSIDE THE REGION WATER TECHNOLOGY OUTPUT = $1.2B SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 106 Table 4.6-2 indicates top sectors where commodity leakages from the Water Technology Cluster may represent economic development opportunities in the Valley. While not all are likely candidates, there are large gaps in several manufacturing inputs that could be import substitution opportunities. TABLE 4.6-2 TOTAL INPUT (PURCHASES) AND LEAKAGE (SELECTED INDUSTRIES), 2010 Description Total Input Purchases Share Purchased w/in Region Inputs Purchased in Region Commodity Leakage (Inputs) Total Commodity Inputs $871,674,000 NA $187,321,000 $684,353,000 Plastics material and resin manufacturing $130,416,000 1.0% $1,364,000 $129,052,000 Iron and steel mills and ferroalloy manufacturing $60,963,000 7.5% $4,567,000 $56,397,000 Other engine equipment manufacturing $32,447,000 0.1% $37,000 $32,410,000 Valve and fittings other than plumbing manufacturing $31,279,000 3.5% $1,093,000 $30,187,000 Motor and generator manufacturing $28,535,000 1.5% $430,000 $28,105,000 Wholesale trade businesses $70,745,000 64.6% $45,666,000 $25,079,000 Motor vehicle parts manufacturing $23,509,000 7.6% $1,783,000 $21,726,000 Ferrous metal foundries $21,705,000 5.6% $1,212,000 $20,493,000 Fluid power process machinery manufacturing $18,527,000 1.0% $183,000 $18,343,000 Other plastics product manufacturing $18,136,000 6.5% $1,186,000 $16,951,000 Other water flow technology cluster establishments $23,427,000 31.7% $7,432,000 $15,994,000 Semiconductor and related device manufacturing $15,593,000 0.2% $27,000 $15,566,000 Crown and closure manufacturing and metal stamping $18,410,000 21.1% $3,892,000 $14,519,000 Management of companies and enterprises $27,347,000 52.0% $14,225,000 $13,122,000 Machine shops $11,747,000 4.6% $542,000 $11,205,000 Source: ADE, Inc.; data from IMPLAN3 Input-Output Model SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 107 4.7 OVERALL REGIONAL CLUSTER LEAKAGE AND ECONOMIC DEVELOPMENT TARGETS Each of the cluster analyses discussed earlier in this chapter listed industry sectors from which the regional clusters import significant portions of the production inputs they require in order to manufacture their products or provide services (output). These gaps are defined as business-to-business leakage. When these leakage gaps are aggregated across the region and all the clusters, they represent an additional level of scale regarding potential new economic development opportunities for the Valley. This section summarizes key targets that are an aggregation of possible market opportunities across the Valley’s shared clusters, selected by ADE as a starting point for further consideration. In particular, this information is intended as a resource for the California Central Valley Economic Development Corporation (CCVEDC), which markets investment opportunities for business location and expansion in the Valley and provides site location assistance, especially for targeted industry clusters, along with Pacific Gas and Electric Company, individual economic development agencies and other partners. These partners include the Central Valley Business Incubator, the California Small Business Development Network, UC Merced Regional Network, and other organizations working on business attraction, expansion, retention and entrepreneurship. METHODOLOGY ADE evaluated each cluster with regard to the inputs of goods and services needed to support production within each cluster, using the Implan Input-Output (I-O) model described in Section 2.2. Analyzing the results of the model, ADE estimated the portion of inputs that each cluster obtained from other businesses within the San Joaquin Valley region, and what portion was obtained from outside the region. The I-O model makes these estimates based on the industry requirements derived from a national economic model and the employment distributions by industry within the region. The dollar values of industry inputs are regional averages and do not necessarily reflect actual buyer-supplier relationships for individual businesses within the region. As such, the figures provide an indication of potential gaps or supplier “leakages” but may not be an exact estimate of supply chain behavior throughout the entire cluster. Also, industry sectors that are not likely to be located in the Valley have been eliminated from the list of targets. Further investigation and validation of the cluster leakage data is required in order to identify realistic opportunities for economic development purposes. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 108 POTENTIAL ECONOMIC DEVELOPMENT TARGETS Table 4.7-1 summarizes the potential economic development targets for business expansion, attraction, start-ups and marketing by type of commodity supplied from outside the region and the estimated level of “leakage” and therefore market support for these new or expanded businesses. Figure 4.7-1 illustrates the same information emphasizing the targets by level of market support. With refinement, the analysis can also indicate the potential number of establishments that could be supported with an increase in local market share. TABLE 4.7-1 POTENTIAL SAN JOAQUIN VALLEY ECONOMIC DEVELOPMENT TARGETS BY TYPE OF COMMODITY Source: IMPLAN3 I-O model, ADE Description Market Support Lessors of nonfinancial intangible assets $712,684,902 Scientific research and development services $699,203,194 Paper mills $611,657,224 Oilseed farming $457,939,735 Other basic organic chemical manufacturing $395,251,263 Petrochemical manufacturing $388,307,767 Artificial and synthetic fibers and filaments manufacturing $385,174,775 Software publishers $375,381,255 Plastics material and resin manufacturing $363,583,853 Automotive equipment rental and leasing $336,797,184 Plastics bottle manufacturing $336,106,827 Management, scientific, and technical consulting services $323,596,782 Aluminum product manufacturing from purchased aluminum $303,463,414 Advertising and related services $284,775,137 Paperboard Mills $257,933,907 Other plastics product manufacturing $244,701,794 Semiconductor and related device manufacturing $241,774,577 Metal can, box, and other metal container (light gauge) manufacturing $222,663,225 Plastics packaging materials and unlaminated film and sheet manufacturing $220,030,995 Motor vehicle parts manufacturing $212,772,162 All other chemical product and preparation manufacturing $169,215,313 All other basic inorganic chemical manufacturing $166,138,528 Architectural, engineering, and related services $165,780,479 SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 109 “Lessors of nonfinancial intangible assets” was the largest category shown. According to the NAICS definition, this industry “comprises establishments primarily engaged in assigning rights to assets, such as patents, trademarks, brand names, and/or franchise agreements for which a royalty or licensing fee is paid to the asset holder.” Activities include brand name licensing; franchising agreements, leasing, selling or licensing; oil royalty companies; oil royalty leasing; industrial design licensing; patent buying and licensing; patent leasing; and trademark licensing. This industry represents specialization including legal expertise that is sought outside of the Valley. Scientific research and development services was the next largest market gap. Combined with management, scientific and consulting services, these industries provide another professional services target for developing specialized expertise within the Valley. As noted in the Energy Cluster analysis, research and scientific consulting services are a growth opportunity. Oilseed farming was the fourth largest gap and also relates to the Energy Cluster, as an input for biofuels. Most of the other potential targets are in manufacturing industries. The architechtural, engineering, and related services industry is another potential growth area, especially with opportunities related to public sector infrastructure construction as described in the next section of this report. OCED and ADE met with the CCVEDC to discuss the findings and next steps related developing a collaborative valley-wide strategy to pursue these opportunities. Recommendations are presented in Chapter 5. SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 110 FIGURE 4.7-1 ECONOMIC DEVELOPMENT TARGETS BASED ON CLUSTER REQUIREMENT $0 $100,000,000 $200,000,000 $300,000,000 $400,000,000 $500,000,000 $600,000,000 $700,000,000 $800,000,000 Market Support Source: Applied Development Economics SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 111 4.8 PUBLIC SECTOR INFRASTRUCTURE (CONSTRUCTION) The Great Recession affected the construction industry more than any other sector in the Valley, especially with residential construction and the collapse of the housing market. According to California Employment Development Department (EDD) data for the eight county San Joaquin Valley region, construction employment fell from 89,400 jobs in 2006 to 45,900 in 2010, a loss of almost 50 percent in just four years (43,500 jobs).53 A slow recovery is starting to be evident with the creation of 5,700 new construction jobs between July 2011 and July 2012 (preliminary) but it will take time to replace the jobs lost and absorb the existing unemployed labor force which was estimated. To address the large number of layoffs in the region’s construction industry, the Central California Workforce Collaborative (CCWC) secured a National Emergency Grant in 2010 to assess workforce opportunities related to the region’s planned public sector infrastructure investments. With the decline in residential construction, construction of public infrastructure and facilities represents perhaps the largest current investment underway in Central California and an opportunity to revitalize the construction sector and the regional economy, and build new skills for workers, especially for middle- skill infrastructure jobs. Skills building will help ensure the Valley’s workforce is qualified for local construction jobs that will be created by these investments. The CCWC region spans the San Joaquin Valley south of Sacramento, the Mother Lode foothill counties, and the high desert areas of Kern, Inyo and Mono counties, so it is larger than the San Joaquin Valley itself. However, the Valley comprises the greatest part of the jobs and workforce, and the analysis and the strategy are reflective of conditions in the Valley region. ADE prepared the project analysis of the construction workforce, planned public sector infrastructure investments and construction workforce needs and skills for fifteen high-demand occupations over the next ten years. The analysis – Workforce Needs for Public Sector Infrastructure (April, 2011), incorporated a broader definition of public sector infrastructure than is commonly used, and included an initial scan of regional education and training resources to meet projected occupational demand across several areas of infrastructure. The Council for Adult and Experiential Learning (CAEL) prepared the project implementation strategy – the Public Infrastructure Workforce Plan (2012). Because construction is generally considered a primarily local-serving sector, there is only one construction-related cluster in the Valley, which was formed as part of the Regional jobs Initiative (RJI). A cluster SWOT analysis prepared by RJI cluster leaders in 2009 identified several challenges, including those posed by the economic downturn, lack of momentum to keep diverse private sector participation, and missing out on funding sources (such as ARRA funds) due to lack of representation and organization. 53 California Employment Development Department, Labor Market Information Division, Industry Employment Data, Monthly Profiles. Note: Figures for the counties of Kings, Madera, Merced, Stanislaus and Tulare counties also include mining and logging activities but construction employment is the primary source of jobs. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 112 It also identified the potential to build network “infrastructure,” be a collective voice, and prepare for the future upturn of the economy.54 The Cluster is in transition and OCED has discussed with cluster leaders, the CCWC, the CCVEDC, the Regional Policy Council and other partners the opportunity for its revitalization and regionalization based on leveraging public sector infrastructure investments. PUBLIC SECTOR INFRASTRUCTURE CLUSTER OPPORTUNITIES The major infrastructure categories covered in the CCWC analysis are: transportation (not rail); rail transit including High Speed Rail; infrastructure including water and wastewater systems, flood control, and other public works; buildings/community assets including hospitals, educational facilities and correctional facilities; broadband infrastructure; and energy facilities, including solar farms and wind energy projects and transmission. When aggregated across these infrastructure categories, major construction projects budgeted by the public sector, utilities and institutional entities for the CCWC region totaled an estimated $36.6 billion between 2010 and 2020 (Table 4.8-1). Most of these projects were planned for the first three to five years of this period, since the information for local government Capital Improvement Programs (CIPs) - a primary data source - is not yet available beyond that time frame. Regional projects with longer time frames include the High Speed Rail at $6 billion and the Delta Conveyance at $6-$10 billion. Non-rail transportation projects comprise 30 percent of expenditures, and alternative energy/broadband projects totaled approximately 25 percent. Projected expenditures in public buildings/community facilities such as schools, colleges, hospitals, and prisons were estimated at $3.1 billion or almost nine percent, and “other infrastructure” (minus the Delta Conveyance) estimated at about $863 million. TABLE 4.8-1 SUMMARY OF MAJOR INFRASTRUCTURE EXPENDITURES IN CCWC REGION, 2010-2020 Infrastructure Category Planned Expenditures ($billions) Percent Transportation (not rail) $10.46 28.56% Rail transit (including high-speed rail) $6.10 16.63% Infrastructure (including water and wastewater) $7.53 20.57% Buildings/community assets $3.15 8.60% Broadband $0.13 0.36% Energy $9.26 25.28% TOTAL $36.61 100% Source: ADE, based on data from state and local government agencies, CPUC, CEC, California High-Speed Rail Authority, California Secretary of State (bond and sales tax measures), Regional Transportation Plans, project team interviews and other research. 54 SWOT Analysis, Construction Cluster, June 2009, Regional Jobs Initiative. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 113 According to the analysis, construction jobs associated with these public infrastructure expenditures were projected to create 197,300 person-years of employment across a variety of construction industries (Table 4.8-2). It is estimated that these projects would have the potential to support 31,500 jobs in 2010 and would support an average of 24,500 jobs per year between 2011 and 2014. Of the total jobs, about 6.1 percent are in professional services – design and engineering – occupations. Based on the results of the analysis, CAEL developed a workforce development strategy for CCWC to focus on the opportunity to link local workers with the public infrastructure investments planned for the region. Training strategies are geared to helping workers with residential construction experience transition to the skill sets needed for heavy construction, as well as working with labor organizations to anticipate the skill needs associated with the impending retirement of union workers. There is a strong need for ongoing intelligence gathering and communications in order to track effectively the changing opportunities in public infrastructure development and the timing of these opportunities. Chapter 5 contains recommendations to support the implementation of the Workforce Plan. SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 114 TABLE 4.8-2 SUMMARY OF PROJECTED JOBS FROM MAJOR INFRASTRUCTURE EXPENDITURES IN CCWC REGION, 2010-2020 Project Type Total 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Transportation 54,646 7,595 7,012 6,700 6,263 8,168 4,383 3,805 3,790 3,544 3,385 0 Construction 52,828 7,342 6,779 6,477 6,055 7,896 4,237 3,679 3,664 3,426 3,272 0 Design/Engineering 1,818 253 233 223 208 272 146 127 126 118 113 0 High Speed Rail 25,499 0 237 2,285 4,416 6,838 6,090 4,189 1,443 0 0 0 Construction 24,209 0 225 2,176 4,205 6,487 5,776 3,966 1,374 0 0 0 Design/Engineering 1,290 0 11 110 211 352 315 223 69 0 0 0 Other Rail Transit 597 276 258 31 1 1 1 1 27 1 1 0 Construction 577 266 250 30 1 1 1 1 26 1 1 0 Design/Engineering 20 9 9 1 0 0 0 0 1 0 0 0 Infrastructure 5,175 1,978 1,921 811 331 134 0 0 0 0 0 0 Construction 4,792 1,832 1,779 751 307 124 0 0 0 0 0 0 Design/Engineering 383 146 142 60 25 10 0 0 0 0 0 0 Delta Conveyance 33,283 0 0 2,142 4,545 4,383 4,229 4,076 3,931 3,447 3,324 3,206 Construction 30,819 0 0 1,983 4,209 4,058 3,916 3,774 3,640 3,192 3,078 2,969 Design/Engineering 2,464 0 0 159 336 324 313 302 291 255 246 237 Buildings/Other Government 19,897 7,413 5,913 5,878 555 138 0 0 0 0 0 0 Construction 18,714 6,965 5,558 5,541 521 130 0 0 0 0 0 0 Design/Engineering 1,183 448 355 337 34 9 0 0 0 0 0 0 Broadband 868 442 426 0 0 0 0 0 0 0 0 0 Construction 804 409 395 0 0 0 0 0 0 0 0 0 Design/Engineering 64 32 31 0 0 0 0 0 0 0 0 0 Energy 57,334 13,853 10,954 9,835 6,236 6,263 5,096 5,096 0 0 0 0 Construction 53,119 12,835 10,149 9,112 5,778 5,802 4,721 4,721 0 0 0 0 Design/Engineering 4,215 1,018 805 723 458 460 375 375 0 0 0 0 Total All Projects 197,299 31,556 26,722 27,683 22,348 25,925 19,799 17,167 9,191 6,992 6,710 3,206 Construction 185,862 29,649 25,135 26,070 21,074 24,498 18,651 16,142 8,704 6,619 6,351 2,969 Design/Engineering 11,437 1,907 1,587 1,612 1,273 1,427 1,148 1,026 487 373 359 237 Source: ADE, Inc.; data from state and local government agencies, CPUC, CEC, California High-Speed Rail Authority, California Secretary of State (bond and sales tax measures), Regional Transportation Plans, project team interviews and other research. SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 115 CHAPTER 5 CHARTING THE COURSE FOR THE SAN JOAQUIN VALLEY’S ECONOMIC FUTURE “If we work together we can make a difference.” Participant, Manufacturing, Energy and Logistics Cluster Meeting, Fresno, June 11, 2012 This chapter presents overall findings and recommendations for the New Valley’s next stage of implementation, as well as specific cluster priorities and recommendations, and recommendations for alignment of organizational capacity and support for cluster strategy implementation. The Valley has significant assets. There are an almost overwhelming number of initiatives underway throughout the Valley related to the clusters, including those that are increasingly a convergence across the clusters, such as with energy, water and agriculture. A great deal of leadership and expertise resides with the partners involved in these initiatives, but they are dealing with diminished resources, the very large scale of the Valley, a diversity of issues facing the clusters, and the inherent challenges of collaboration such as dedication of time and capacity. However, partners increasingly are developing the capacity to regionalize their networks and ways to engage in specific initiatives on behalf of their networks. This network-to-network process is proving to be very beneficial. The Partnership and OCED’s goal should be to connect, support and optimize these assets and initiatives. 5.1 OVERALL FINDINGS A number of the findings cut across the individual clusters and pertain to the overall economy and the region’s organizational context. Overall Project findings include the following: The Valley’s economy is beginning a slow recovery but lags behind many other California regions, especially coastal areas with technology sectors. Innovation indicators such as venture capital investment and patents show a similar disparity. The Valley had an estimated Gross Domestic Product of $140 billion and of $228.6 billion in economic output in 2010. Several areas (components) within the Valley’s clusters showed resilience during the recession and are a platform for the next stage of the New Valley Economy. Overall, the clusters have been the engine of most of the Valley’s employment growth since 2001. However, even in clusters where the Valley has comparative advantage, such as agriculture and logistics, the Valley is not “capturing the value chain.” There is leakage through outsourcing for industry supplier inputs, talent (workers commuting out of the Valley for jobs), innovation (inventions and ideas leaving the Valley for specialized services and capital), and loss of value- added activities such as processing of raw materials into more finished products. SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 116 Leakage occurs across all the clusters and there is a strong economic development opportunity to fill these gaps, both within the clusters and aggregated across the clusters. The Partnership’s five original SAP clusters continue to be shared priorities across the Valley, with some adaptations. They are the foundation for the Cluster Action Plan along with the Water Technology Cluster and consideration of Public Sector Infrastructure (construction). Initiatives, including county industry cluster activities and the Partnership’s New Valley Work Groups, are challenged by resource and capacity issues, calling for a restructuring and alignment of organizational approaches, including the role of OCED and the Work Groups. Several common themes were expressed by cluster meeting participants, partners, and Valley leaders to guide recommendations for the Cluster Action Plan: Given the Valley’s many cluster and sector-focused assets, what is needed is leadership and support to connect and convene them in order to identify the shared priorities that can best be addressed and advanced at the regional level. Improving the educational status and skills levels of the workforce, and creating pathways for opportunity is a high priority and a focus of many of the Valley’s sector-based strategies. There is a strong commitment to connecting students with educational opportunities that are present; to create a college-going culture in the Valley; and to train people for jobs that are here and in sectors that are growing. Additional information is needed on priority occupational demand. There is a clear nexus across the clusters. Issues are interconnected and the clusters need to be addressed synergistically. As an example, combining manufacturing, energy and logistics in a broad coalition was recommended as the right way to engage to move the Valley forward. The list of economic development leakage targets, aggregated and by cluster, needs to be refined by those working on the ground to determine the most realistic targets. Closing the gaps will require a concerted collaborative strategy and a designated lead to execute the strategy. Regional collaboration across systems and across the Valley will create efficiencies, better labor market information on high demand workforce skills and occupations, and market export opportunities. This collaboration should be made more systematic where possible. The New Valley Work Groups leads, with support from OCED, should convene the cluster groups regularly to advance shared Action Plan priorities, identify partnership opportunities, network, and seek new project and funding opportunities for the region. Participation of Partnership Board members for high level conversations will help identify and advance strategic priorities. Action Plan implementation should be guided by the Partnership Executive Committee. The Valley needs to have a stronger voice in Sacramento, both with the Legislature and state agencies. SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 117 The Valley is poised for a shift in the next phase of its economy, especially through attention to “capturing the value chain” and becoming a leader in new technologies for water, energy, air quality, recycling and other resource efficiencies and infrastructure. For example, the vision is for the San Joaquin Valley to be recognized as a global leader for water and energy technology – for being the best area for testing and getting water and energy technologies to market – the BlueTech Valley. This shift can both drive specific cluster growth and improve the efficiencies, competitiveness and environmental outcomes of other clusters such as Agriculture. It also will help improve the Valley’s overall health a nd well-being of people, communities and life-sustaining systems. 5.2 KEY CLUSTER RECOMMENDATIONS The Project’s planning process generated many ideas, priorities and recommendations for the overall New Valley Cluster Action Plan and individual clusters. They have been distilled into a summary list of specific issues and proposed actions for each cluster, and are presented on page 119. They are a starting point for clarifying the highest priority issues and actions, and developing targeted implementation plans under the umbrella of the overall Cluster Action Plan. These plans should be developed through the New Valley Cluster Work Groups (and Cluster Action Teams), with a focus on areas where the Partnership can add value through its regional mission, leadership and state-regional collaboration assets, along with the resources, expertise and networks of OCED (see Section 5.3 for organizational recommendations). Working with OCED, the Partnership Executive Committee will guide the identification of a selected set of tangible initiatives across the clusters for implementation in 2013. Recommendations for the Agriculture Cluster and the Public Sector Infrastructure Cluster are based on the Regional Economic Summit held in March, 2012, and the economic analysis and Regional Workforce Plan prepared for the Central California Workforce Collaborative, respectively. The San Joaquin Valley Interregional Good Movement Plan being prepared for the Regional Policy Council provided information for recommendations for the Logistics and Public Sector Infrastructure Clusters. Based on the framework for the State Economic Summit which was used for the Regional Economic Summit for the Agriculture Value Chain, recommendations for the other clusters were grouped into the following five areas: infrastructure (goods movement, water, broadband, energy); workforce needs; innovation; regulations and sustainability; and access to capital. The emphasis varied by cluster. Some of the issues areas such as energy are also a cluster. Others like broadband are an enabling technology across all of the clusters. The majority of the recommendations are in the category of workforce needs, followed by regulations and sustainability. Access to capital was raised as a more general issue, especially for various stages of capital related to promoting research, commercialization of technology, and innovation. Further exploration of these issue areas by the Cluster Work Groups is merited. Addressing workforce needs is a strong area of focus due to the concerted efforts on the part of Valley leaders to raise the educational attainment of the Valley’s youth and adults; provide a skilled workforce SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 118 that meets the needs of employers and provides a pathway to prosperity for workers; and reduce unemployment and stagnation of workers in low-skill low-wage jobs, especially in the Valley’s rural areas. As noted in other parts of this report, there are several innovative regional workforce sector strategies underway, focused on occupations across many clusters. Many of these are successful models that need to be brought to scale. This will continue to be a high priority for the Valley and is reflected in action priorities across the clusters. The Ation Plan also addresses the need for cultivation of and support for an entrepreneurial culture and “eco-system” to reduce the intellectual/innovation leakage gap and to foster new jobs, start-ups and business expansions in the Valley. This approach should capitalize on new research assets such as UC Solar, the UC Merced Health Sciences Research Institute (HSRI), and the UC Merced Sierra Nevada Research Institute, as well as numerous existing research assets. The existing assets are many and include: other University institutes and research stations, the WET Center (Water, Energy, Technology), the Lyles Center for Innovation and Entrepreneurship, the Central Valley Business Incubator, the Cal Valley Tech iHub, the UC Merced Small Business Development Center Regonal Network, the Business and Entrepreneurship Center, the Central Valley Fund, the Center for Applied Competitive Techologies, the California Centers for International Trade Development, CalFOR, and private sector, federal and state research and development assets. OCED can play an important role in helping to connect, coordinate and leverage these assets to addresss the targets and opportunities identified in the Cluster Action Plan. Elevating these assets will in turn help address capital needs, catalyze entrepreneurship and the commercialization of new technologies, and foster the Valley’s pipeline of innovation. Additional detailed information and resources generated during the planning process will be available through OCED and the Partnership’s website as resources for the Cluster Work Groups. SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 119 KEY CLUSTER ACTION PLAN PRIORITIES Cluster Issues/Opportunities Recommended Actions Agriculture All 5 issue areas addressed in Regional Economic Summit All actions have designated champions and recommended actions; Partnership & OCED are tracking progress. See www.sjvpartnership.org Energy Regional focus on cluster development & coordination needed; opportunity to develop biofuels;, better define cluster components Conditional Use permits vary by county – frustrating for international companies willing to invest in the Valley; results in project delays or cancellations Increase entrepreneurial climate; need to create culture of early stage investment, create dialogue with entrepreneurs, &encourage students to create the next generation of solar technology Leakage of energy use SJV Clean Energy Organization should be lead for cluster development action plan; expand networking to connect more stakeholders Advocate for funding for SJV Regional Energy Plan Roadmap Coordinate with County Planners (CSAC) working on simpler expedited solar permitting process throughout the state; coordinate locally Coordinate with UC Solar Research Institute, CVBI, Lyles Center for Innovation and Entrepreneurship, Central Valley Fund, Business and Entrepreneurship Center, UC Merced SBDC Regional Network, CalFOR & others to accelerate technology commercialization & entrepreneurship Provide input to PUC on energy facilities sitings See Regional Economic Summit Strategy recommendations Health and Wellness Difficult to coordinate with so many initiatives across the Valley Need for consistent and regionalized standards and curriculum for same occupations/certificates, and for transferability of credits from Community Colleges to CSUs Need to standardize residency requirements for nurses Address gaps in workforce skills – need for better information, programs to increase skill levels Need to prepare for health information technologies; expand broadband infrastructure Need improved access to jobs and health care services in rural areas Wellness/prevention focus will increase demand for services and workers Partnership health leaders should convene high level cluster meetings Advocate for transfers within regional network of accredited courses (C6 project is opportunity to standardize curriculum), including for nursing Collaborate with hospitals to unify employee competencies, translate to college curriculum Expand nursing residencies across the Valley; coordinate with hospitals, community colleges, universities Advocate for Regional Industry Clusters of Opportunity (RICO) funding Expand mentoring programs Coordinate with SJV Regional Broadband Consortium, employer networks like Central Valley Health Network, WIBs, etc. for e-health Collaborate with Councils of Government, employers, transit agencies to develop more regional, coordinated transportation systems Expand Patient Navigator, Promotora and other model programs Coordinate with UC Merced Health Sciences Research Institute, CVBI, and entrepreneurship centers Logistics Additional options for goods movement needed (non-truck) Foreign Trade Zones underutilized Emissions impact air quality and health Issues identified at Regional Economic Summit Ensure coordination between Regional Policy Council/COGs (stakeholder planning process underway), SJV Air Pollution Control District, CCVEDC, Caltrans, Partnership Sustainable Communities Work Group, railroad companies on planning/projects See Regional Economic Summit Strategy recommendations Manufacturing Main issue for employers is workforce development Lack of high-level engineering jobs in the Valley, so many students leave the region Need cross-pollination of engineering workplace skills with existing workforce Need appropriate infrastructure to create new products out of recycled products; waste commodities being shipped overseas Coordinate with C6 and California Center for Applied Competitive Technologies for increased training Match resources of the universities to the manufacturers; connect internships with employers; support UCAM Develop a strategy to close supplier gaps Do policy advocacy (coordinated by REACON) on increase markets for recycling in California (Recycling BIN – Build Infrastructure Now) Water Technology Demand for clean water, sustainable water resources & infrastructure is creating new business opportunities beyond agriculture Issues identified at Regional Economic Summit Broaden focus of R&D to address diverse water supply and quality issues across an increased range of industries; coordinate with WET Center, Lyles College of Engineering, CVBI and other partners Focus on growth of specific technologies (BlueTech Valley) See Regional Economic Summit Strategy recommendations Public Sector Infrastructure - (CCWC Project) RJI Construction Cluster not active Lack of awareness regarding aggregated impact of public sector investments Updated inventory of projects & schedules needed on ongoing basis Coordination needed with economic development and planning to secure project funding Implement CCWC Regional Plan as Cluster Strategy for workforce Coordinate with Partnership to advocate for public sector investment/local hiring Identify lead to update project inventory and schedule Coordinate with Regional Policy Council and SJV Economic Development District to link project priorities with possible funding sources SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 120 5.3 ORGANIZATIONAL RECOMMENDATIONS The Cluster Action Plan findings and engagement process provide a platform to align organizational focus, initiatives and resources to support the evolution of the Valley’s regional cluster initiatives. This section of the report provides recommendations for the role of the Partnership, and OCED at the regional scale, focused on the next stage of the New Valley initiative, including the organization of Work Groups to lead or support the Valley’s Regional Innovation Clusters. ROLE OF THE PARTNERSHIP Given its mission and role, how and where can the Partnership best add value at the regional level for successful on-the-ground implementation and overall progress for the Valley? The stakeholder engagement process clearly identified that an important value-added role for the Partnership is to: Network - Help connect the many efforts across the region that are cluster-based or support the clusters (cluster foundations such as infrastructure – including broadband, sustainable communities, financing, environmental quality, and education and workforce). Convene – Play a convening role for the bigger valley-wide issues that are not being addressed in other forums, to drive the agenda for the growth and vitality of the clusters. Integrate - Provide synergy across the region, helping to knit together the clusters, the issues and the initiatives to pursue shared priorities. Advocate - Promote and advocate regarding cluster priorities on behalf of the Valley, including the removal of barriers, elevation of regional issues and opportunities, resource needs including funding, and networking with partners and investors outside of the region. Catalyze – Be a catalyst for collaboration and the diffusion of innovation, including through the elevation of models. The Partnership plays this role to varying degrees already. The next step is for more intentional engagement around a cluster-based economic strategy. Cluster processes are by their nature vehicles for engagement of champions, businesses, stakeholders and partners in regional strategies. During the course of the Project, ADE found that awareness of the Partnership was mixed. Proactive engagement of the Partnership around a core set of tangible initiatives will increase this awareness and expand its impact. Involvement of Board members in specific cluster areas such as health and wellness in a high level convening role (as well as participation in implementiation initiatives) was identified by cluster meeting participants as a very value-added activity. At the Partnership’s September 2012 Boad meeting, the Executive Committee agreed to convene to discuss follow up on Project opportunities, including to identify a specific set of tangible initiatives for 2013, and provide guidance for the ongoing implementation of the Action Plan. SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 121 ROLE OF OCED/NEW VALLEY WORK GROUPS As described in the report’s Executive Summary, OCED plays a critical backbone role for the work of the Partnership and the New Valley. Implementation of the Cluster Action Plan will require an increase in or realignment of existing OCED capacity to support or lead the New Valley Work Groups; continue OCED’s outreach, networking, coordination and consultation process around cluster opportunities; and engage new partners, stakeholders and leaders in Work Group and Action Plan initiatives. As described earlier, there are ten Work Groups implementing aspects of the New Valley Initiative. Most of the Work Groups are led by regional partners, such as the California Central Valley EDC (Economic Development Work Group) and the Central California Workforce Collaborative (co-lead of the Higher Education and Workforce Development Work Group). Several of the Work Groups are managed by Fresno State institutes. As the Secretariat for the Partnership, OCED provides onoing support to the Work Groups. OCED also is the lead for the Advanced Communications Services Work Group (San Joaquin Valley Regional Broadband Consortium) and the Housing Work Group, and is reorganizing the Health and Human Services Work Group as the Health and Wellness Cluster Work Group, taking the opportunity to align the Work Group with cluster opportunities. OCED will manage this Work Group’s for this transition. In addition, OCED supports the RJI which has twelve clusters, staffing two of them. The Work Groups are in varying levels of capacity and operational status. Some need to be revitalized or refocused in terms of leads/champions, partners and work plans. Table 5.3-1 on p. 123 presents a proposed Work Group structure to facilitate Action Plan implementation. The table lists the proposed Work Groups, the lead and support entity, and key regional initiatives and partners to be involved. This listing is illustrative of the wide range of partners. There are other entities that need to be involved. The Work Groups are sorted by those which are directly related to the specific clusters, such as Health and Wellness, Energy and Economic Development - the CCVEDC has targets across four clusters, and those which are related to the cluster foundations, such as broadband, air quality and workforce. These foundations support all the clusters. In most cases the Work Groups and lead groups are the same as before, but the Plan calls for a more proactive role for some of them, as described in the Key Cluster Action Plan Priorities in Section 5.2. OCED has been discussing with the partners the role they can and would like to play in Action Plan implementation, and will be following up with them to discuss specific Action Plan recommendations, how they fit with existing Work Group roles and activities, and how OCED can support the Work Groups to integrate the recommendations into their work plans. Several of the recommended actions are related to the Economic Development Work Group. A major priority is the creation of a strategy to refine the list of economic development leakage targets identified in Chapter 4.7, and lead entity to execute the strategy. These targets are an opportunity for the Work Group and partners to take a more proactive role in leveraging regional and county-level economic development opportunities. Another opportunity is via the newly designated EDA-funded Economic Development District, wherein economic development leaders can collaborate with the San Joaquin SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 122 Valley Regional Policy Council as it identifies infrastructure project priorities that will be recommended through the San Joaquin Valley Interregional Goods Movement Plan process. Some of the projects may be eligible for EDA and other public sector infrastructure funds. These projects could contribute to the revitalization of the Construction Cluster, while helping to achieve mobility, air quality and other goals. In addition to CCWC’s regional work in the health and green economy arena (the Regional Industry Clusters of Opportunity Project funded by the California Workforce Investment Board, and the State Energy Sector Partnership Grant for renewable energy and recyclables), CCWC can play a major role in the public sector infrastructure arena related to workforce development and local job creation and skills building, through the implementation of the 2012 Workforce Development Plan. CCWC is encouraged to utilize the Partnership’s website and other resources to establish increased visibility and a regional portal for the excellent information and strategies that have been developed, and to continue its model of collaboration and resource leveraging related to the region’s industry cluster strategic priorities. Figure 5.3-1 below illustrates the proposed New Valley Work Groups, the foundational support provided by OCED, and the role of the Partnership Executive Committee to support and guide the overall implementation of the Cluster Action Plan. Section 5.4 on implementation “Next Steps” (page 126) provides specific recommendations for the Partnership and OCED as well as the Work Groups. FIGURE 5.3-1 PROPOSED WORK GROUPS SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 123 TABLE 5.3-1 PROPOSED WORK GROUP STRUCTURE FOR CLUSTER ACTION PLAN IMPLEMENTATION CLUSTER RELATED WORK GROUPS Current Work Group Proposed Work Group Lead / Support Key Regional Initiatives/Partners Health and Human Services (not active) Health and Wellness Cluster Partnership Health Sector Board Members/OCED Central California Workforce Collaborative (CCWC) (RICO – Regional Industry Clusters of Opportunity) C6 – Central California Community Colleges Committed to Change Central Region Consortium (Community Colleges) Hospital Council of Northern and Central California Central Valley Health Network San Joaquin Valley Nursing Education Consortium UC Merced Health Sciences Research Institute Councils of Government Energy Energy SJV Clean Energy Organization/ OCED Regional Policy Council CCVEDC SJV Air Pollution Control District Water and Energy Technology (WET) Center Central Valley Business Incubator (Innovation Hub) Utilities Valley REACON (Recycling, Energy, Air, Conservation). Greater Stockton Chamber Clean Energy Center, KCCD CCWC (State Energy Sector Partnership) C6 Central Region Consortium Business and Entrepreneurship Center UC Advanced Solar Technologies Institute Economic Development Economic Development California Central Valley EDC (CCVEDC)/ OCED Manufacturers Council of the Central Valley Central Valley Business Incubator (Innovation Hub) UC Merced SBDC Regional Network Lyles Center for Innovation and Entrepreneurship Merced College Business, Industry and Community Services Business and Entrepreneurship Center, KCCD CCWC C6 Central Region Consortium International Center for Water Technology California Centers for International Trade Development (State Center) Valley REACON (Recycling, Energy, Air, Conservation). Greater Stockton Chamber Jordan College of Agricultural Sciences and Technology, CSU Fresno Craig School of Business, CSU Fresno California Center for Applied Competitive Technologies (College of the Sequoias) San Joaquin Valley Regional Policy Council Fresno-Madera-Tulare-Kings Labor Council North Valley Labor Federation Advanced Communications SJV Broadband Consortium OCED Many Consortium Members, USDA Rural Development Great Valley Center Telecoms SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 124 TABLE 5.3-1 PROPOSED WORK GROUP STRUCTURE FOR CLUSTER ACTION PLAN IMPLEMENTATION (CONTINUED) CLUSTER RELATED WORK GROUPS Current Work Group Proposed Work Group Lead / Support Key Regional Initiatives/Partners Air Quality Air Quality The Maddy Institute, CSU Fresno SJV Air Quality Pollution Control District Regional Policy Council Valley CAN (Clean Air Now) Clean Energy Organization Higher Education and Workforce Development Higher Education and Workforce Development Central California Workforce Collaborative, Central California Higher Education Consortium C6 Central California Consortium Workplace Learning Center Resource, Merced College San Joaquin Valley Nursing Education Consortium Centers of Excellence, Central California Fresno-Madera-Tulare-Kings Labor Council North Valley Labor Federation Pre-K-12 Pre-K-12 Central Valley Educational Leadership Institute (Fresno State) C6 Central California Workforce Collaborative Housing Housing San Joaquin Valley Housing Collaborative/ OCED Councils of Government Other Work Group Partners Sustainable Communities (integration of Land Use, Housing and Agriculture Work Groups & Transportation Work Group in 2011) Sustainable Communities San Joaquin Valley Regional Policy Council Councils of Government Smart Valley Places SJV Rural Development Center Central California Workforce Collaborative (Public Sector Infrastructure) Water Quality, Supply and Reliability Water Work Group California Water Institute C6 International Center for Water Technology (ICWT) Water, Energy and Technology (WET) Center Center for Irrigation Technology SJV Clean Energy Org Integrating the Action Plan’s recommendations into the Work Group work plans will help align their work with and support key cluster priorities, but it will not address all of the seven Valley-wide clusters explicitly in terms of having a cluster lead entity and a specific action plan. Table 5.3-2 presents an option to organize regional Cluster Action Teams for each cluster, building on existing efforts and leaders. Some of these efforts currently have more capacity than others and OCED would need to work with the partners to see if they can take on a lead cluster role, and if CCVEDC could take on a support role with increased resources. The table shows how the action teams line up with the targeted cluster initiatives of the CCVEDC, CCWC and the Community Colleges. SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 125 TABLE 5.3-2 CLUSTER WORK GROUP OPTIONS FOR ACTION PLAN IMPLEMENTATION PROPOSED NEW VALLEY CLUSTER ACTION TEAMS Valley-Wide Clusters Proposed Lead/Support California Central Valley EDC (CCVEDC) Targets Central California Workforce Collaborative (CCWC) Targets Community Colleges Consortium Targets Agriculture Value Chain Regional Economic Summit identified leads for different areas through the Partnership/ CCVEDC, OCED Food Processing C6 Project (Central California Community Colleges Committed to Change) (trades) Health and Wellness Health and Wellness Cluster Work Group/OCED Regional Industry Clusters of Opportunity (seeking funding) C6 Project Manufacturing (cross-cluster) Manufacturing Council of the San Joaquin Valley/ University Center to Advance Manufacturing/Center for Applied Competitive Technologies, OCED, CCVEDC Manufacturing State Sector Energy Partnership (recyclables) C6 Project (trades) Energy Including Renewable San Joaquin Valley Clean Energy Org/ CCVEDC Renewable Energy State Sector Energy Partnership C6 Project (trades) Logistics and Distribution San Joaquin Valley Regional Policy Council/ CCVEDC Logistics Water Technology International Center on Water Technology Public Sector Infrastructure – Construction (cross- cluster) San Joaquin Valley Regional Policy Council Public Sector Infrastructure Grant/Strategy SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 126 5.4 NEXT STEPS The following is a list of next steps for OCED and the Partnership to initiate and organize the implementation process for the Cluster Action Plan. Cluster strategies are vehicles for ongoing engagement of partners and stakeholders, but need dedicated focus and resources to yield action and results. 1. Work Group Leads/Work Plans. OCED staff will meet with Work Group leads and partners to review Project findings and recommendations and alignment with existing work plans; confirm lead partners and expanded/refined roles; identify 2013 priority cluster initiatives; and support work plan updates and expanded engagement of stakeholders. OCED should convene the stakeholders from the June meeting of the Manufacturing/Energy/Logistics Clusters to identify cross-cluster priorities and actions. This process will be coordinated with the Partnership’s Executive Committee. OCED should coordinate with USDA Rural Development and other champions on the implementation of the Ag Value Chain Regional Economic Summit action priorities. 2. Health and Wellness Cluster Work Group. OCED should work with Partnership board members to convene the Cluster stakeholders to identify priorities, develop the work plan around Action Plan recommendations, and drive the implementation of the work plan. 3. Economic Development Targets. OCED is working with CCVEDC and other partners on the process to develop a strategy for the Economic Development Targets (aggregated and cluster-specific), and identify a lead for implementation of the strategy. Partners should coordinate with TeamCalifornia to enhance marketing and outreach opportunities on the Valley’s cluster priorities. 4. Economic Development/Education/Workforce Coordination. OCED should develop a process for increased, systemic linkages between economic development, education, and workforce development partners (CCVEDC, CCWC, Central Region Consortium, C6, universities) around regionalized cluster-focused issues. The partners should collaborate to seek funding support for: research to identify priority workforce gaps and occupational demand; designated staff to facilitate the coordination process across the clusters and the systems; expanding the reach of innovative training programs. OCED should facilitate integrated connections with state partners such as the California Workforce Investment Board, California Labor and Workforce Development Agency, Chancellor’s Office, the Employment Training Panel, and the U.S. Dept. of Labor. 5. Public Sector Infrastructure/Logistics. OCED should convene the CCWC, the SJV Regional Policy Council, CCVEDC, Caltrans, labor, and other partners to link the interregional goods movement planning process and CCWC’s Public Sector Infrastructure Workforce Plan, including for identification of project funding priorities, funding sources for construction projects, and workforce development needs. Leverage the new Economic Development District. 6. Work Group Coordination. OCED should convene the leadership of the New Valley Work Groups quarterly for updates on their work plans, and facilitate coordination across Work Groups and initiatives on an ongoing basis. 7. Regional/State Economic Summits. The Partnership and OCED will continue coordination with the statewide economic summit process, and align the annual outcomes of the Work Group work plans for the Valley’s next regional economic summit (fall of 2013) and state-wide summit (late 2013). OCED and the Work Groups should report on the progress of the 2013 cluster initiatives at the next Regional Economic Summit. 8. Reporting Process. OCED should develop a process to report on Cluster Action Plan activities, metrics and progress to the Partnership’s Executive Committee on an ongoing basis. The growth of the clusters should be tracked as an annual metric. 9. Communications. OCED should create a dedicated location on the Partnership’s website for the Cluster Action Plan and resource materials, building upon the Regional Economic Summit materials. It should use the Cluster Action Plan implementation as a vehicle for communications about the Partnership, and as a portal to partner initiatives and resources. SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 127 As part of its ongoing mission and role, OCED will continue to connect with state, federal and other partners to ensure alignment with the Cluster Action Plan. One of the most timely is the “Doing What Matters for Jobs and the Economy,” a new initiative of the California Community Colleges, Division of Workforce and Economic Development. Its goals are to supply in-demand skills for employers, create relevant career pathways and stackable credentials, promote student success, and get Californias into open jobs. The focus is on spurring job creation and bridging skills gaps in priority/emergent sectors and clusters; taking effective practices to scale; integrating and leveraging programming between funding streams; promoting metrics for student success; and removing structural barriers. This initiative is in collaboration with the California Workforce Investment Board as it prepares the State Strategic Workforce Plan. The Central California Community Colleges Committed to Change (C6) Project and the Central Region Consortium (Community Colleges members) are partners in the development of the Cluster Action Plan and OCED will host and is planning with these partners for a Valley-wide meeting on linking the clusters with the initiative. Other examples of resource assets include the federal partnership for the Strong Cities Strong Communities (SC2) initiative, especially related to the development of the region’s Ag Tech Cluster and regional broadband capacity; the new resource guide on access to capital to support local economies and regional clusters, developed by the California Financial Opportunities Roundtable (CalFOR); and a possible new regional task force on workforce and small business development opportunities, organized by the Federal Reserve Bank of California. OCED also will connect with Valley Vision which is preparing the regional cluster strategy for the Sacramento region – the Next Economy – to explore cross-regional collaboration opportunities related to common clusters such as food and agriculture. In terms of the RJI and OCED’s role, it will be important for OCED to concentrate on supporting the organization and management of the core regional cluster priority action areas, and filling in leadership gaps where necessary. There is an opportunity for the RJI to benefit from integration with a more regionalized approach on shared issues. SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 128 APPENDIX – A: CLUSTER MEETING PARTICIPANTS HEALTH AND WELLNESS CLUSTER MEETING PARTICIPANTS FRESNO STATE UNIVERSITY, MAY 24, 2012, FRESNO NAME TITLE ORGANIZATION Arakel Arisian Principal Arisian Development Lynn Ashbeck Regional Vice President Hospital Council of Northern and Central California Tim Curley Director, Community and Government Relations Childrens Hospital Central California Jerry Dickerson, PMP Project Manager, Corp. IT Community Medical Centers Randy Dodd Vice President, Business Development and Strategic Planning Adventist Health Mike Dozier Executive Director, Office of Community & Economic Development Fresno State Chaz Felix, J.D. Health Policy Fellow Central Valley Health Policy Institute Nicole Ferreira Workforce Analyst Tulare Workforce Investment Board Carole Goldsmith Vice Chancellor, Project Director C6 Educational Services & Workforce Development, West Hills Community College Jose Gonzalez Health Promotion Specialist Health Net Community Solutions Nancy Hoff MSN,RN, Health Care RED Team Leader Central California Community Colleges Committed to Change (C6) Consortium Trish Kelly Principal Applied Development Economics Mary Renner Chief Operations Officer Central Valley Health Network Stephanie Robinson Director of Nursing Fresno City College Veronica Salas Economic Development Analyst Fresno Economic Development Corporation Matt Severson Corporate Locations Coordinator Fresno Economic Development Corporation Susan Smilie Janecek Director of Research and Development San Joaquin Valley College Kathie Studwell Senior Associate Applied Development Economics John G. Taylor Director, Public Affairs Community Medical Centers Jim VanDeVelde Associate Administrator Community Regional Medical Center Reyna Villalobos Community Building Specialist Central California Regional Obesity Prevention Program (CCROPP) SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 129 APPENDIX – A (CONTINUED) HEALTH AND WELLNESS CLUSTER MEETING PARTICIPANTS GREAT VALLEY CENTER, JUNE 6, 2012, MODESTO NAME TITLE ORGANIZATION Mike Amman President/CEO San Joaquin Partnership Arakel Arisian Principal Arisian Development Janalynn Castillo Public Affairs Representative Planned Parenthood Mar Monte Paula Chiarmonte Senior Research Analyst Business Resource Center Stanislaus Economic Development and Workforce Alliance Charleen Chituras Owner InVision Development Jennifer Downs-Colby Assistant Manager, Community Benefits and Volunteer Services Memorial Medical Center Valerie A. Fisher, RN, MA Project Director, Innovate What Matters-Allied Health Ca. Community College Chancellor’s Office Division of Workforce and Economic Development Cathy Frey CEO Central Valley Health Network Heidi E. Hall Program Manager Merced County Human Services Agency Corwin N. Harper Senior Vice President/Area manager Kaiser Permanente, Central Valley, Modesto Ismael Herrera Director, Rural Development Center Fresno State Nancy Hoff MSN,RN, Health Care RED Team Leader Central California Community Colleges Committed to Change (C6) Consortium Linda Hoile Program Manager Great Valley Center Trish Kelly Principal Applied Development Economics Warren Kirk CEO Doctors Medical Center of Modesto Adolph Lopez Program Manager Alliance Worknet, Stanislaus County Dotty Nygard, RN, BSN Vice Mayor City of Riverbank Rebecca Petty Family Services Supervisor Merced County Human Services Agency Jeff Rowe Workforce Development Director Alliance Worknet, Stanislaus County Heidi Santino Executive Director Stanislaus Health Foundation Kurt Schuparra, Ph.D. Assistant Secretary California Labor & Workforce Development Agency Scott Seamons Regional Vice President Hospital Council of Northern and Central California Dejeune Shelton Executive Director Great Valley Center Geneva Skram Community Coordinator University of California, Merced Kathie Studwell Senior Associate Applied Development Economics Robert Tse Special Projects Lead USDA CA Rural Development Kim Viviano Fitness Program Manager Health Aging Association SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 130 APPENDIX – A (CONTINUED) HEALTH AND WELLNESS CLUSTER MEETING PARTICIPANTS WEILL CENTER, KERN COMMUNITY COLLEGE DISTRICT, JUNE 21, 2012, BAKERSFIELD NAME TITLE ORGANIZATION Debra Anderson Agency Representative San Joaquin Valley College, Bakersfield Arakel Arisian Principal Arisian Development Aurora Cooper Human Resources Director National Health Services, Inc. Candy Gettman Deputy Director Employers’ Training Resource Karen K. Goh Supervisor Fifth District, County of Kern Freddy Hernandez Assistant Director Clinica Sierra Vista Teresa Hitchcock Administrative Analyst, Economic Development Kern County Administrative Office Nancy Hoff, MSN, RN Health Care RED Team Leader Ca. Community College colleges Committed to Change (C6) Consortium Pam Holiwell Assistant Director Employment and Financial Services, Department of Human Services, Kern County Myrna James Case Manager Kern County Career Services Center Fiona Kelly Business Services Coordinator Business and Entrepreneurship Center Kern Community College District Trish Kelly Principal Applied Development Economics Sean Kenny Wellness Coordinator Mercy and Memorial Hospitals Cori Kitchen Business and Grants Development Coordinator Kern Economic Development Corporation Dr. Kathleen Knutzen Dean, School of Social Sciences and Education California State University Bakersfield Robin Mangarin-Scott Director of Strategic Marketing Dignity Health John Means Associate Vice Chancellor, Economic and Workforce Development President, CCCAOE Kern Community College District Ali Morris President Kern County Black Chamber of Commerce Ralph Martinez Director, Planning, Research and Development Community Action Partnership of Kern David Michael Associate Direction of Administrative Health Services National Health Services, Inc. Dan Murray Kern/Inyo/Mono WIB Executive Committee Member NTrust Healthcare LLC SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 131 APPENDIX – A (CONTINUED) HEALTH AND WELLNESS CLUSTER MEETING PARTICIPANTS WEILL CENTER, KERN COMMUNITY COLLEGE DISTRICT, JUNE 21, 2012, BAKERSFIELD (CONTINUED) NAME TITLE ORGANIZATION Dr. Avtar Nijjer-Sidhu Senior Health Educator, Environmental Health Division Public Health Services Dept., County of Kern Robert Pimentel Interim, Director, C6 Project West Hills Community College District Pritika Ram Executive Assistant Clinica Sierra Vista Mary Renner Chief Operations Officer Central Valley Health Network Stefanie Robinson Director of Nursing Fresno City College Annalisa Robles Program Manager The California Endowment Lucas Rucks Educational Advisor/ Program Manager Bakersfield College Allied Health Department Steve Schilling CEO Clinica Sierra Vista Cheryl Scott Vice President Kern Economic Development Corporation Eman Shurabaji Grant Writer Alzheimer’s Disease Association of Kern County Andy Stanley Field Representative Office of Supervisor Karen Goh, County of Kern Fifth District Bonita Steele Director, Grants/Resource Development Kern Community College District Ashley Vorhees NHWP Community Director - Kern County, Viridian Region Manager Viridian Health Management Kelly Walters Campus Director San Joaquin Valley College, Bakersfield Gayle Winters Case Manager Kern County Career Services Center Dr. Jim Young Arvin Resident “We the People,” Arvin High School SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 132 APPENDIX – A (CONTINUED) MANUFACTURING/LOGISTICS/ENERGY TECHNOLOGY CLUSTER MEETING PARTICIPANTS SAN JOAQUIN VALLEY AIR POLLUTION CONTROL DISTRICT, JUNE 11TH, 2012, FRESNO NAME TITLE ORGANIZATION Angela Allison Director, Special Grants West Hills Community College District Mike Ammann CEO San Joaquin Partnership Arakel Arisian Principal Arisian Development Darnell Austin Professor, Industrial Technology, Co- Director Fresno State Vincent Bischoff Western Region Sales Manager National Pump Company Justine Blanchet Training Associate GRID Alternatives Melinda Brown Director of Business Development Kern EDC Clint Cowden Instructor, Ag Science & Technology West Hills College Monica Cuevas Dean of Students, Madera Center State Center Community College Nathalie Culver-Dockins Dean, Workforce Development Fresno City College Mike Dozier Director, Office of Community and Economic Development Fresno State Ron Durbin Executive Director University of California Advanced Solar Technologies Institute Shari Bender Ehlert Director, District 6 Caltrans Frank J. Ferral Program & Public Policy Director Greater Stockton Chamber of Commerce Charles Francis Director Fresno City College Training Institute Candy Gettman Deputy Director Employers Training Resources Carole Goldsmith, Ed. D. Vice Chancellor, Educational Services & Workforce Development West Hills Community College District Steve Haze 1st Vice President Yosemite Sequoia Terri Hicks Director, Business & Entrepreneurship Center Kern Community College District Aaron Husak Home Energy Auditor ConSol (Independent Contractor) Jerry James Director of Corporate Sales Farm Grown Ed Jones Division Director Sequoia Community Corps Tom Jordan Senior Policy Advisor San Joaquin Valley Air Pollution Control District Courtney Kalashian Associate Executive Director Clean Energy Organization, California Partnership for the San Joaquin Valley Kristin Kawaguchi Investor Relations Manager EDC Serving Fresno County SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 133 APPENDIX – A (CONTINUED) MANUFACTURING/LOGISTICS/ENERGY TECHNOLOGY CLUSTER MEETING PARTICIPANTS SAN JOAQUIN VALLEY AIR POLLUTION CONTROL DISTRICT, JUNE 11TH, 2012, FRESNO (CONTINUED) NAME TITLE ORGANIZATION Trish Kelly Principal Applied Development Economics Pam Lassetter RICO Program Manager Workforce Connection, Fresno WIB John Lehn President Kings County Economic Development Corporation Adriane Lepage Project Assistant Applied Development Economics Ed Martin Regional Manager Proteus Group Donald McCoon Owner McCoon Commercial Real Estate Sandi Miller Business Services Team Tulare Workforce Investment Board Mark Miller Talent Acquisition Manager Jason Ryan & Associates William Myers Managing Partner Fresno Strategic Consulting Walter Mizuno Co-Director, UCAM Lyles College for Engineering, Fresno State Helle Peterson General Manager Water, Energy & Technology Center Robert Pimentel, MSW Interim Director, C6 Project West Hills Community College District Tim Rainey Executive Director California Workforce Investment Board Barbara Rodiek COO Central Valley Business Incubator Paulette Rush Business Development Associate Kern EDC Michael A. Sandoval Facilities & Engineering Manager I Love to Create Michael Sigala Valleywide Coordinator Regional Policy Council Jay Sayler Economic Development Manager Kings County Economic Development Corporation Kurt Schuparra (by phone) Deputy Secretary California Labor & Workforce Development Agency Dejeune Shelton Executive Director Great Valley Center Don Smail Director Manteca Economic Development Dan Sousa Instructor, Applied Technology Division Fresno City College Kathie Studwell Senior Associate Applied Development Economics Bonita Steele Director, Grants and Resource Development Kern Community College District Tina Summer Director of Community & Economic Dev. City of Clovis Doug Svensson President Applied Development Economics Rob Terry Associate Regional Planner Fresno Council of Governments Robert Tse Special Projects Lead USDA California, Rural Development Louann Waldner, PhD Director Center for Applied Competitive Technologies Pete Weber Executive Committee Chair California Partnership for the San Joaquin Valley SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 134 APPENDIX – B: CLUSTER NAICS DEFINITIONS BY COMPONENTS AGRICULTURE CLUSTER SUPPORT 221310 Water Supply and Irrigation Systems 541380 Testing Laboratories 237110 Water and Sewer Line and Related Structures Construction 541613 Marketing Consulting Services 325311 Nitrogenous Fertilizer Manufacturing 541614 Process, Physical Distribution, and Logistics Consulting Services 325312 Phosphatic Fertilizer Manufacturing 541820 Public Relations Agencies 325314 Fertilizer (Mixing Only) Manufacturing 541830 Media Buying Agencies 325320 Pesticide and Other Agricultural Chemical Manufacturing 541840 Media Representatives 326291 Rubber Product Manufacturing for Mechanical Use 541850 Display Advertising 326299 All Other Rubber Product Manufacturing 541870 Advertising Material Distribution Services 332311 Prefabricated Metal Building and Component Manufacturing 541890 Other Services Related to Advertising 332420 Metal Tank (Heavy Gauge) Manufacturing 541940 Veterinary Services 333111 Farm Machinery and Equipment Manufacturing 551111 Offices of Bank Holding Companies 333112 Lawn and Garden Tractor and Home Lawn and Garden Equipment Manufacturing 551112 Offices of Other Holding Companies 333294 Food Product Machinery Manufacturing 551114 Corporate, Subsidiary, and Regional Managing Offices 333911 Pump and Pumping Equipment Manufacturing 561110 Office Administrative Services 333924 Industrial Truck, Tractor, Trailer, and Stacker Machinery Manufacturing 561310 Employment Placement Agencies 333992 Welding and Soldering Equipment Manufacturing 561320 Temporary Help Services 333993 Packaging Machinery Manufacturing 551112 Offices of Other Holding Companies 423820 Farm and Garden Machinery and Equipment Merchant Wholesalers 551114 Corporate, Subsidiary, and Regional Managing Offices 423830 Industrial Machinery and Equipment Merchant Wholesalers 561110 Office Administrative Services 423840 Industrial Supplies Merchant Wholesalers 561310 Employment Placement Agencies 423850 Service Establishment Equipment and Supplies Merchant Wholesalers 561320 Temporary Help Services 423860 Transportation Equipment and Supplies (except Motor Vehicle) Merchant Wholesalers 561710 Exterminating and Pest Control Services 444210 Outdoor Power Equipment Stores 561730 Landscaping Services 444220 Nursery, Garden Center, and Farm Supply Stores 562213 Solid Waste Combustors and Incinerators 522292 Real Estate Credit 562219 Other Nonhazardous Waste Treatment and Disposal 532490 Other Commercial and Industrial Machinery and Equipment Rental and Leasing 562920 Materials Recovery Facilities 541360 Geophysical Surveying and Mapping Services 811310 Commercial and Industrial Machinery and Equipment (except Automotive and Electronic) Repair and Maintenance 541370 Surveying and Mapping (except Geophysical) Services PRODUCTION 111 Crop Production 115111 Cotton Ginning 112 Animal Production 115112 Soil Preparation, Planting, and Cultivating 113110 Timber Tract Operations 115113 Crop Harvesting, Primarily by Machine 113210 Forest Nurseries and Gathering of Forest Products 115114 Postharvest Crop Activities (except Cotton Ginning) 114111 Finfish Fishing 115115 Farm Labor Contractors and Crew Leaders 114112 Shellfish Fishing 115116 Farm Management Services 114119 Other Marine Fishing 115210 Support Activities for Animal Production 114210 Hunting and Trapping 115310 Support Activities for Forestry 114210 Crop Production SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 135 APPENDIX – B (CONTINUED) PROCESSING 311111 Dog and Cat Food Manufacturing 311919 Other Snack Food Manufacturing 311119 Other Animal Food Manufacturing 311920 Coffee and Tea Manufacturing 311211 Flour Milling 311930 Flavoring Syrup and Concentrate Manufacturing 311212 Rice Milling 311941 Mayonnaise, Dressing, and Other Prepared Sauce Manufacturing 311213 Malt Manufacturing 311942 Spice and Extract Manufacturing 311221 Wet Corn Milling 311991 Perishable Prepared Food Manufacturing 311222 Soybean Processing 311999 All Other Miscellaneous Food Manufacturing 311223 Other Oilseed Processing 312111 Soft Drink Manufacturing 311225 Fats and Oils Refining and Blending 312112 Bottled Water Manufacturing 311230 Breakfast Cereal Manufacturing 312113 Ice Manufacturing 311311 Sugarcane Mills 312120 Breweries 311312 Cane Sugar Refining 312130 Wineries 311313 Beet Sugar Manufacturing 312140 Distilleries 311320 Chocolate and Confectionery Manufacturing from Cacao Beans 312210 Tobacco Stemming and Redrying 311330 Confectionery Manufacturing from Purchased Chocolate 312221 Cigarette Manufacturing 311340 Nonchocolate Confectionery Manufacturing 312229 Other Tobacco Product Manufacturing 311411 Frozen Fruit, Juice, and Vegetable Manufacturing 313111 Yarn Spinning Mills 311412 Frozen Specialty Food Manufacturing 313112 Yarn Texturizing, Throwing, and Twisting Mills 311421 Fruit and Vegetable Canning 313113 Thread Mills 311422 Specialty Canning 313210 Broadwoven Fabric Mills 311423 Dried and Dehydrated Food Manufacturing 313221 Narrow Fabric Mills 311511 Fluid Milk Manufacturing 313230 Nonwoven Fabric Mills 311512 Creamery Butter Manufacturing 313241 Weft Knit Fabric Mills 311513 Cheese Manufacturing 313249 Other Knit Fabric and Lace Mills 311514 Dry, Condensed, and Evaporated Dairy Product Manufacturing 316110 Leather and Hide Tanning and Finishing 311520 Ice Cream and Frozen Dessert Manufacturing 321113 Sawmills 311611 Animal (except Poultry) Slaughtering 321920 Wood Container and Pallet Manufacturing 311612 Meat Processed from Carcasses 322211 Corrugated and Solid Fiber Box Manufacturing 311613 Rendering and Meat Byproduct Processing 322212 Folding Paperboard Box Manufacturing 311615 Poultry Processing 322213 Setup Paperboard Box Manufacturing 311711 Seafood Canning 322214 Fiber Can, Tube, Drum, and Similar Products Manufacturing 311712 Fresh and Frozen Seafood Processing 322215 Nonfolding Sanitary Food Container Manufacturing 311811 Retail Bakeries 322291 Sanitary Paper Product Manufacturing 311812 Commercial Bakeries 325411 Medicinal and Botanical Manufacturing 311813 Frozen Cakes, Pies, and Other Pastries Manufacturing 325414 Biological Product (except Diagnostic) Manufacturing 311821 Cookie and Cracker Manufacturing 326111 Plastics Bag and Pouch Manufacturing 311822 Flour Mixes and Dough Manufacturing from Purchased Flour 326160 Plastics Bottle Manufacturing 311823 Dry Pasta Manufacturing 327213 Glass Container Manufacturing 311830 Tortilla Manufacturing 332115 Crown and Closure Manufacturing 311911 Roasted Nuts and Peanut Butter Manufacturing 332431 Metal Can Manufacturing SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 136 APPENDIX – B (CONTINUED) DISTRIBUTION 424410 General Line Grocery Merchant Wholesalers 481212 Nonscheduled Chartered Freight Air Transportation 424420 Packaged Frozen Food Merchant Wholesalers 481219 Other Nonscheduled Air Transportation 424430 Dairy Product (except Dried or Canned) Merchant Wholesalers 482 Rail Transportation 424440 Poultry and Poultry Product Merchant Wholesalers 483111 Deep Sea Freight Transportation 424450 Confectionery Merchant Wholesalers 483112 Deep Sea Passenger Transportation 424460 Fish and Seafood Merchant Wholesalers 483113 Coastal and Great Lakes Freight Transportation 424470 Meat and Meat Product Merchant Wholesalers 483114 Coastal and Great Lakes Passenger Transportation 424480 Fresh Fruit and Vegetable Merchant Wholesalers 483211 Inland Water Freight Transportation 424490 Other Grocery and Related Products Merchant Wholesalers 483212 Inland Water Passenger Transportation 424510 Grain and Field Bean Merchant Wholesalers 484110 General Freight Trucking, Local 424520 Livestock Merchant Wholesalers 484121 General Freight Trucking, Long-Distance, Truckload 424590 Other Farm Product Raw Material Merchant Wholesalers 484122 General Freight Trucking, Long-Distance, Less Than Truckload 424810 Beer and Ale Merchant Wholesalers 484220 Specialized Freight (except Used Goods) Trucking, Local 424820 Wine and Distilled Alcoholic Beverage Merchant Wholesalers 484230 Specialized Freight (except Used Goods) Trucking, Long-Distance 424910 Farm Supplies Merchant Wholesalers 488111 Air Traffic Control 424930 Flower, Nursery Stock, and Florists' Supplies Merchant Wholesalers 488119 Other Airport Operations 445110 Supermarkets and Other Grocery (except Convenience) Stores 488190 Other Support Activities for Air Transportation 445120 Convenience Stores 488210 Support Activities for Rail Transportation 445210 Meat Markets 488310 Port and Harbor Operations 445220 Fish and Seafood Markets 488320 Marine Cargo Handling 445291 Baked Goods Stores 488390 Other Support Activities for Water Transportation 445292 Confectionery and Nut Stores 488510 Freight Transportation Arrangement 445299 All Other Specialty Food Stores 488991 Packing and Crating 445310 Beer, Wine, and Liquor Stores 493110 General Warehousing and Storage 481111 Scheduled Passenger Air Transportation 493120 Refrigerated Warehousing and Storage 481112 Scheduled Freight Air Transportation 493190 Other Warehousing and Storage 481211 Nonscheduled Chartered Passenger Air Transportation ENERGY CLUSTER ALTERNATIVE ENERGY GENERATION/PRODUCTION 23711 Water and Sewer Line and Related Structures Construction 311223 Other Oilseed Processing 23816 Roofing Contractors 325193 Ethyl Alcohol Manufacturing ALTERNTIVE ENERGY DISTRIBUTION 423610 Electrical Apparatus and Equipment, Wiring Supplies, and Related Equipment Merchant Wholesalers 423720 Plumbing and Heating Equipment and Supplies (Hydronics) Merchant Wholesalers 423690 Other Electronic Parts and Equipment Merchant Wholesalers SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 137 APPENDIX – B (CONTINUED) ENERGY EFFICIENCY 23821 Electrical Contractors and Other Wiring Installation Contractors 23831 Drywall and Insulation Contractors 23822 Plumbing, Heating, and Air-Conditioning Contractors EQUIPMENT MANUFACTURING 333132 Oil and Gas Field Machinery and Equipment Manufacturing 335110 Electric Lamp Bulb and Part Manufacturing 333414 Heating Equipment (except Warm Air Furnaces) Manufacturing 335121 Residential Electric Lighting Fixture Manufacturing 333611 Turbine and Turbine Generator Set Units Manufacturing 335122 Commercial, Industrial, and Institutional Electric Lighting Fixture Manufacturing 334512 Automatic Environmental Control Manufacturing for Residential, Commercial, and Appliance Use 335129 Other Lighting Equipment Manufacturing 334515 Instrument Manufacturing for Measuring and Testing Electricity and Electrical Signals 335311 Power, Distribution, and Specialty Transformer Manufacturing 334517 Irradiation Apparatus Manufacturing PETROLEUM PRODUCTION & PETROLEUM DISTRIBUTION 211111 Crude Petroleum and Natural Gas Extraction 424710 Petroleum Bulk Stations and Terminals 211112 Natural Gas Liquid Extraction 424720 Petroleum and Petroleum Products Merchant Wholesalers (except Bulk Stations and Terminals) 212399 All Other Nonmetallic Mineral Mining 486110 Pipeline Transportation of Crude Oil 213111 Drilling Oil and Gas Wells 486210 Pipeline Transportation of Natural Gas 324110 Petroleum Refineries 486910 Pipeline Transportation of Refined Petroleum Products 324199 All Other Petroleum and Coal Products Manufacturing POWER GENERATION AND TRANSMISSION 221111 Hydroelectric Power Generation 221121 Electric Bulk Power Transmission and Control 221112 Fossil Fuel Electric Power Generation 221122 Electric Power Distribution 221113 Nuclear Electric Power Generation 221210 Natural Gas Distribution 221119 Other Electric Power Generation 237120 Oil and Gas Pipeline and Related Structures Construction 237130 Power and Communication Line and Related Structures Construction RESEARCH & SERVICES 541 Professional, Scientific, and Technical Services 533110 Lessors of Nonfinancial Intangible Assets (except Copyrighted Works) 523910 Miscellaneous Intermediation 811219 Other Electronic and Precision Equipment Repair and Maintenance 523999 Miscellaneous Financial Investment Activities 811310 Commercial and Industrial Machinery and Equipment (except Automotive and Electronic) Repair and Maintenance SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 138 APPENDIX – B (CONTINUED) HEALTH AND WELLNESS CLUSTER HEALTH CARE DELIVERY 621111 Offices of Physicians (except Mental Health Specialists) 621512 Diagnostic Imaging Centers 621112 Offices of Physicians, Mental Health Specialists 621512 Diagnostic Imaging Centers 621210 Offices of Dentists 621610 Home Health Care Services 621310 Offices of Chiropractors 621910 Ambulance Services 621320 Offices of Optometrists 621991 Blood and Organ Banks 621330 Offices of Mental Health Practitioners (except Physicians) 622110 General Medical and Surgical Hospitals 621340 Offices of Physical, Occupational and Speech Therapists, and Audiologists 622210 Psychiatric and Substance Abuse Hospitals 621391 Offices of Podiatrists 622310 Specialty (except Psychiatric and Substance Abuse) Hospitals 621410 Family Planning Centers 623110 Nursing Care Facilities 621420 Outpatient Mental Health and Substance Abuse Centers 623210 Residential Mental Retardation Facilities 621491 HMO Medical Centers 623220 Residential Mental Health and Substance Abuse Facilities 621492 Kidney Dialysis Centers 623311 Continuing Care Retirement Communities 621493 Freestanding Ambulatory Surgical and Emergency Centers 623312 Homes for the Elderly 621498 All Other Outpatient Care Centers 623990 Other Residential Care Facilities 621511 Medical Laboratories 624310 Vocational Rehabilition Services MEDICAL DEVICE MANUFACTURING 339112 Surgical and Medical Instrument Manufacturing 339115 Ophthalmic Goods Manufacturing 339113 Surgical Appliance and Supplies Manufacturing 339116 Dental Laboratories 339114 Dental Equipment and Supplies Manufacturing PHARMACEUTICALS 325411 Medicinal and Botanical Manufacturing 325413 In-Vitro Diagnostic Substance Manufacturing 325412 Pharmaceutical Preparation Manufacturing 325414 Biological Product (except Diagnostic) Manufacturing SUPPLIES AND SERVICES 423450 Medical, Dental, and Hospital Equipment and Supplies Merchant Wholesalers 424210 Drugs and Druggists' Sundries Merchant Wholesalers 423460 Ophthalmic Goods Merchant Wholesalers 813212 Voluntary Health Organizations 423490 Other Professional Equipment and Supplies Merchant Wholesalers WELLNESS AND FITNESS 446110 Pharmacies and Drug Stores 532291 Home Health Equipment Rental 446130 Optical Goods Stores 621399 Offices of All Other Miscellaneous Health Practitioners 446191 Food (Health) Supplement Stores 621999 All Other Miscellaneous Ambulatory Health Care Services 446199 All Other Health and Personal Care Stores 812191 Diet and Weight Reducing Centers SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 139 APPENDIX – B (CONTINUED) LOGISTICS CLUSTER AIR, RAIL, WATER TRANSPORTATION 481111 Scheduled Passenger Air Transportation 483211 Inland Water Freight Transportation 481112 Scheduled Freight Air Transportation 483212 Inland Water Passenger Transportation 481211 Nonscheduled Chartered Passenger Air Transportation 488111 Air Traffic Control 481212 Nonscheduled Chartered Freight Air Transportation 488119 Other Airport Operations 481219 Other Nonscheduled Air Transportation 488190 Other Support Activities for Air Transportation 482 Rail Transportation 488210 Support Activities for Rail Transportation 483111 Deep Sea Freight Transportation 488310 Port and Harbor Operations 483112 Deep Sea Passenger Transportation 488320 Marine Cargo Handling 483113 Coastal and Great Lakes Freight Transportation 488330 Navigational Services to Shipping 483114 Coastal and Great Lakes Passenger Transportation 488390 Other Support Activities for Water Transportation FREIGHT & WAREHOUSING 484110 General Freight Trucking, Local 493110 General Warehousing and Storage 484121 General Freight Trucking, Long-Distance, Truckload 493120 Refrigerated Warehousing and Storage 484122 General Freight Trucking, Long-Distance, Less Than Truckload 493130 Farm Product Warehousing and Storage 484210 Used Household and Office Goods Moving 493190 Other Warehousing and Storage 484220 Specialized Freight (except Used Goods) Trucking, Local 541614 Process, Physical Distribution, and Logistics Consulting Services 484230 Specialized Freight (except Used Goods) Trucking, Long- Distance 561910 Packaging and Labeling Services OTHER SERVICES 488410 Motor Vehicle Towing 488999 All Other Support Activities for Transportation 488490 Other Support Activities for Road Transportation 492110 Couriers and Express Delivery Services 488510 Freight Transportation Arrangement 492210 Local Messengers and Local Delivery 488991 Packing and Crating RELATED MANUFACTURING 336120 Heavy Duty Truck Manufacturing 336611 Ship Building and Repairing 336510 Railroad Rolling Stock Manufacturing 336612 Boat Building TRANSIT 485111 Mixed Mode Transit Systems 485310 Taxi Service 485112 Commuter Rail Systems 485410 School and Employee Bus Transportation 485113 Bus and Other Motor Vehicle Transit Systems 485510 Charter Bus Industry 485119 Other Urban Transit Systems 485991 Special Needs Transportation 485210 Interurban and Rural Bus Transportation 485999 All Other Transit and Ground Passenger Transportation MANUFACTURING CLUSTER (CROSS-CLUSTER) HEALTH & WELLNESS MANUFACTURING 339112 Surgical and Medical Instrument Manufacturing 325411 Medicinal and Botanical Manufacturing 339113 Surgical Appliance and Supplies Manufacturing 325412 Pharmaceutical Preparation Manufacturing 339114 Dental Equipment and Supplies Manufacturing 325413 In-Vitro Diagnostic Substance Manufacturing 339115 Ophthalmic Goods Manufacturing 325414 Biological Product (except Diagnostic) Manufacturing 339116 Dental Laboratories SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 140 APPENDIX – B (CONTINUED) FOOD PROCESSING 311111 Dog and Cat Food Manufacturing 311920 Coffee and Tea Manufacturing 311119 Other Animal Food Manufacturing 311930 Flavoring Syrup and Concentrate Manufacturing 311211 Flour Milling 311941 Mayonnaise, Dressing, and Other Prepared Sauce Manufacturing 311212 Rice Milling 311942 Spice and Extract Manufacturing 311213 Malt Manufacturing 311991 Perishable Prepared Food Manufacturing 311221 Wet Corn Milling 311999 All Other Miscellaneous Food Manufacturing 311222 Soybean Processing 312111 Soft Drink Manufacturing 311223 Other Oilseed Processing 312112 Bottled Water Manufacturing 311225 Fats and Oils Refining and Blending 312113 Ice Manufacturing 311230 Breakfast Cereal Manufacturing 312120 Breweries 311311 Sugarcane Mills 312130 Wineries 311312 Cane Sugar Refining 312140 Distilleries 311313 Beet Sugar Manufacturing 312210 Tobacco Stemming and Redrying 311320 Chocolate and Confectionery Manufacturing from Cacao Beans 312221 Cigarette Manufacturing 311330 Confectionery Manufacturing from Purchased Chocolate 312229 Other Tobacco Product Manufacturing 311340 Nonchocolate Confectionery Manufacturing 313111 Yarn Spinning Mills 311411 Frozen Fruit, Juice, and Vegetable Manufacturing 313112 Yarn Texturizing, Throwing, and Twisting Mills 311412 Frozen Specialty Food Manufacturing 313113 Thread Mills 311421 Fruit and Vegetable Canning 313210 Broadwoven Fabric Mills 311422 Specialty Canning 313221 Narrow Fabric Mills 311423 Dried and Dehydrated Food Manufacturing 313230 Nonwoven Fabric Mills 311511 Fluid Milk Manufacturing 313241 Weft Knit Fabric Mills 311512 Creamery Butter Manufacturing 313249 Other Knit Fabric and Lace Mills 311513 Cheese Manufacturing 316110 Leather and Hide Tanning and Finishing 311514 Dry, Condensed, and Evaporated Dairy Product Manufacturing 321113 Sawmills 311520 Ice Cream and Frozen Dessert Manufacturing 321920 Wood Container and Pallet Manufacturing 311611 Animal (except Poultry) Slaughtering 322211 Corrugated and Solid Fiber Box Manufacturing 311612 Meat Processed from Carcasses 322212 Folding Paperboard Box Manufacturing 311613 Rendering and Meat Byproduct Processing 322213 Setup Paperboard Box Manufacturing 311615 Poultry Processing 322214 Fiber Can, Tube, Drum, and Similar Products Manufacturing 311711 Seafood Canning 322215 Nonfolding Sanitary Food Container Manufacturing 311712 Fresh and Frozen Seafood Processing 322291 Sanitary Paper Product Manufacturing 311811 Retail Bakeries 325411 Medicinal and Botanical Manufacturing 311812 Commercial Bakeries 325414 Biological Product (except Diagnostic) Manufacturing 311813 Frozen Cakes, Pies, and Other Pastries Manufacturing 326111 Plastics Bag and Pouch Manufacturing 311821 Cookie and Cracker Manufacturing 326160 Plastics Bottle Manufacturing 311822 Flour Mixes and Dough Manufacturing from Purchased Flour 327213 Glass Container Manufacturing 311823 Dry Pasta Manufacturing 332115 Crown and Closure Manufacturing 311830 Tortilla Manufacturing 332431 Metal Can Manufacturing 311911 Roasted Nuts and Peanut Butter Manufacturing 332439 Other Metal Container Manufacturing 311919 Other Snack Food Manufacturing 339112 Surgical and Medical Instrument Manufacturing SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 141 APPENDIX – B (CONTINUED) ENERGY RELATED MANUFACTURING 333132 Oil and Gas Field Machinery and Equipment Manufacturing 311225 Fats and Oils Refining and Blending 333414 Heating Equipment (except Warm Air Furnaces) Manufacturing 311613 Rendering and Meat Byproduct Processing 333611 Turbine and Turbine Generator Set Units Manufacturing 322299 All Other Converted Paper Product Manufacturing 334512 Automatic Environmental Control Manufacturing for Residential, Commercial, and Appliance Use 333298 All Other Industrial Machinery Manufacturing 334515 Instrument Manufacturing for Measuring and Testing Electricity and Electrical Signals 334413 Semiconductor and Related Device Manufacturing 334517 Irradiation Apparatus Manufacturing 334519 Other Measuring and Controlling Device Manufacturing 335110 Electric Lamp Bulb and Part Manufacturing 335312 Motor and Generator Manufacturing 335121 Residential Electric Lighting Fixture Manufacturing 335314 Relay and Industrial Control Manufacturing 335122 Commercial, Industrial, and Institutional Electric Lighting Fixture Manufacturing 335999 All Other Miscellaneous Electrical Equipment and Component Manufacturing 335129 Other Lighting Equipment Manufacturing 311223 Other Oilseed Processing 335311 Power, Distribution, and Specialty Transformer Manufacturing 325193 Ethyl Alcohol Manufacturing 311225 Fats and Oils Refining and Blending 324110 Petroleum Refineries 335311 Power, Distribution, and Specialty Transformer Manufacturing 324199 All Other Petroleum and Coal Products Manufacturing LOGISTICS MANUFACTURING 336120 Heavy Duty Truck Manufacturing 336611 Ship Building and Repairing 336510 Railroad Rolling Stock Manufacturing WATER TECHNOLOGY MANUFACTURING 326122 Plastics Pipe and Pipe Fitting Manufacturing 333319 Other Commercial and Service Industry Machinery Manufacturing 333111 Farm Machinery and Equipment Manufacturing 333911 Pump and Pumping Equipment Manufacturing HEALTH & WELLNESS MANUFACTURING 339112 Surgical and Medical Instrument Manufacturing 325411 Medicinal and Botanical Manufacturing 339113 Surgical Appliance and Supplies Manufacturing 325412 Pharmaceutical Preparation Manufacturing 339114 Dental Equipment and Supplies Manufacturing 325413 In-Vitro Diagnostic Substance Manufacturing 339115 Ophthalmic Goods Manufacturing 325414 Biological Product (except Diagnostic) Manufacturing 339116 Dental Laboratories OTHER MANUFACTURING 31-33 All Manufacturing Industries not listed above WATER TECHNOLOGY CLUSTER 2007 NAICS U.S. TITLE 326122 Plastic Pipe and Pipe Fitting Manufacturing 333911 Pump and Pumping Equipment Manufacturing 333111 Farm Machinery and Equipment Manufacturing 423830 Industrial Machinery and Equipment Merchant Wholesalers 333319 Other Commercial and Service Industry Machinery Manufacturing 424910 Farm Supplies Merchant Wholesalers SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 142 APPENDIX – C: REFERENCES/RESOURCES Accordino, Joh, and Fabrizio Fasulo, “From Lone Rangers to Collaborative Communities,’ IEDC Economic Development Journal, Winter 2011, Volume 10, Number 1. 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SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 143 APPENDIX – C (CONTINUED) California Employment Development Department, Labor Market Information Division, Current Economic Statistics Group, June 2012. California Employment Development Department, Labor Market Information Division, Industry Employment Data, Monthly Profiles. California Employment Development Department, Labor Market Information Division, Draft “Green Industries” NAICS. California Partnership for the San Joaquin Valley, Building Prosperity for the Valley Ag Value Chain, San Joaquin Valley Regional Economic Summit, March 2012. California Partnership for the San Joaquin Valley, The San Joaquin Valley: California’s 21st Century Opportunity, Strategic Action Proposal, October 2006. California Partnership for the San Joaquin Valley, Connect: 2012 Annual Report, produced by the Secretariat, Office of Community and Economic Development, Fresno, State, 2012. 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Council on Adult and Experiential Learning, The Public Infrastructure Workforce Plan, prepared for the Central California Workforce Collaborative, 2012. Council of Fresno County Governments, “2011 Regional Transportation Plan, Chapter 1, San Joaquin Valley Regional Transportation Overview,” 2011. Economic Development Administration, “About Regional Clusters of Innovation,” U.S. Department of Commerce, http://www.eda.gov/AboutEDA/RIC/ Economic Development Corporation Serving Fresno County, 2011 Fresno County Profile and Annual Report, 2011. FarmsReach, Building Regional Produce Supply Chains, August 2011. SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 145 APPENDIX – C (CONTINUED) Goss, Ernie, “June 2012 San Joaquin Valley Business Conditions Index,” University Business Center, Craig School of Business, Fresno State, July, 2012. “Hosley, David,” “Lull in Building Gives Us Chance to Protect Farmland,” Sacramento Bee, UC Merced Sierra Nevada Research Institute, August 12, 2012. International Economic Development Council, Creating Quality Jobs, Transforming the Economic Development Landscape, March 2010. Johansson, Christian, “The New Economic Development Playbook,” The IEDC Economic Development Journal, Volume 10, Number 4, Fall, 2011. Kania, John and Mark Kramer, “Collective Impact,” Stanford Social Innovation Review, Winter, 2011. King, Philip, Economic Impact Report for San Joaquin Valley Hospitals, San Francisco State University, prepared for the Hospital Council of Northern and Central California, April 2012. 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SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 148 APPENDIX – D: CLUSTER COMPONENT DATA BY COUNTY AGRICULTURE CLUSTER Regional Total Agriculture and Food Cluster Total Agriculture and Food Cluster - Support Agriculture and Food Cluster - Production Agriculture and Food Cluster - Processing and Packaging Agriculture and Food Cluster - Distribution 2010 Allocated Employment 289,014 119,394 81,795 62,579 25,246 Percent Change, 2001 to 2010 2.9% 2.9% -6.6% 9.0% 27.5% Location Quotient 4.14 5.50 4.93 3.33 1.98 Shift-Share 4.56% -0.53% 2.61% 18.19% 12.13% Fresno County Total 2010 Allocated Employment 71,454 32,519 18,093 14,673 6,169 Percent Change, 2001 to 2010 -2.7% -3.3% -10.4% 5.5% 7.4% Location Quotient 3.87 5.66 4.12 2.96 1.83 Shift-Share -1.10% -6.65% -1.25% 14.66% -7.97% Kern County Total 2010 Allocated Employment 57,107 30,451 17,221 5,768 3,667 Percent Change, 2001 to 2010 9.6% 7.2% -1.8% 51.2% 54.5% Location Quotient 3.89 6.67 4.93 1.46 1.37 Shift-Share 11.21% 3.86% 7.39% 60.31% 39.08% Kings County Total 2010 Allocated Employment 10,712 2,931 3,934 3,515 332 Percent Change, 2001 to 2010 8.0% -16.0% 6.9% 46.7% -5.8% Location Quotient 5.46 4.81 8.44 6.67 0.93 Shift-Share 9.68% -19.33% 16.10% 55.86% -21.19% Madera County Total 2010 Allocated Employment 12,452 6,160 4,737 1,138 416 Percent Change, 2001 to 2010 6.6% 9.1% 2.7% -4.8% 85.4% Location Quotient 5.45 8.67 8.72 1.85 1.00 Shift-Share 8.27% 5.77% 11.86% 4.34% 69.98% Merced County Total 2010 Allocated Employment 19,788 4,477 7,333 6,085 1,894 Percent Change, 2001 to 2010 -1.9% 0.4% -5.6% -6.2% 30.3% Location Quotient 5.48 3.99 8.54 6.27 2.88 Shift-Share -0.23% -2.97% 3.56% 2.99% 14.94% San Joaquin Total 2010 Allocated Employment 34,423 10,482 8,051 9,079 6,811 Percent Change, 2001 to 2010 1.1% 3.0% -24.5% 1.6% 58.9% Location Quotient 2.96 2.91 2.93 2.86 3.23 Shift-Share 3.01% -0.33% -15.31% 11.52% 43.54% Stanislaus County Total 2010 Allocated Employment 34,258 7,825 7,299 15,595 3,539 Percent Change, 2001 to 2010 -6.8% -23.2% -4.5% -0.8% 10.6% Location Quotient 3.65 2.68 3.27 6.18 2.07 Shift-Share -5.15% -26.59% 4.67% 8.38% -4.80% Tulare County Total 2010 Allocated Employment 48,819 24,549 15,127 6,725 2,418 Percent Change, 2001 to 2010 14.4% 22.1% -2.0% 35.8% 11.7% Location Quotient 6.21 10.04 8.08 3.18 1.69 Shift-Share 16.05% 18.67% 7.15% 44.91% -3.70% SJV Regional Industry Cluster Action Plan|ADE|Applied Development Economics Page | 149 APPENDIX – D (CONTINUED) – ENERGY CLUSTER Regional Total Energy Cluster Total Energy Core – Alt Energy Distribution Energy Core - Alt Energy Production Energy Core - Energy Efficiency Energy Core - Equipment Mfg. Energy Core - Petroleum Energy Core - Petroleum Distribution Energy Core - Power Generation Energy Related - Services and Research 2010 Allocated Employment 33,353 1,572 3,758 13,697 820 4,516 1,701 4,781 2,507 Percent Change, 2001 to 2010 -6.9% -0.7% 1.7% -27.1% 38.3% 5.3% 24.3% 35.9% 26.2% Location Quotient 1.01 0.40 1.06 0.96 0.31 2.18 2.03 1.39 1.11 Shift-Share 13.32% 20.55% -5.55% -0.33% 80.04% 2.80% 21.39% 50.89% 21.91% Fresno County Total 2010 Allocated Employment 8,222 469 1,176 3,696 50 87 243 1,756 745 Percent Change, 2001 to 2010 -2.7% -10.2% 12.8% -22.4% 305.1% 278.3% 49.1% 29.5% 32.0% Location Quotient 0.94 0.45 1.25 0.98 0.07 0.16 1.10 1.93 1.24 Shift-Share 17.53% 11.13% 5.52% 4.34% 346.81% 275.83% 46.15% 44.48% 27.64% Kern County Total 2010 Allocated Employment 11,679 396 879 3,238 447 4,381 663 905 769 Percent Change, 2001 to 2010 9.4% -7.1% 43.0% -3.8% 57.5% 4.3% 94.4% 1.9% 38.8% Location Quotient 1.68 0.47 1.18 1.08 0.81 10.06 3.77 1.25 1.62 Shift-Share 29.59% 14.15% 35.79% 22.94% 99.21% 1.76% 91.50% 16.86% 34.50% Kings County Total 2010 Allocated Employment 578 24 144 243 0 0 34 69 64 Percent Change, 2001 to 2010 -11.1% 2.2% 79.3% -24.2% -100.0% -100.0% -46.8% -35.5% 140.8% Location Quotient 0.62 0.21 1.45 0.61 0.00 0.00 1.43 0.71 1.01 Shift-Share 9.14% 23.48% 72.10% 2.59% -58.29% -102.51% -49.70% -20.53% 136.44% Madera County Total 2010 Allocated Employment 752 10 168 297 52 12 37 127 49 Percent Change, 2001 to 2010 -26.5% N/A -39.8% -38.1% 7619.4% N/A -77.0% 92.4% 29.4% Location Quotient 0.70 0.08 1.45 0.64 0.60 0.18 1.34 1.13 0.66 Shift-Share -6.27% N/A -47.04% -11.35% 7661.12% N/A -79.88% 107.41% 25.06% Merced County Total 2010 Allocated Employment 1,005 27 129 431 61 0 47 213 96 Percent Change, 2001 to 2010 -32.5% -24.3% -1.5% -34.8% -75.0% N/A -34.7% -23.9% 50.6% Location Quotient 0.59 0.13 0.70 0.59 0.45 0.00 1.09 1.20 0.82 Shift-Share -12.29% -3.01% -8.74% -8.05% -33.28% N/A -37.65% -8.92% 46.27% San Joaquin Total 2010 Allocated Employment 4,559 374 506 2,283 108 33 193 757 304 Percent Change, 2001 to 2010 -11.1% 75.5% -10.1% -38.8% 467.5% -23.8% 161.5% 313.8% 1.2% Location Quotient 0.83 0.57 0.86 0.97 0.25 0.10 1.40 1.33 0.81 Shift-Share 9.14% 96.78% -17.35% -12.04% 509.21% -26.29% 158.53% 328.78% -3.12% Stanislaus County Total 4,559 374 506 2,283 108 33 193 757 304 2010 Allocated Employment 3,836 157 386 2,176 96 1 303 386 330 Percent Change, 2001 to 2010 -29.9% -34.9% -28.2% -44.2% 309.0% N/A 21.2% 78.9% 9.6% Location Quotient 0.86 0.29 0.81 1.13 0.27 0.01 2.69 0.83 1.08 Shift-Share -9.69% -13.58% -35.48% -17.47% 350.72% N/A 18.27% 93.87% 5.24% Tulare County Total 3,836 157 386 2,176 96 1 303 386 330 2010 Allocated Employment 2,723 116 370 1,332 6 2 181 568 148 Percent Change, 2001 to 2010 -7.3% -5.4% -17.3% -14.6% 364.8% N/A -26.4% 34.6% 8.6% Location Quotient 0.73 0.26 0.92 0.83 0.02 0.01 1.92 1.46 0.58 Shift-Share 12.95% 15.84% -24.52% 12.16% 406.48% N/A -29.35% 49.58% 4.32% SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 150 APPENDIX – D (CONTINUED) – HEALTH AND WELLNESS CLUSTER Regional Total Health and Wellness Cluster Total Health Care - Delivery Health Care - Medical Device Manufacturing Health Care – Pharmaceutical Health Care - Supplies and Services Health Care - Wellness and Fitness 2010 Allocated Employment 128,178 114,585 1,269 311 2,434 9,579 Percent Change, 2001 to 2010 21.5% 22.6% -24.3% 145.1% 80.7% 8.0% Location Quotient 1.01 1.08 0.30 0.09 0.53 1.10 Shift-Share 3.49% 1.50% -22.26% 134.86% 68.58% 5.93% Fresno County Total 2010 Allocated Employment 35,540 31,609 521 90 674 2,646 Percent Change, 2001 to 2010 15.4% 17.6% -28.0% 70.2% -12.4% 11.6% Location Quotient 1.05 1.12 0.47 0.10 0.55 1.15 Shift-Share -2.62% -3.51% -26.04% 60.02% -24.47% 9.55% Kern County Total 2010 Allocated Employment 23,500 21,123 382 0 131 1,864 Percent Change, 2001 to 2010 22.5% 23.1% -13.8% N/A 4.7% 28.4% Location Quotient 0.88 0.94 0.44 0.00 0.13 1.02 Shift-Share 4.51% 2.00% -11.77% N/A -7.40% 26.35% Kings County Total 2010 Allocated Employment 3,903 3,632 1 9 15 246 Percent Change, 2001 to 2010 44.2% 48.4% -86.4% -13.8% -36.2% 12.9% Location Quotient 1.09 1.22 0.01 0.09 0.12 1.01 Shift-Share 26.24% 27.36% -84.41% -24.01% -48.35% 10.86% Madera County Total 2010 Allocated Employment 5,481 5,160 1 0 12 308 Percent Change, 2001 to 2010 32.8% 34.8% -95.2% N/A 16.1% 16.8% Location Quotient 1.31 1.48 0.01 0.00 0.08 1.08 Shift-Share 14.83% 13.70% -93.19% N/A 4.00% 14.73% Merced County Total 2010 Allocated Employment 5,960 5,462 22 29 18 430 Percent Change, 2001 to 2010 18.7% 17.8% 8.3% 104.7% 51.4% 26.8% Location Quotient 0.90 0.99 0.10 0.15 0.08 0.96 Shift-Share 0.65% -3.32% 10.28% 94.46% 39.25% 24.75% San Joaquin Total 2010 Allocated Employment 23,328 20,194 117 16 1,276 1,725 Percent Change, 2001 to 2010 25.5% 23.3% -50.2% -6.3% 2401.7% -9.2% Location Quotient 1.10 1.15 0.17 0.03 1.67 1.20 Shift-Share 7.50% 2.17% -48.22% -16.53% 2389.59% -11.26% Stanislaus County Total 2010 Allocated Employment 21,261 19,420 213 136 129 1,363 Percent Change, 2001 to 2010 21.5% 24.0% 6.5% 423.7% -33.8% -4.4% Location Quotient 1.24 1.36 0.38 0.28 0.21 1.17 Shift-Share 3.45% 2.94% 8.50% 413.47% -45.87% -6.41% Tulare County Total 2010 Allocated Employment 9,204 7,985 12 32 179 996 Percent Change, 2001 to 2010 21.6% 23.3% -45.5% 352.4% 11.1% 10.4% Location Quotient 0.64 0.67 0.03 0.08 0.34 1.02 Shift-Share 3.64% 2.26% -43.46% 342.14% -0.98% 8.38% SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 151 APPENDIX – D (CONTINUED) - LOGISTICS CLUSTER Regional Total Logistics Total Logistics - Related Manufacturing Logistics - Air, Rail, and Water Transport Logistics - Truck Transport Logistics - Freight and Warehousing Logistics - Transit Logistics - Other Transportation Services 2010 Allocated Employment 33,192 292 2,420 13,118 12,368 2,523 2,472 Percent Change, 2001 to 2010 15.2% -23.3% 9.3% 1.3% 29.7% 1.8% 98.4% Location Quotient 1.04 0.34 0.37 1.78 1.06 0.96 0.89 Shift-Share 24.92% -24.06% 32.60% 13.64% 39.26% -2.62% 62.76% Fresno County Total 2010 Allocated Employment 7,091 4 1,273 2,774 2,116 516 409 Percent Change, 2001 to 2010 14.5% -96.4% 93.6% 4.8% -1.9% 17.8% 109.8% Location Quotient 0.84 0.02 0.73 1.42 0.69 0.74 0.56 Shift-Share 24.14% -97.23% 116.88% 17.19% 7.64% 13.29% 74.11% Kern County Total 2010 Allocated Employment 4,950 0 363 2,335 1,725 180 347 Percent Change, 2001 to 2010 -6.7% N/A -62.2% -5.8% 29.9% -49.8% 93.5% Location Quotient 0.74 0.00 0.26 1.51 0.70 0.32 0.60 Shift-Share 2.98% N/A -38.95% 6.57% 39.41% -54.31% 57.85% Kings County Total 2010 Allocated Employment 553 0 52 310 54 112 25 Percent Change, 2001 to 2010 102.5% N/A 285.7% 47.7% 125.2% N/A -3.3% Location Quotient 0.62 0.00 0.28 1.50 0.17 1.51 0.32 Shift-Share 112.19% N/A 308.98% 60.08% 134.72% N/A -38.90% Madera County Total 2010 Allocated Employment 534 0 52 321 53 14 94 Percent Change, 2001 to 2010 34.5% N/A 449.7% 28.2% 186.3% -81.3% 115.8% Location Quotient 0.51 0.00 0.24 1.33 0.14 0.16 1.03 Shift-Share 44.21% N/A 472.99% 40.57% 195.88% -85.72% 80.16% Merced County Total 2010 Allocated Employment 1,789 172 16 891 469 198 43 Percent Change, 2001 to 2010 41.4% -37.2% -57.5% 62.7% 222.7% 7.6% -44.5% Location Quotient 1.09 3.87 0.05 2.34 0.78 1.45 0.30 Shift-Share 51.06% -38.04% -34.25% 75.10% 232.27% 3.09% -80.19% San Joaquin Total 2010 Allocated Employment 10,140 7 431 3,639 4,453 338 1,272 Percent Change, 2001 to 2010 13.2% N/A 18.2% -9.9% 25.5% -29.9% 141.1% Location Quotient 1.92 0.05 0.40 2.98 2.30 0.77 2.78 Shift-Share 22.87% N/A 41.48% 2.47% 35.09% -34.37% 105.47% Stanislaus County Total 2010 Allocated Employment 4,721 100 139 1,644 1,917 710 211 Percent Change, 2001 to 2010 67.0% 2412.0% 32.6% 11.2% 223.0% 36.8% 65.1% Location Quotient 1.10 0.87 0.16 1.66 1.22 2.00 0.57 Shift-Share 76.67% 2411.23% 55.89% 23.56% 232.58% 32.35% 29.50% Tulare County Total 2010 Allocated Employment 3,415 8 94 1,205 1,581 456 71 Percent Change, 2001 to 2010 -4.6% N/A 42.9% -7.6% -8.1% 8.2% 2.9% Location Quotient 0.95 0.08 0.13 1.45 1.20 1.53 0.23 Shift-Share 5.05% N/A 66.17% 4.78% 1.40% 3.75% -32.74% SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 152 APPENDIX – D (CONTINUED) – MANUFACTURING CLUSTER Regional Total Manufactur ing Total Food Processing, Ag Support, Water Flow Medical Device Mfg. & Pharmaceuticals Logistics - Related Manufacturing Energy Equipment & Petroleum Mfg. Diversified Manufacturing 2010 Allocated Employment 101,382 66,303 1,580 292 1,779 31,429 Percent Change, 2001 to 2010 -9.3% 6.0% -12.3% -23.3% 75.1% -31.7% Location Quotient 0.99 3.30 0.20 0.34 0.47 0.45 Shift-Share 21.33% 17.25% -15.62% -24.06% 108.64% 5.22% Fresno County Total 2010 Allocated Employment 24,441 16,072 611 4 206 7,548 Percent Change, 2001 to 2010 -11.2% 3.6% -21.3% -96.4% 1574.8% -32.1% Location Quotient 0.90 3.02 0.30 0.02 0.21 0.41 Shift-Share 19.45% 14.87% -24.64% -97.23% 1608.30% 4.83% Kern County Total 2010 Allocated Employment 12,877 6,021 382 0 1,236 5,237 Percent Change, 2001 to 2010 15.0% 44.2% -13.8% #DIV/0! 78.9% -11.0% Location Quotient 0.60 1.42 0.23 0.00 1.57 0.35 Shift-Share 45.64% 55.39% -17.07% N/A 112.42% 25.94% Kings County Total 2010 Allocated Employment 4,112 3,554 10 0 0 549 Percent Change, 2001 to 2010 21.0% 45.9% -43.7% N/A -100.0% -41.4% Location Quotient 1.43 6.29 0.04 0.00 0.00 0.28 Shift-Share 51.65% 57.13% -46.99% N/A -78.83% -4.19% Madera County Total 2010 Allocated Employment 2,810 1,504 1 0 52 1,252 Percent Change, 2001 to 2010 -8.1% -7.5% -95.2% N/A 7619.4% -11.0% Location Quotient 0.84 2.29 0.00 0.00 0.42 0.54 Shift-Share 22.53% 3.75% -98.49% N/A 7652.92% 25.97% Merced County Total 2010 Allocated Employment 7,998 6,202 50 172 36 1,538 Percent Change, 2001 to 2010 -19.7% -6.7% 48.0% -37.2% N/A -48.9% Location Quotient 1.51 5.97 0.13 3.87 0.40 0.41 Shift-Share 10.91% 4.53% 44.67% -38.04% N/A -11.70% San Joaquin Total 2010 Allocated Employment 17,958 9,632 133 7 120 8,066 Percent Change, 2001 to 2010 -20.3% -2.3% -47.3% N/A 241.4% -34.9% Location Quotient 1.06 2.89 0.10 0.05 0.19 0.69 Shift-Share 10.34% 8.94% -50.55% N/A 274.88% 2.08% Stanislaus County Total 2010 Allocated Employment 20,626 15,927 349 100 97 4,152 Percent Change, 2001 to 2010 -9.1% -0.9% 54.5% 2412.0% 315.3% -34.7% Location Quotient 1.49 5.89 0.33 0.87 0.19 0.44 Shift-Share 21.56% 10.36% 51.19% 2411.23% 348.78% 2.22% Tulare County Total 2010 Allocated Employment 10,560 7,391 44 8 6 3,111 Percent Change, 2001 to 2010 -7.6% 18.8% 50.6% N/A 421.1% -40.0% Location Quotient 0.91 3.26 0.05 0.08 0.01 0.39 Shift-Share 23.01% 30.09% 47.27% N/A 454.63% -3.01% SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 153 APPENDIX – D (CONTINUED) – WATER TECHNOLOGY CLUSTER Regional Total 2010 Allocated Employment 2,668 Percent Change, 2001 to 2010 -26.9% Location Quotient 2.44 Shift-Share 2.77% Fresno County Total 2010 Allocated Employment 1,014 Percent Change, 2001 to 2010 -17.9% Location Quotient 3.50 Shift-Share 11.81% Kern County Total 2010 Allocated Employment 199 Percent Change, 2001 to 2010 -43.4% Location Quotient 0.86 Shift-Share -13.70% Kings County Total 2010 Allocated Employment 15 Percent Change, 2001 to 2010 -46.3% Location Quotient 0.49 Shift-Share -16.59% Madera County Total 2010 Allocated Employment 195 Percent Change, 2001 to 2010 -11.1% Location Quotient 5.45 Shift-Share 18.59% Merced County Total 2010 Allocated Employment 106 Percent Change, 2001 to 2010 -22.1% Location Quotient 1.88 Shift-Share 7.62% San Joaquin Total 2010 Allocated Employment 269 Percent Change, 2001 to 2010 -39.1% Location Quotient 1.48 Shift-Share -9.40% Stanislaus County Total 2010 Allocated Employment 259 Percent Change, 2001 to 2010 -1.0% Location Quotient 1.76 Shift-Share 28.68% Tulare County Total 2010 Allocated Employment 609 Percent Change, 2001 to 2010 -37.6% Location Quotient 4.94 Shift-Share -7.88% SJV Regional Industry Cluster Action Plan | ADE | Applied Development Economics Page | 154 FOR ADDITIONAL INFORMATION CONTACT: MIKE DOZIER, DIRECTOR, OFFICE OF COMMUNITY AND ECONOMIC DEVELOPMENT mdozier@csufresno.edu 559-294-6027 ATTACHMENT 7 LKL27 WIF 00-21B Revised 01/12 List of Regional Forums Host WDB Date/Time/Location Topic San Joaquin 11/4/2016 2:00-4:00 p.m. Job Quality Stanislaus 11/7/2016 2:30-4:30 p.m. Career Pathways Fresno 11/8/2016 10:00 a.m.-12:00 p.m. Workforce & Education Resources Kern 11/14/2016 11:00 a.m.-1:00 p.m. Career Pathways Madera 11/15/2016 8:30-10:30 a.m. Industry Valued Credentials Fresno 11/17/2016 1:30-3:30 p.m. System Accessibility Kern 11/28/2016 11:00 a.m.-1:00 p.m. Pathways to the Middle Class Tulare 11/30/2016 2:00-4:00 p.m. Industry Recognized Credentials Merced 12/5/2016 2:00-4:00 p.m. Pathways to the Middle Class Fresno 12/6/2016 9:30-11:30 a.m. Career Pathways Tulare 12/6/2016 2:00-4:00 p.m. Pathways to the Middle Class Kern 12/12/2016 11:00 a.m.-1:00 p.m. Workforce and Education Resources Stanislaus 12/13/2016 10:00 a.m.-12:00 p.m. Industry Valued Credentials Fresno 12/14/2016 9:30-11:30 a.m. Career Pathways San Joaquin 12/14/2016 3:00-5:00 p.m. Apprenticeships: Career Pathways to Success Kings 12/15/2016 10:00 a.m.-12:00 p.m. Industry Sector Employment Needs ATTACHMENT 8 CONSOLIDATED INVITE LIST Fresno Fresno Business Council Fresno Economic Opportunities Commission Fresno Economic Development Agency Fresno Building Healthy Communities Center for Advanced Research & Technology (CART) – high tech high school HOPE Builds Kaiser Permanente Fresno Bridge Academy, Reading & Beyond Clovis Unified School District Disabled Students Program & Services, State Center Community College District Clovis Adult School Fresno Housing Authority San Joaquin Valley Manufacturing Alliance Sanger Adult School Fresno Adult School State Center Adult Education Consortium The California Endowment Fresno Building Healthy Communities West Hills Community College District Plumbers & Pipefitters Local 246 Fresno County Office of Education Fresno County Department of Social Services Fresno, Madera, Tulare, Kings Counties Building Trades Council IBEW 100 Fresno City College Fresno State University Sheet Metal Workers 104 Cradle to Career Fresno County CA Department of Apprenticeship Standards College of the Sequoias Northern California Carpenters Apprenticeship District Council 16 JATC – Painters & Allied Workers Teamsters Local 431 Operating Engineers Local 3 Fresno City College Training Institute Reading and Beyond California Health Sciences University Central/Mother Lode Community College Consortium Kern/Inyo/Mono Business: Johasee Rebar, Inc. Grimmway Farms, Inc. California Electric Supply Company Howard Supply Company BW Implement Co. Golden Empire Transit Clinica Sierra Vista Kern Medical Frito-Lay Hold Your Horses HR Professional Townsend Design Wonderful Company Target Distribution Tejon Ranch Company Famous Footwear MacPherson Oil Company EDF Renewables World Wind & Solar JTS Modular, Inc. Journey Air Conditioning Co. Gazelle Transportation, Inc. Kern Health Systems Chevron Walter Mortensen Insurance Kern Oil & Refining Co. K. Cornell Capital & Consulting PCL Industrial Services, Inc. INTEG Enterprises LLS Journey Air Conditioning Co. Kern County Hispanic Chamber of Commerce Greater Tehachapi Chamber of Commerce Bakersfield Chamber of Commerce Kern County Black Chamber of Commerce Education: Kern County Superintendents of Schools Kern Community College District Kern High School District Delano Joint Union High School District California State University, Bakersfield Taft College Bakersfield College Cerro Coso Community College Delano Adult School Bakersfield Adult School College Community Services Labor: IBEW Local 428 Plumbers & Steamfitters Local 460 International Union of Operating California Rail Builders, LLC Kern, Inyo, Mono Building Trades Council Southern California Laborers Community-Based Organizations: Mexican American Opportunity Foundation Community Action Partnership of Kern Golden Empire Gleaners Independent Living Center of Kern County Bakersfield Homeless Center Mission at Kern County Bakersfield Rescue Mission United Way of Kern County Economic Development: CSUB Small Business Development Center Kern Economic Development Corporation One-Stop Partners: California Indian Manpower Consortium, Inc. Department of Rehabilitation SER - Jobs for Progress Housing Authority of Kern County Employers' Training Resource Employment Development Department Cornerstone Solutions, Inc. - Job Corps Service Farmworker Institute for Education & Leadership Development Kern County Department of Human Services Inyo County Health & Human Services Mono County Social Services Department Kings AARP Adventist Health All Valley Printing Aqua Azul Water Corporation Bank of the West B&D Quality Cleaners California Department of Rehabilitation College of the Sequoias Comfort Inn CPAs, Employment Development Department Hanford Mall Homac Manufacturing International Brotherhood of Electrical Workers Fresno Area Electrical Training Center International Brotherhood of Electrical Workers Local 100 Kenneth A Silva, DDS Kings County Board of Supervisors Kings County Human Services Agency Kings County Office of Education Kings View Mental Health Services Lowe's M. Green and Company Marquez Brothers International, Inc. Northern California Carpenters Union OLAM Spices and Vegetable Products Proteus Inc. SEIU Local 1000 SEIU Local 521 Southern California Edison Tree Frog Specialties and Printing West Hills Community College District A Design For You Action Equipment Rentals Adventist Health Aera Energy LLC, AGUSA Inc. Airgas Specialty Products All Valley Printing Aqua Azul Corporation Art Print Service Baker Commodities, Inc. Bank of the West Beco Dairy Automation, Inc. Bennett & Bennett Inc. Britz-Simplot Grower Solutions Burrows, Gary Inc. Buttonwillow Warehouse Company Calcot Ltd. California Bio-Productex Inc. California Organic Fertilizers, Inc. Camfil Farr Company CBS Doors Cemex Central Valley Meat Company City of Hanford Champi Fencing Cobalt Safes College of the Sequoias Corcoran Machine Works Coveris Crown Natural Foods County of Kings Del Monte Foods Enterprise & Commerce Industrial Park Fagundes Agri Business Fry's Electronics Warehouse Gibson Gates & Fencing Systems Golden State Feed & Grain Hanford Commodities, LLC Hanford Grain Company Hanford Joint Union High School Dist. HCT, Inc. Helena Chemical Co. Iron Industries Inc. J G Boswell Company J G Boswell Tomato Company, LLC Kahn, Soares, & Conway Karl M. Smith, Inc. Keenan Farms, Inc. Kings Cabinet Systems Kings County Air Kings County EDC Kings Rehabilitation Center Lacey Milling Co. Leprino Foods Lemoore East Leprino Foods Lemoore West Mar Vista Resources, LLC Marquez Brothers International McClard Masonry Inc. McLellan Industries Mid-State Precast, Morgan & Slates Naval Air Station Lemoore Nichols Farms Northland Process Piping, Inc. Norwesco, Inc. Olam Spices & Vegetable Ingredients Pacific Gas & Electric Pitman Family Farms Proctor/Crookshanks Companies Pyramid Cabinet Systems, Inc. Quinn Company Robinson's Sheet Metal Sasser Specialties Sawtelle & Rosprim Silveira's Ground Service, Inc. South Valley Materials, Inc./Hanford Superior Soil Supplements Telstar Instruments Tessenderlo Kerley, Inc. The Gas Co. The Hanford Sentinel TriCal, Inc. Tulare Lake Compost Valley Oak Cabinet Mfg. Valley Pallet Inc. Valley Pump & Dairy Systems Verdegaal Brothers Inc. Veterinary Pharmaceuticals, Inc. Virtus Nutrition, LLC Walmart Distribution Center Waste Management Wells Fargo Bank West Hills College Lemoore West Pacific Electric Co. Westside Transplant Windtamer Tarps Woodside Electronics Corp. Madera Alfred A. Gallegos Attorney at Law AM/PM Ardagh Group California Employers Association California Gastroenterology Associates California Indian Manpower Consortium, Inc. Camarena Health Central California Workforce Collaborative CertainTeed Chancellor’s Office of the California Community Colleges Charles Diaz Trucking Children's Hospital Central California Church & Dwight Co., Inc. Citizens Business Bank Coarsegold Pharmacy Wellness Comfort Inn, Oakhurst Community Action Partnership of Madera County Constellation Brands, Inc. - Mission Bell Winery Control Enterprises Incorporated Delaware North, Parks and Resorts at Yosemite Department of Rehabilitation Domries Enterprises, Inc. Employment Development Department Eurodrip U.S.A., Inc. Fiesta Auto Insurance G. Oberti & Sons Georgia Pacific Gutile Farms Harris Enterprises. Housing Authority of the City of Madera Innovative Rotational Molding International Electrical Workers #100 JBT Food Tech Corporation Kings View, Inc. KleenRite Equipment Manufacturing Kuykendall Solar Corporation Laborers International #294 Madera County Board of Supervisors Madera County Department of Social Services Madera County Economic Development Commission Madera District Chamber of Commerce members Madera Unified School District Nemat Inc. Papa Murphy’s Pizza PG&E Salter’s Distributing, Inc. Merced Merced Union High School District University of California-Merced Merced County Human Services Agency Merced County Community and Economic Development Merced College AEBG Consortium Merced County Office of Education Merced County Board of Supervisors ASC Agrecom, Inc. EDD Joseph Gallo Farms Mr. INK Pro California Indian Manpower Consortium Leap/Carpenter/Kemps Insurance Agency Coldstone Creamery Central Valley Opportunity Center, Inc. Laborers International Union of North America Amie Marchini Senior Care ServiceMaster Pacific Gas and Electric Department of Rehabilitation Image Masters Sheet Meter Workers L.U. #104 BLUM Center Sintex Security Services The Plumbers and Pipefitters Local 442 Atwater Chamber of Commerce Hispanic Chamber of Commerce Los Banos Chamber of Commerce Greater Merced Chamber of Commerce City of Merced-Economic Development International Brotherhood of Electrical Workers BA-Local 442 Dole Packaged Foods International Laird Manufacturing Quad Graphics E&J Gallo Winery Manufacturers Council of the Central Valley Castle Family Health Center WebCorps Builders Label Tech UC Berkley IFMA-Central Valley Chapter Lawrence Livermore National Laboratory San Joaquin County WorkNet-EEDD Madera County Workfroce Investmetn Corporation Fresno Regional Workforce Development Board Stanislaus Alliance Worknet Workforce Investment Board of Tulare County Kings EDC and JTO Kern County Employers’ Training Resource Kriby Manufacturing TriCounty Flooring JBT Small Business Development Center Network Californai League of Food Processors Resources for Independence John B. SanFilipo & Sons, Inc. Hilmar Cheese J Marchini & Son Liberty Packing Company Live Oak Farms Sensient Natural Ingredients Hoffman Security McClane Pacific CertainTeed Kagome Morningstar Teasdale Frito Lay 51 Fifty Richwood Meats Black Oak Casino San Joaquin San Joaquin County Board of Supervisors Employment & Economic Development Department San Joaquin Economic Development Association City of Escalon City of Lathrop City of Lodi/Lodi Electric Utility City of Manteca City of Ripon City of Stockton City of Tracy Lathrop District Chamber of Commerce Greater Stockton Chamber of Commerce Lodi Chamber of Commerce Manteca Chamber of Commerce Ripon Chamber of Commerce Tracy Chamber of Commerce Escalon Chamber of Commerce African American Chamber of Commerce San Joaquin County Hispanic Chamber of Commerce Central Valley Asian American Chamber of Commerce San Joaquin Delta College Center for Business and Policy Research, UOP County Office of Education Deputy Sector Navigator, Region C- Advanced Manufacturing Deputy Sector Navigator, Region C- Agriculture, Water & Environmental Technologies Deputy Sector Navigator, Region C, Prop 39 Project Director- Energy, Construction & Utilities Deputy Sector Navigator, Region C- Global Trade & Logistics Deputy Sector Navigator, Region C- Health Deputy Sector Navigator, Region C- Information & Communication Technologies (ICT)/Digital Media Deputy Sector Navigator, Region C- Retail/Hospitality/Tourism 'Learn and Earn' Deputy Sector Navigator, Region C- Small Business Stockton Airport SMART/San Joaquin RTD Altamont Corridor Express/ SJ Regional Rail Commission California Dept. of Transportation (Caltrans) Visit Stockton Visit Lodi! Conference and Visitors Bureau Visit Manteca Northern California Chapter, National Electrical Contractors Association Laborers International Union of Northern America, Local 73 San Joaquin Calaveras Center Labor Council San Joaquin Building Trades Carpenters Local 152 SEIU Local 1021 OE3 Operators Engineers Local 3 Labors Trg. & Retrg. Trust Fund Carpenters Training Committee for Northern California Dept. of Industrial Relations OE3 Operators Engineers Local 3 United Assoc of Plumbers & Pipefitters Local 442 Sheet Metal Workers Local 104 San Joaquin County Human Services Agency California State Department of Rehabilitation California Human Development San Joaquin County Probation Pacific Gas & Electric Port of Stockton SJ Partnership/Business Council SJ Delta College SBDC State EDD-Labor Market Information Division (LMID) State EDD SJC Council of Governments RS Consulting San Joaquin General Hospital Behavioral Health Services San Joaquin County Veterans Services Fathers & Families El Concilio African-American Community Services Puentes Premier Finishing Eagle Roofing Products Ace Electric Motors Co. Surtec, Inc. All Counties Glass Diamond Foods Ameron WTG GAF Stanislaus Lawrence Livermore National Laboratory DH Consulting LLC Patterson Unified School District MCCV JKB Homes CUSD Learning Quest Stanislaus Literacy Centers Turlock Unified School District Modesto City Schools EDD - Wagner-Preyser Department of Rehab CSA Job Corps CIMC DRAIL El Concilio-Modesto Casa Del Rio FRC Friends Outside Stanislaus Family Justice Center World Relief-Modesto Interfaith Ministries Modesto Gospel Mission Society for Disabilities Turning Point Community Program Housing Authority of County of Stan. CVOC Senior Community Service MJC Computer Tutor SCOE DCSS BHRS Opportunity Stanislaus Manos Unidas Modesto Opendoor Services Tulare AgriStar ALCOA Alexander Groups Amarillo Gear Company Amarillo Wind Machines Bank of the Sierra Beckman Coulter Bella La Vina Farms Bowsmith Bradford Steel Construction Burton School District Caccitore Wines California Dairies California State Assembly California State Senate California State University, Fresno Career Development Institute Carpenters Union 1109 Central Valley Meat Central Valley Scuba Center Champion Homes Christy Vault Company Cigna City of Dinuba City of Exeter City of Farmersville City of Lindsay City of Porterville City of Tulare City of Visalia City of Woodlake College of the Sequioas College of the Sequoias Training Center Community Health Clinic Con Agra Foods Consepts in Controls Corcoran Unified School District CSET CSET Board of Directors Cutler Orosi Joint Union School District DC Brands Department of Rehabilitation Dinuba Chamber of Commerce Dinuba Joint Union High School District Dinuba Unified School District Dowdy's Sales and Service Electric Motor Shop Ellonor Roosevelt Community Learning Center Empire Supply Employment Development Department Essilor USA Exeter Chamber of Commerce Exeter Unified School District Family Health Care Network Farmersville Unified School District Farwest Distributors FAST Credit Union Ferguson Fisher Manufacturing Fisher Metal Products Foster Farms Fresno Pacific University Fresno Small Business Development Center Fresno Unified School Disctrict GEA Gibralter Go-Titan Groppetti Automotive Group Haagen Dazs Hanford Joint Union High School District Health and Human Resources Healthcare Conglomerate Associates HHSA Hispanic Chamber of Commerce Horizon Nut Hydrite Chemical Co. Idea Printing and Graphics International Brotherhood of Electrical Workers International Paper Issue Number ITK Leadership Council JD Heilskell Jim's Formal Wear Joann Fabrics Job Corps John Muir Academy Jostens K Truss Kaweah Delta Health Care District Kings County Office of Education Kraft Foods Lane Engineers Lemoore Union High School District Lindsay Chamber of Commerce Lindsay Joint Union High School District Lindsay Unified School District MAF Industries Mangini Associates, Inc., ITK Leadership Council Marriott Visalia at the Convention Center McFarland Unified School Disctrict MCS Frame Merced College Moore Medical National Builders Supply NDS Nestle Networks 2 Action Odwalla ORS Nasco Pacific Southwest Container Pacific Stihl PDDA Filtration Physician/Surgeon (Retired) Pine, Pedroncelli, and Agular Pixley Unified School District Portervile Unified School District Porterville Adult School Porterville Chamber of Commerce Porterville College Porterville Unified School District Pregis Pro Document Solutions Producers Dairy Proteus, Inc. Provisions Food Company Pro-Youth Heart PSW Rehab Quad Knopf Rabobank Reedley College Research for Hire Retired Sunmaid Administrator and Farmer Riverside County Economic Development Agency Royalty Carpet Royalty USA RR Donnaelley Ruiz Foods San Joaquin Valley College Screw Conveyor Corp Seals and Biehle Contractors Seals Biehle Construction SEE and Company Sempra Energy Sequoias Adult Education Consortium Sequoias Riverland Trust Serpa Packaging Service Master Sierra View Medical Center Soil Basics Southern California Edison (Retired), ITK Leadersh Spraying Devices Springville Chamber of Commerce Springville Unified School District State Center Community College District Suberban Pipe and Steel Sun Fresh Sundale School District SunPower Svenhards TC Probation TCOE Tempo Foam The Lockwood Agency, ITK Leadership Council Tri-Mag Tucoemas Federal Credit Union Tuff Tubs Tulare Adult School Tulare Chamber of Commerce Tulare Community Health Clinic Tulare County Tulare County Board of Supervisors Tulare County Board of Supervisors Tulare County Board of Supervisors Tulare County Ecconomic Develop Corporation Tulare County Farm Bureau Tulare County Federal Credit Union Tulare County Health and Human Services Agency Tulare County Office of Education Tulare County Office of Education/SEE Tulare County Public Health Department Tulare Economic Development Agency Tulare Iron Man Tulare Joint Union High School District Tulare Regional Medial Center Tulare Unified School District Tulare Union Joint Unified School District Tulare-Kings Hispanic Chamber of Commerce Tule River Tribe Turning Point of Central California United Staffing Universal Biopharmareserach Institute University of California, Merced University Prepatory High School UPS US Farm Systems Valley ROP Ventura Coastal VF Outdoor, Inc. Visalia Adult Education Consortium Visalia Adult School Visalia Chamber Visalia Chamber of Commerce Visalia Employment Connection Visalia Rescue Mission Visalia Unified School District Voltage Multipliers VWR Distribution Warren & Baerg West Hills Community College Woodlake Unified School District Workforce Investment Board of Tulare County ATTACHMENT 9 Name Organization Pang Vangyi State Center Adult Education Consortium Pat R. Barr WDB Efrain Guizar Fresno County Office of Education Ka Xiong Fresno WDB Ricky L. Talley Clovis Adult Education Courtney McMahan Clovis Adult School Ed Schmalzel Clovis Adult School Andrea Story Fresno County DSS Giselle Simon West Hills College Lemoore S. Norman TRCO Andrea Reyes Fresno County Economic Development Corp. Robert Topete Plumbers & Pipefitters Apprenticeship Chuck Staton Electrical Apprenticeship Gary Schlueter Fresno Adult School Dan Sousa State Center CCD Valerie Fisher Health Workforce Dept Corinna Reneira Director of Apprenticeship Standards David Castillo West Hills College Name Organization Irma Garcia Fresno Housing Jeff Davis Jr.Fresno EOC Laneesha Senegal H.O.P.E. Deb Nanhulle FBC Gary Schlueter Fresno Adult School Sherri Watkins State Center Adult Education Consortium Patric Farrar Merced Co. Dept of Workforce Nancy Penny Sanger Adult Brandi Johnson Fresno Housing Nikki Newsome Reading & Beyond - Bridge Academy Name Organization Katrina Starman DOR Priscilla Varela DOR Imelda Juarez KCMH - VOC Mauro Laris MAOF Melinda Brown KEDC Diane McClanahor DOR Gloria Hernandez HACK Michael Kane Cerro Coso June Martinez KCMH Ontrack Kenny Grejoir Johasee Rebar April Morris Grimmway Fund Shanda Evett DHS Brandon Evans DHS Mai Knue Madera Workforce Rica Galiza Dept of Rehab Joel Seal BW Implant Magda Menendez MAOF Rob Arias KCSOS John Means KCCD Doug Kremar Job Corps Luis Lopez HSC Victoria Hernandez HACK Jennifer Patino CSUB Les Clark OIW Greg McGikney Calif Electric Supply Sarai Jones ETR Ricky Esparza ETR Grant Wong ETR M. Turnipsoel KCTA Ralph Martinez CAFK Jan Lemucchi ILCKC Gina Knovos KHS Name Organization Shanda Evett DHS Eileen Brush GET Ope Jelugbu GET Veronica Moore Dept of Rehab Jodi Loeffler Bakersfield Adult Sarai Jones ETR Nikka Vargas Housing Authority Pam Holiwell KCDHS Stacy Ferreira Clinica Sierra Vista Candy Gettman ETR Michael Kane Cerro Coso Melinad Browly Kern EDC June Martinez KCMH Jermaine Tyson David Villarino Field Institute Jimmie Soto ILCKC Jan ILCKC Mark Wyatt KHSD-BAS Lua Hockersmith Kern Medical Randi Kizzar Westec Ricky Esparza ETR Mauro Laris MAOF Brandon Evans DHS Maida Alveraz MAOF Teresa Hitchcock ETR Jorge Espinosa Madera MCWIC Jun Lopez HSC Beth Bgwaters KIT Community Katrina Hoagland Frito Lay Greg McGiffney California Electric Supply Gloria Peleyri KCMH Todd Kepez PCL Rob Arias KCSOS Jennifer Patire CSUB John Spaulding BTC Grant Wong ETR Aaron Ellis ETR Nyakundi Michieka CSUB Christian Shannon KCSOS Denise Crawford Bakersfield College Imelda Juarez KCMH Russell Jolusa ABC Michael Turnipsend K??? Ralph Martinez CAPK Name Organization John Lehn Kings Co. WIB/JTO Xochityl Rodriguez Kings Co. /HSA-ETW Kathlene Brookshire Kings Co/HAS/ETS Vince Velo Kings Co/WDB/JTO Dusty Ference Kings Co Farm Bureau Thad Russell College of Sequoias Robert Aura JTO Kristin Robinson COS Nancy Silva WIB/Silva Dental Kelley Mattos KC Human Resources Stephanie Murphy Adventist Health Kes Andersen Leprino Kristin Clark West Hills College Lemoore Matt Burden Mid-State Precost Paula Lehn Fast Credit Union Name Organization Bertha Vega MCWIC Pam Lowery MCWIC Maiknue Vang MCWIC Andy Fiskum Alliance Worknet Victor Montes A1 Hilda Castrella MHS Lori Marchy DSA for Ag Jerry Franksen SJVC/CEA Melisa Bushey MCH Edilia Perez Sunsweet Dryers Abel Alcocer EDD Gurminder Sangha COS/LCCRO Jennifer Rivera Madera Co. DSS Heidi Rousey EDD/UI Jesus Gamboa CVOC Martha Ramirez Madera Housing Wendy Burke Tenaya Lodge Robert Paythreus Julie Herd MCEDC Shelley Attix DSN-RHTLE Sector John Andersone Vilma Reynoso MUHSD Loretta Bagssi SEL/Rons Towing Pat Gorda JBT Shermaene Roemhildt Merced County WIB Lance Lippincott Merced County WIB Tracie Contreras Madera WDB Jorge Espinosa Madera WDB Larry McLaughlin Comm. Colleges/ATRE Sector Karri Hammerstrom Central/ML Reg Consortium Devon Dilly SJVC Monique Figueroa Madera Comm. Hospital Javier de la Cerda Sunsweet Dryers Steven Gutierrez EDD Sofia Muhn EDD Sylvia Garibay EDD Lucia Avila MHA Name Organization Harpreet Takhar MCOE After School Andre Griggs MCOE After School Gail Lopez Madera Autumn Gardia Merced College Tammy Johnson UC Merced Extension Margarita Cabalbag EDD Workforce Srvc Valerie Fisher CCCC-Health Workforce Rebecca Petty HSA/Employment Services Amelia Cuen HSA/Employment Services Mary Ruiz EDD Lynn C Reimer UC Merced Extension Meshan Record Merced AJCC Constantino Aguilar Merced Union High School District Michelle Watkins Black Oak Casino Resort Darren Lockwood Black Oak Casino Resort Becky Barabe Merced College Shelly Conner Merced College Shelley Attix CA-RHT Sector/Central Region Name Organization Ward Andrus Gene Bigler Lori Marchy David Jimenez Pat Patrick Lodi Chamber Chris Klement SJCOE Julie Jansen SJCOE Les Fong SJRT Ernest Williams Worknet Carlos Magana EDD Peter Simon Michael Mark Steve Lopez Lorraine Perry Ranita Reed Carlos Hirota Greg Vincelet Sheilah Goulart Kathy Hart Salvador Vargas Jessica Hernandez SJC Worknet Valerie Vega SJC Worknet Roslyn Burse Kathleen Luangrath SJC Worknet Julie Riley SJC Worknet Hector Quintero SJC Worknet Thuan Doan SJC Worknet Jacquie Q Thomas SJC Worknet Ed Wanket Regina Ramam SJC Worknet Elena Manqahat Worknet Lesli Jones SJC Worknet Name Organization John M Solis San Joaquin County Worknet Rick Aguilera San Joaquin County Worknet Tonnie Mallory San Joaquin County Worknet Srey Kho El Concilio Chris Kleinert SJCOE Lily Aman CA Human Development Shelley Burcham City of Tracy Steve Lantsbergh San joaquin County EOA Jessie Garza-Roderick SJDC-Mountain House Campus Lorraine Perry Employment Development Dept Nati Martinez EDD/LMID Labor Market Info Janice Miller City of Stockton Sheri Orieto Orieto Consulting Jose Moreno El Concilio Calworks Gene Bigler Puentes Kent Bradbury San Joaquin RTD Les Fong Les Fong & Assoc. Salvador Vargas San Joaquin Delta Coll. Lorinda Forrest San Joaquin Delta College Faul Hernandez UIA Local 442 Michael Mark Sheet Metal Workers Local #104 Michael Leong Carpenters Training Committee for Northern CA Alfredo Mendoza SJC EEDD Allet Williams SJC Worknet Carol Hirota Stockton USD Adult Education Name Organization Ed Cuellar Community Services Agency Erlinda Cariano CSA Irene Lopes CSA Vinal Chand Alliance Worknet Alfredo Mendoza SJC Worknet John Jepson CVOC Heidi Rousey EDD/UI Dallas Plag CUSD Dustin Pact CUSD Juan Dendoza CUSD Bruce Merchant Alliance Worknet Velma While Bear Cal Indian Manpower Consortium Irene Espinoza Alliance Worknet Teresa Grea Alliance Worknet Barbara Morales Alliance Worknet Linda Alaniz Turlock Adult School Dolores Brunson SCSEP Karen Williams Learning Quest Lucio Cruz CVOC Linda Del Carlo Housing Authority John Lowder Housing Authority Margarita Cabalbag EDD Workforce Services Mahalia Gutice DOR David Lathrop Turlock Adult Jaskaran Dhesi Alliance Worknet Eugene Garcia Alliance Worknet John Chamberlin Planning Consultant Ron Cripe Modesto Jr. College Paul Rodgers AW Lynn Sanchez AW Eric Anderson Modesto City Schools Name Organization Martha Alexandros TCOE/SEE Ruben Alvarez Porterville Unified Randy Baerg WIB BOD Member - Warren & Baerg Mfg., Inc. Gilbert Bareng Mangini Associates Inc. Cynthia Brown Porterville Unified School District Carla Calhoun CSET Lisa Castillo Cutler-Orosi Unifed School District Eldonna Caudill WIBTC Shelley Attix Central CA-RHT Sector Bill DeLain TCWIB Valerie Fisher Health Workforce Initiative Maria Guerrero CSET Gil Jaramillo Fresno State SBDC Desiree Landeros WIB of Tulare County Kenny Lavinder Carpenters Local 1109 Ryan Leasure PUSD Martha Loya Proteus Dan Martin Nestle Bruce Nicotero Jo-Ann Fabric and Craft Stores Craig Plath CSET Patricia Pullen WIB Steve Reid Hydrite Chemical Co Mimi Schuler Porterville Unified School District Ryan Stillwater Visalia Rescue Mission Joh Werner SAEC Jorge Zegarra College of the Sequoias Devon Jones COV Jennie Bautista WIB John Gonzalez WIB Gurminder Sangha COS/CCCCO Jason Harper WIB Blanca Bonilla WIB Carlene Estes Workforce Investment Board Marianela Fraga CSET Karri Hammerstrom Central/Mother Lode Regional Consortium David McMunn Workforce Investment Board of Tulare County Dan Meinert City of Dinuba EDC Linda Mendez CSET Paula Murray Tulare Kings Linked Learning Consortium Alma Rocha HHSA-TulareWORKs Mary Rodarte WIB of TC Ephraim Rodriguez HHSA/TW Donnette Silva Carter Tulare Chamber of Commerce Drew Sorensen Woodlake USD Gabbie Alvidrez Tulare WIB Name Organization Pang Vangyi State Center Adult Education Constortium Pat R. Barr FRWDB Efrain Fuizar FCOE Ka Xiong FRWDB Ricky Tallay Clovis Adult Education Courtney McMahon Clovis Adult School Ed Schmalzel Clovis Adult School Andrea Story Fresno County DSS Giselle Simon West Hills College S. Norman TRCO Adnrea Reyes Fresno County Economic Development Corp. Robert Topete Plumbers and Pipefitters Local 246 Chuck Stanton Electical Apprencticeship Program Gary Schlueter Fresno Adult School Dan Sousa State Center CCD Valeire Fisher Health Workforce Investment Corinna Renaira Director of Apprenticeships Standards David Castillo West Hills College Name Organization Irma Garcia Fresno Housing Jeff Davis, Jr.Fresno EOC Lareesha Senegal H.O.P.E. Gary Schlueter Fresno Adult School Sherri Watkins State Center Adult Education Constortium Patric Farrar Merced County Department of Workforce Investment Nancy Penny Sanger Adult Brandi Johnson Fresno Housing Nikki Newsome Reding and Beyond Bridge Academy Name Organization Shande Evelt DKTS Eileen Brush GET Jodi Loeffer Bakersfield Adult Sarai Jones ETR Nikky Vargas Housing Authority Pam Holiwell KCDHS Candy Getman ETR Michal Kane Cerro Coso CC Melinda Brwoly Kern EDC June Martinez KCMH David Villarino Field Institute Jimmie Seto KCKC Mark Wyatt KHSD-BAS Lisa Hockersmith Kern Medical Randy Kizzar Westes Ricky Esparza ETR Mario Laris MAOF Brandon Evans DHS Teresa Hitchcock ETR Jorge Espinosa Madera MCWIC Beth Bywaters KIT Community Katrina Hoagland Frito Lay Gloria Peryizi KCMH Todd Kepez PCL Rob Arias KCSOS Jennifer Patin CSUB John Joauld BTC Ovant Wong EFR Adam Ellis ETR Nyakundi Michele CRYB Christian Sharon KCSOS Denise Crawford Bakersfield College Imelda Juarez KCMH Name Organization Shande Evelt DKTS Eileen Brush GET Jodi Loeffer Bakersfield Adult Sarai Jones ETR Nikky Vargas Housing Authority Pam Holiwell KCDHS Candy Getman ETR Michal Kane Cerro Coso CC Melinda Brwoly Kern EDC June Martinez KCMH David Villarino Field Institute Jimmie Seto KCKC Mark Wyatt KHSD-BAS Lisa Hockersmith Kern Medical Randy Kizzar Westes Ricky Esparza ETR Mario Laris MAOF Brandon Evans DHS Teresa Hitchcock ETR Jorge Espinosa Madera MCWIC Beth Bywaters KIT Community Katrina Hoagland Frito Lay Gloria Peryizi KCMH Todd Kepez PCL Rob Arias KCSOS Jennifer Patin CSUB John Joauld BTC Ovant Wong EFR Adam Ellis ETR Nyakundi Michele CRYB Christian Sharon KCSOS Denise Crawford Bakersfield College Imelda Juarez KCMH Jay Lemucchi KCKC Sandra Mitte Lupe Aguirre Bakersfield College Luis Lopez HSC Pam Holiwell DITS Kathy Johnson WKAEN Art Medina HOFK Bryan Maritnez CRB John Lopez Ricky Esparza ETR Grant Wong ETR June Martinez KCMH Veronica Vega CRD Tina Hiroste WIOA TAFT Betch Harrison BC Shannon Koster KUJ Adeline Ramirez WKAEN Lael White Hold Your horses Tammy Haney ETR Saul Lewis DOR Sarai Jones ETR Imelda Juarez KCMH Alyssa Haas KIT Community Rob Arias KCSOS Shanda Evett DHS Bertha Vega MCUIC Melinda Brown KEDR Shelley Attix CA Community Colleges Jennifer Patino CSXR Missy Rindge Frito Lay Panita Stule KCCD Kelly Bearden CSUB SBDC ATTACHMENT 10 PUBLIC COMMENT The following comments were received in response to the regional plan: 1. Letter from UC Merced. This letter contains general comments as to the Regional plan. 2. Comments received via Tulare Workforce Development Board received. ( Attached) a. Suggestions as to additional data; and, b. Suggestions as to alternate pathways and resource utilization. 1 Lance Lippincott Merced County Workforce Investment 1880 Wardrobe Avenue Merced, CA 95341 Via Email: Llippincott@co.merced.ca.us Dear Mr. Lippincott, This letter is provided in response to both the San Joaquin Valley and Associated Counties Regional Planning Unit Regional Workforce Development Plan 2017-2020 (the “Regional Plan”) and the Merced County Workforce Development Board (MCWDB) Local Plan (the “Local Plan”) on behalf of the University of California, Merced (“UC Merced”). UC Merced is one of ten campuses that are part of a coordinated system of higher education across the State of California. While all University of California campuses have a commitment to providing societal benefits through transmitting advanced knowledge, discovering new knowledge, and functioning as an active working repository of organized knowledge, UC Merced is one of only two campuses that places a special emphasis on economic development through an established Office of Research and Economic Development (ORED). At UC Merced, the ORED is led by Vice Chancellor Samuel Traina, a founding member of UC Merced. Workforce development is fundamental to economic development. Given our shared interests in supporting economic development, we appreciate the opportunity to provide the following comments on the Regional Plan and Local Plan. 1. We appreciate the opportunity to collaborate through our UC Merced Venture Lab with the Workforce Development Board in serving the needs of local entrepreneurs as is reflected in the Local Plan. The UC Merced Venture Lab coordinates with the UC Merced Small Business Development Center Regional Network (the “UC Merced SBDC”) so that all types of new companies, from lifestyle businesses to middle-market companies to high -potential, high-growth ventures are served. The UC Merced Venture Lab is currently expanding in the area covered by the Regional Plan, and we look forward to discussion on how we could leverage this expansion to grow the scope of our collaboration. 2. The Regional Plan identifies the following sectors as priorities for workforce development: advanced manufacturing; construction (including public infrastructure); energy (including green energy); healthcare; transportation and logistics; and value-added agriculture. The Local Plan indicates that these Regional Plan priorities been adopted by the Merced County Workforce Development Board and that an additional priority sector has been included: Water Technology. We appreciate the initiative and leadership of the Merced WDB and the Regional Planning Unit in identifying and communicating these priorities (“Priority Sectors”). 3. At UC Merced there is active research in each of the Priority Sectors, and in the UC Merced Venture Lab, we are exploring start-up company opportunities in each of these sectors as well. UC Merced would appreciate the opportunity to coordinate with local and regional workforce development professionals to look for synergy between our efforts. One example could be coordination to provide assistance to new companies (that we have OFFICE OF RESEARCH & ECONOMIC DEVELOPMENT UNIVERSITY OF CALIFORNIA, MERCED 5200 N. LAKE ROAD, MERCED, CALIFORNIA 95343 (209) 228-4371 FAX: (209) 228-4424 2 either developed or attracted) in need of skilled workers. We look forward to the possibility of discussion and development of formalized approaches to working together. 4. The UC Merced Venture Lab’s Student Entrepreneurship Program is a collaboration with our Center for Career and Professional Advancement, which assists students with career decisions. Our work with students reveals that sometimes a conversation about getting a job can lead to the idea of starting a company, and vice versa. A unifying concept is that of “designing your life.” To illustrate: Stanford University has pioneered the use of “design thinking” – usually reserved for product development – to help people develop career goals. It is one of their most popular courses. We believe this out-of-the-box approach to career development is an example of the potential for developing new types of career assistance. We have faculty at UC Merced who would appreciate the opportunity to discuss and potentially develop programs that take new approaches to long-standing problems and provide novel types of career assistance to the local and regional communities. 5. The UC Merced Center for Career and Professional Advancement currently coordinates with other institutions of higher learning to create career fairs that are designed to better meet the needs of employers. We are interested in coordinating with workforce development professionals to find new ways to allow employers to meet with and access a broader scope of regional talent. 6. We appreciate the existing scope of collaboration with both local and regional workforce development professionals with the UC Merced SBDC. This organization is funded through a grant from the UC Merced ORED and reflects our commitment to helping small business owners at every step of the way from idea to launch to growth. We believe that there is an opportunity to coordinate in how we work with our respective clients and would appreciate the opportunity to formalize this. For example, as mentioned earlier, some clients who may initially be interested in starting a company may come to realize that they are interested in finding a great job; and some clients who may be initially interested in finding a job may come to realize that their true interest is in starting a company. 7. UC Merced Extension is an education program that provides innovative and practical education experiences to help people improve their lives and reach their full potential. The focus is on making research and discovery real and applicable in the daily lives of people in the community and region. UC Merced Extension is interested in working with local and regional workforce development professionals to understand the unmet training needs in the Priority Sectors. Examples of outcomes could be certification courses for laboratory technicians, medical professionals, energy auditors, advanced equipment operators, and unmanned aerial vehicle pilots. We are also interested in providing training for K-12 educator needs should that be of interest. UC Merced, like most universities, can be viewed as an engine of discovery and problem-solving. The UC Merced ORED is a means by which we put this engine to work for the community to grow, diversify, and strengthen the economy. If there are needs or ideas that we’re unware of, we look forward to the possibility of learning about them and working together to address and explore them. Thank you again for this opportunity to comment and express our interests in collaboration. Best regards, Peter Schuerman, Ph.D. Associate Vice Chancellor for Research and Economic Development Director, Office of Business Development Director, UC Merced Venture Lab University of California, Merced REGIONAL COMMENTS-TULARE Timestamp Comment: 1/27/2017 10:20:31 Suggested Corrections to the Draft Regional WIB Plan 1.) Healthcare: The Health Care Services industry cluster includes acute care and outpatient hospitals, nursing homes and rehabilitation centers, adult day care centers, and community service agencies for the elderly. It employed nearly 134,000 people in the economic market 2014, accounting for 10.8 percent of the workforce. Industries in this cluster may include both public and private employment. Top industries within this cluster include: General Medical and Surgical Hospitals; Offices of Physicians; Nursing Care Facilities (Skilled Nursing Facilities); Continuing Care Retirement Communities and Assisted Living Facilities for the Elderly; and Outpatient Care Centers. CORRECTIONS: In demand entry-level and middle skills jobs include: medical assistants, certified nursing assistants, licensed vocational nurses, registered nurses, emergency medical technicians and paramedics, medical lab technicians, respiratory therapists,dental assistants a variety of medical support personnel. (Page 7) Note: Items crossed out are either, not a proper health occupational titles or not entry level or middle levels occupations in health care. Consider adding: Pharmacy Technician, Home Health Aides, Physical Therapy Assistants, Dental Hygienist, and Radiologic Technologist. 2.) About 2,000 projected openings per year would require an AA degree. The largest occupational group in this category is followed by registered nurses (430 annual openings) and preschool teachers (203 annual openings). Another 331 projected annual openings are in other medical occupations, such as clinical technicians, health diagnosing support personnel, and respiratory therapists. The remaining openings in this category include a wide range of technical specialties including engineering and drafting technicians, agriculture and food science technicians and radio and telecommunications equipment installers. (page 9) CORRECTIONS: Be specific on the health occupations that REQUIRE an AA Degree: Registered Nurse, Physical Therapy Assistants, Dental Hygienist, and Radiologic Technologist and Respiratory Therapists. 3.) Page 93 - 31-1011 Home Health Aides 179 179 0 0 0 0 0 - CORRECTION: This should be the same as Nursing Assistants - Post- secondary non-degree award as you have to be a CAN before you can train for Home Health Aide. Medical Assistants 72 0 0 0 72 0 0 - CORRECTION - Should be High School Diploma or equivalent. 4.) Also, correct chart on page 115 to match above corrections. Also, Nurse Practitioners and Nurse Midwives - Require a Master's Degree and special certification - so you should remove that SOC code/occupation from the chart. SAME on page 128! 5.) (Page 152 – see above for suggested corrections) About 2,000 projected openings per year would require an AA degree. The largest occupational group in this category is nurse practitioners (560 annual openings), followed by registered nurses (430 annual openings) and preschool teachers (203 annual openings). Another 331 projected annual openings are in other medical occupations, such as clinical technicians, REGIONAL COMMENTS-TULARE health diagnosing support personnel, and respiratory therapists. Contact me for the WORD document with corrections. Formatting was lost here. valerief@cos.edu Thank you. 2/14/2017 16:10:21 Respected CCWDB Family, It is an honor for me to be part of the movement of building the #StrongWorkforce for California. As I was reading the regional plan, I was visualizing an organization that is really proud of their historical work and past accomplishments and is moving forward very cautiously. In general, the regional plan is conservative in nature and the word “cautious” is probably the theme I sensed throughout the plan. I understand the need for the plan to be as flexible as possible with broad set of objectives to accommodate any unknowns. However, given the maturity of the organizations and its leadership, there must be little that is collectively not known. Presumably, the reason for that might be due to the limitations, real or perceived barriers of current system. Is this the best we coul d do given the wealth of the collective human capital and resources we have available in our region? Recommendations: 1. The plan must begin with the purpose and background on why this regional plan is being developed and how the established objectives and goals will lead to a measurable success (as much as possible, both qualitative and quantitative) 2. Evidenced based problem statement must be clearly stated that is exclusively used to guide the development/validation process of developing objectives and goals to ensure that there is a focused approach that is designed to eliminate ambiguity as much as possible across all stakeholders in the large region as the Central Valley 3. Plan must describe both the short term and long term objectives and SMART (Specific, Measurable, Agreed upon, Realistic, and Time bound) goals 4. There must be an executive body that directs the successful execution of the established objectives and goals and ensures that every success and shortcoming is documented and discussed in a timely manner to develop the new course of actions. 5. There must be resources allocated to always look into the future i.e. emerging skills and occupations 5- 10 years into the future and be used as the feedback to all workforce development systems (K-16) e.g. Central Valley Council for Education Research and Training comprised of subject matter experts who is responsible for working with technology developers, research labs, early technology adopters etc. to ensure the input to the program development is as real-time as possible 6. There must be a system that collects the systematic barriers and provide reports to the executive leadership to be shared with the legislative body to be considered for reforms that enhance the social mobility of Californians and growth of businesses FRESNO REGIONAL WORKFORCE DEVELOPMENT BOARD AGENDA ITEM: 8 MEETING DATE: August 9, 2017 ACTION: APPROVE FRWDB/COMMITTEE ACTION: MOTION MADE BY _C. Riojas_____ SECONDED BY _L. Zabrycki_ APPROVED AS RECOMMENDED ___XX___ OTHER __N/A____ ________ UNANIMOUS ___XX_____ DISSENTING VOTES __None____________________________________________________________________ ABSTENTIONS __None____________________________________________________________ BY _M. Workmon___ DATE __8/09/17_____ TO: Executive Committee FROM: Blake Konczal, Executive Director SUBJECT: Workforce Innovation and Opportunity Act Local Plan RECOMMENDATION: Approve the final Fresno Regional Workforce Development Board (FRWDB) Workforce Innovation and Opportunity Act (WIOA) Local Plan. REASON FOR RECOMMENDATION: WIOA Sections 106 and 107 and California UI Code Sections 14221-14222 require that local boards submit a comprehensive four (4) year regional and local plan (Plan) to the state board. On July 1, 2016, the state released the draft Regional and Local Planning Guidance for 2017-2020 (WSDD-146), which provides guidance for the preparation and submission of both the local and regional workforce plans required by WIOA. As outlined in the draft directive, the final plan must be submitted to the state board no later than August 1, 2017. On May 1, 2017, the FRWDB received notice from the California Workforce Development Board that its Local Plan has been conditionally approved, pending re-submission of plan sections requiring additional information by June 15, 2017. Due to the timing of the FRWDB quarterly meeting, and the lead time requirements for submitting the plan to the Chief Local Elected Officials for approval, on June 6, 2017, the FRWDB authorized the FRWDB Executive Committee to approve the FRWDB Local Plan for submission to the state and CLEOs. ATTACHMENT: Fresno Regional Workforce Development Board Workforce Innovation and Opportunity Act 2017-2020 Local Plan (without attachments) Board of Supervisors Regular Meeting 8/8/2017 9:00 AM Board Chambers 200 West 4th Street 1st Floor Madera, CA 93637 Downloads: Agenda Agenda Packet Video CALL TO ORDER Roll Call 1. ADDITIONS TO THE AGENDA: Items identified after preparation of the Agenda for which there is a need to take immediate action. Two-thirds vote required for consideration. (Government Code Section 54954.2(b)(2)) THE FOLLOWING ITEMS WILL BE DISCUSSED ON A NONAPPOINTMENT BASIS, NOT NECESSARILY IN THE ORDER LISTED 2. CLOSED SESSION: a. 3172 : Request for Closed Session: Discussed; No Action Taken Conference with Labor Negotiators, pursuant to Government Code Section 54957.6, County Negotiators: Adrienne Calip and Ken Caves, Employee Organization: All Units AIS Closed Session BOARD LETTER b. 3125 : Request for Closed Session: Discussed; No Action Taken Public Employee Appointment/Employment, pursuant to Government Code Section 54957, Title of Position: Public Health Director AIS Closed Session BOARD LETTER c. 3119 : Request for Closed Session: Discussed; No Action Taken Request for Closed Session: Conference with Legal Counsel - Existing Litigation, pursuant to Government Code Section 54956.9 (d)(1), American Civil Liberties Union of Northern California vs. County of Madera Board of Supervisors (MCV075558) AIS Closed Session BOARD LETTER d. 3120 : Request for Closed Session: Discussed; No Action Taken Conference with Real Property Negotiators, pursuant to Government Code Section 54956.8, Agency Negotiator: Maria Miranda, General Services Manager; Negotiating Party: Ignacio Magos; Under Negotiation: Price, terms, and conditions of lease of property; Assessor's Parcel Number: 027-192-025 AIS Closed Session BOARD LETTER Page 1 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaCou... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes e. 3121 : Request for Closed Session: Discussed; No Action Taken Conference with Real Property Negotiators, pursuant to Government Code Section 54956.8, Agency Negotiator: Maria Miranda, General Services Manager; Negotiating Party: City of Chowchilla; Under Negotiation: Price, terms, and conditions of sale or exchange of property; Assessor's Parcel Number: 002- 053-013 AIS Closed Session BOARD LETTER f. 3122 : Request for Closed Session: Discussed; No Action Taken Conference With Real Property Negotiators, pursuant to Government Code Section 54956.8, Agency Negotiator: Maria Miranda, General Services Manager; Negotiating Party: Donna D. and Arthur F. Ross; Under Negotiation: Price, terms, and conditions of sale or exchange of property; Assessor's Parcel Number: 026-271-032 AIS Closed Session BOARD LETTER g. 3123 : Request for Closed Session: Discussed; No Action Taken Conference with Real Property Negotiators, pursuant to Government Code Section 54956.8, Agency Negotiator: Maria Miranda, General Services Manager; Negotiating Party: Madera Valley Water Company; Under Negotiation: Price, terms, and conditions of lease of property; Assessor's Parcel Number: 032-020 -003 AIS Closed Session BOARD LETTER h. 3124 : Request for Closed Session: Discussed; No Action Taken Conference with Real Property Negotiators, pursuant to Government Code Section 54956.8, Agency Negotiator: Maria Miranda, General Services Manager; Negotiating Party: Joan Riley; Under Negotiation: Price, terms, and conditions of sale or exchange of property; Assessor's Parcel Number: 047-101-003 AIS Closed Session BOARD LETTER i. Report by County Counsel on Closed Session items. 10:00 A.M. 3. INVOCATION AND PLEDGE OF ALLEGIANCE OPEN AND CLOSE MEETING IN MEMORY OF 4. PUBLIC COMMENT: ALL MATTERS LISTED UNDER CONSENT CALENDAR ARE CONSIDERED TO BE ROUTINE AND WILL BE ENACTED BY ONE MOTION 5. CONSENT CALENDAR A. APPROVAL OF MINUTES 1. Minutes of Jul 18, 2017 9:00 AM Accepted By Consent Vote [Unanimous] B. 3138 : BEHAVIORAL HEALTH SERVICES DEPARTMENT Approved By Consent Vote [Unanimous] Page 2 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaCou... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes Administrative Analyst. 1. Consideration of approval of Receipt of Unanticipated Revenue No. 17- 006, in the amount of $181,187.00, derived from Behavioral Health Services - Federal Medi-Cal, Operating Transfer in and Local Revenue 2001-St MH Local Realignment to Behavioral Health Services - Permanent Salaries, Retirement, Health Insurance and Local Revenue 2011 - St MH Local Realignment Transfer Out, for Fiscal Year 2017-2018. 4 Votes Required 2. Consideration to authorize the funding of two (2) unfunded Administrative Analysts. AIS TOA/RUR BOARD LETTER RUR NO. 17-006 C. 3143 : BEHAVIORAL HEALTH SERVICES DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of approval of the 2016-2017 Annual Report of the Madera County Behavioral Health Board. AIS Regular BOARD LETTER 2016-17 BHB Annual Report signed D. 3158 : BEHAVIORAL HEALTH SERVICES DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of entering into an Agreement with Newton Property Management for a contract maximum of $6,000.00 annually for the leased storage unit located at 501 North E. Street in Madera, for Fiscal Years 2017-2020. AIS Contract BOARD LETTER MCC NO. 10933-C-2017 E. 3163 : CHILDREN AND FAMILIES COMMISSION, FIRST 5 MADERA COUNTY Approved to Appoint By Consent Vote [Unanimous] Consideration of approval to re-appoint Susan Arteaga as the City of Madera Area Representative, and Aftab Naz, M.D. as the Pediatrician Representative, to the Children and Families Commission, for a term ending June 30, 2020. AIS Regular BOARD LETTER Appointment Request, dated July 18, 2017 F. 3166 : CLAYTON WATER DISTRICT Approved By Consent Vote [Unanimous] Consideration of approval to adopt the Conflict of Interest Code for Clayton Water District. AIS Regular BOARD LETTER Clayton Water District COI G. 3127 : COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT/PLANNING DIVISION Adopted By Consent Vote [Unanimous] Page 3 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaCou... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes Consideration of approval to adopt a Resolution Appropriating Unanticipated Revenue, in the amount of $420,952.00, derived from CDBG Housing Rehabilitation Revolving Loan Fund/Program to Professional & Specialized Services, beginning with Fiscal Year 2017-2018. 4 Votes Required AIS Resolution BOARD LETTER Resolution No. 2017-086 H. 3148 : COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT/PLANNING DIVISION Approved By Consent Vote [Unanimous] 2015 Home Investment Partnership Program (HOME) Housing Rehabilitation. 1. Consideration of entering into an Agreement with Self Help Enterprises, for the administration of the County’s State of California Department of Housing and Community Development Home Investment Partnership Program (HOME) Housing Rehabilitation Program. 2. Consideration of approval to adopt a Resolution to enter into Agreement with Self Help Enterprises for housing rehabilitation work on the 2015 Home Investment Partnership Program (HOME) grant. AIS Contract BOARD LETTER MCC NO. 10934-C-2017 Resolution No. 2017-087 I. 3155 : COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT/PLANNING DIVISION Adopted By Consent Vote [Unanimous] Final Map for Tract No. 271, Folkes Estates. 1. Consideration of approval to accept the Final Subdivision Map for Tract No. 271, Folkes Estates. 2. Consideration of approval to adopt a Resolution approving Final Map of Folkes Estates, Tract No. 271 and authorize the Chairman to sign on behalf of the County. 3. Consideration of approval to authorize the Chief Clerk of the Board to sign and record the subdivision map for Tract No. 271, Folkes Estates. AIS Resolution BOARD LETTER Final Map Resolution No. 2017-088 J. 3134 : COUNTY ADMINISTRATION DEPARTMENT/GENERAL SERVICES DIVISION Approved By Consent Vote [Unanimous] Consideration of entering into an Amendment to MCC No. 10678-C-2016 with the Judicial Council of California to extend the term to October 31, 2017 for Judicial Council modular units to remain at the former Madera Superior Court. Page 4 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaCou... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes AIS Contract BOARD LETTER 8.8.17 Lease Amendment_Unsigned K. 3167 : COUNTY COUNSEL DEPARTMENT Approved By Consent Vote [Unanimous] Consideration to approve Settlement Agreement and Mutual Release of Claims with CertainTeed Corporation pertaining to Madera County Superior Court Case No. MCV071537. AIS Regular BOARD LETTER SETTLEMENT AGREEMENT AND MUTUAL RELEASE OF CLAIMS MCV071537 L. 3160 : COUNTY COUNSEL DEPARTMNET Approved By Consent Vote [Unanimous] Consideration of entering into an Amendment to MCC No. 9639-C-2012 with Liebert Cassidy Whitmore for legal services. AIS Contract BOARD LETTER 8.8.17 Amendment Agreement for Liebert Cassidy Whitmore M. 3102 : DISTRICT ATTORNEY DEPARTMENT Approved By Consent Vote [Unanimous] VOCA- County Victim Services (XC) Program 1. Consideration of approval of Receipt of Unanticipated Revenue No. 17 -004, in the amount of $252,664.00, derived from VOCA - County Victim Services (XC) Program to Permanent Salaries, Professional and Specialized Services, and Special Departmental Expense, for Fiscal Year 2017-2018. 4 Votes Required 2. Consideration of approval to authorize the Human Resources / Operations Division to amend the Position Allocation within the District Attorney's Office as follows: a. Delete the allocation for Victim Services Specialist by one (1) FTE from Org Key 03510. b. Add one (1) FTE Victim Services Specialist to the newly created division Org Key 03570 (VOCA Victim Services XC Program). AIS TOA/RUR BOARD LETTER RUR NO. 17-004 N. 3078 : PUBLIC HEALTH DEPARTMENT Approved By Consent Vote [Unanimous] Naloxone Distribution Grant Agreement Number 16-11040 1. Consideration of entering into an Agreement with California Health and Human Services Agency for the Naloxone Distribution Grant Agreement Number 16-11040 in the amount of $620.00 for distribution of Naloxone over two years. 2. Consideration and approval to authorize the Public Health Director or Interim Public Health Director to sign the Agreement, including Contractor Certification Clauses and any subsequent amendments or documents Page 5 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaCou... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes required for acceptance of funds or execution of agreement. AIS Contract BOARD LETTER MCC NO. 10936-C-2017 O. 3131 : PUBLIC HEALTH DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of entering into an Agreement with George Washington University to provide educational experience for students enrolled in the University's School of Public Health and authorize the Public Health Director to sign the agreement and any subsequent amendments required for the provision of this service. AIS Contract BOARD LETTER GWU AFFILIATION AGREEMENT FINAL 07.20.17 P. 3137 : PUBLIC HEALTH DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of entering into an Agreement with Supplemental Health Care Services, Inc. in an amount not to exceed $91,520.00 to provide physical therapy services for the Medical Therapy Unit of the California Children's Services program, authorize the Chairman of the Board to sign the agreement. AIS Contract BOARD LETTER SHC Inc Contract for Physcial Therapy at MTU Q. 3146 : PUBLIC HEALTH DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of entering into an Agreement with the County of Plumas for the Cal Administrative Activities (MAA) and Targeted Case Management (TCM) program for scope of work, payment and fee structure and authorize the Public Health Director to sign the agreement and any subsequent documents or amendments. AIS Contract BOARD LETTER MAA1718MADERA Agreement prepared for BOS signatures R. 3101 : PUBLIC WORKS DEPARTMENT/CAPITAL IMPROVEMENT PROJECTS DIVISION Approved By Consent Vote [Unanimous] Cal OES grants. 1. Consideration of approval to adopt Resolution authorizing County Designee(s) to make application for and to sign appropriate documentation for California Governor’s Office of Emergency Services (OES) projects or grants. 2. Consideration of approval of the completed “Authorized Agent Form” and “Grant Assurances Form” as required by Cal OES. 3. Consideration of approval to authorize staff to submit the grant applications for Cal OES funding. AIS Resolution BOARD LETTER Resolution Grant Assurances Page 6 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaCou... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes Authorized Agent form S. 3140 : PUBLIC WORKS DEPARTMENT/CAPITAL IMPROVEMENT PROJECTS DIVISION Approved By Consent Vote [Unanimous] Consideration of entering into an Amendment to PW 10571A-C-2016 with Michael Sutherland & Associates, Inc. to extend the term for County Surveyor Services. AIS Contract BOARD LETTER Contract Amendment T. 3100 : PUBLIC WORKS DEPARTMENT/MAINTENANCE & OPERATIONS DIVISION Approved By Consent Vote [Unanimous] Dial-A-Ride Services. 1. Consideration of entering into an Agreement with the City of Madera in the amount of $627,161.00 to provide Dial-A-Ride (DAR) services to county residents for Fiscal Year 2017-2018. 2. Consideration of approval to authorize the Public Works Director to approve invoices. 3. Consideration of approval to authorize the Public Works Director to solely issue and approve contract change orders in accordance with Public Contract Code, not to exceed authorized contingencies. AIS Contract BOARD LETTER DAR FY17.18 U. 3108 : PUBLIC WORKS DEPARTMENT/MAINTENANCE & OPERATIONS DIVISION Approved By Consent Vote [Unanimous] Chowchilla Area Transit Express (CATX) Services. 1. Consideration of entering into an Agreement with the City of Chowchilla in the amount of $107,274.00 to provide CATX transit services to county residents for Fiscal Year 2017-18. 2. Consideration of approval to authorize the Public Works Director and Deputy Public Works Director to approve invoices. 3. Consideration of approval to authorize the Public Works Director and Deputy Public Works Director to solely issue and approve contract change orders in accordance with Public Contract Code, not to exceed authorized contingencies. AIS Contract BOARD LETTER CATX Transit agreement_CAS-32056 V. 3129 : PUBLIC WORKS DEPARTMENT/MAINTENANCE & OPERATIONS DIVISION Approved By Consent Vote [Unanimous] Moy & Associates Page 7 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaCou... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes 1. Consideration of entering into an Agreement with Moy & Associates in the amount of $95,246.00 to provide technical transportation planning assistance services. 2. Consideration of approval to authorize the Public Works Director to issue the Notice to Proceed. 3. Consideration of approval to authorize the Auditor-Controller to issue payments for contingencies up to 10% of the contract award amount per established County policy. 4. Consideration of approval to authorize the Public Works Director to solely issue and approve Contract Change Orders in accordance with Public Contract Code, not to exceed authorized contingencies. AIS Contract BOARD LETTER Contract W. 3141 : PUBLIC WORKS DEPARTMENT/MAINTENANCE & OPERATIONS DIVISION Approved By Consent Vote [Unanimous] Consideration of approval to adopt Resolution adopting the Madera County Title VI Program. AIS Resolution BOARD LETTER Resolution X. 3157 : PUBLIC WORKS DEPARTMENT/MAINTENANCE & OPERATIONS DIVISION Approved By Consent Vote [Unanimous] Eastern Madera County Senior Citizen Bus and Medical Escort Van. 1. Consideration of entering into an Agreement with the Community Action Partnership of Madera County, in an amount not to exceed $130,000.00, for Eastern Madera County Senior Citizen Bus and Medical Escort Van service for eastern Madera County residents for Fiscal Year 2017-2018. 2. Consideration of approval to authorize the Public Works Director to approve invoices. 3. Consideration of approval to authorize the Public Works Director to solely issue and approve Agreement Change Orders in accordance with Public Contract Code, not to exceed authorized contingencies. AIS Contract BOARD LETTER Agreement Y. 3161 : SHERIFF-CORONER'S DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of entering into an Agreement with Vermillion Resource Management, Inc. in an amount not to exceed $50,000.00 for tree mortality marking services. AIS Contract BOARD LETTER Page 8 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaCou... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes Contract-Vermillion Resource Management Contract Z. 3022 : SOCIAL SERVICES DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of entering into Amendment to MCC No. 10608-C-2016 with Orchid Interpreting, Inc., as a fee-for-service, not to exceed $22,000.00, to clarify request for service, a guaranteed response time and adjustment for cost of living. AIS Contract BOARD LETTER Orchid Interpreting, Inc_2017_revised AA. 3087 : SOCIAL SERVICES DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of entering into an Agreement with Shared Vision Consultants; in an amount not to exceed $37,180.00, to facilitate the development of the Madera County Self Assessment of the child welfare and probation placement programs. AIS Contract BOARD LETTER a. Shared Vision Agreement AB. 3070 : SOCIAL SERVICES DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of approval to adopt a Resolution authorizing the Director of the Department of Social Services or his/her designee, to execute contracts with employers for the Expanded Subsidized Employment (ESE) Plan. AIS Regular BOARD LETTER Resolution Authorizing Signature of ESE Plan - CRM 32285 (00516327x7AD00) AC. 3135 : TREASURER-TAX COLLECTOR DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of approval to adopt Resolutions for the distribution of excess proceeds in the amount of $44,029.51, in accordance with Section 4675 of the California Revenue and Taxation Code, claimed by the lien holders from the tax sale held May 23, 2016 as follows: 1. Distribution of excess proceeds of tax sale APN 037-133-013, Madera Irrigation District (Claim of Madera Irrigation District). 2. Distribution of excess proceeds of tax sale APN 054-062-014, Elizabeth Persson (Claim of Elizabeth Persson). 3. Distribution of excess proceeds of tax sale APN014-241-034, Brian Alan Baker, a professional law corporation, (Claim of Brian Alan Baker, a professional law corporation). 4. Distribution of excess proceeds of tax sale APN 014-241-019, Brian Alan Baker, a professional law corporation, (Claim of Brian Alan Baker, a professional law corporation). AIS Resolution BOARD LETTER Reso APN 014-241-019 Reso APN 014-241-034 Page 9 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaCou... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes Reso APN 037-133-013 Reso APN 054-062-014 May 23, 2016 Excess Proceeds Worksheet AD. 3154 : TREASURER-TAX COLLECTOR DEPARTMENT Approved By Consent Vote [Unanimous] Consideration of approval to adopt Resolution for the Discharge of Accountability list for unpaid assessments including and prior to Fiscal Year 2011-2012. AIS Resolution BOARD LETTER 2017 Discharge of Accountability Resolution Discharge of Accountability Application 2017-Signed Discharge of Accountability List 2017 AE. 3133 : WORKFORCE DEVELOPMENT BOARD OF MADERA COUNTY Approved By Consent Vote [Unanimous] Consideration of approval to reappoint Gabriel Gil, Private Sector to the Madera County Workforce Development Board (WDB) for a term ending July 22, 2020 and appoint Deborah Martinez, Department of Social Services to the Madera County Workforce Development Board (WDB) for a term ending August 8, 2020. AIS Regular BOARD LETTER Deborah Martinez App AF. 3136 : WORKFORCE DEVELOPMENT BOARD OF MADERA COUNTY Approved By Consent Vote [Unanimous] Madera County Local Workforce Development Area. 1. Consideration of approval of the 2017-2020 Strategic Local Plan for the Madera County Local Workforce Development Area. 2. Consideration of approval of the Regional Plan for the San Joaquin Valley and Associated Counties Regional Planning Unit, as required by the Governor and the State Workforce Development Board. 3. Consideration of approval to authorize the Chairman of the Board to sign the Local Plan on behalf of County of Madera. AIS Regular BOARD LETTER a. WIOA Program Year 2017-2020 Local Area Plan SJVRPU- Regional Plan - WDP 2017-2020 AG. 3139 : WORKFORCE DEVELOPMENT BOARD OF MADERA COUNTY Approved By Consent Vote [Unanimous] Consideration of entering into a Memorandum of Understanding between the Workforce Development Board (WDB) of Madera County and America’s Job Center of California (AJCC) for Phase II of the delivery system in the local area with the following partner agencies: Page 10 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaC... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes 1. Central Valley Opportunity Center, Inc. (CVOC); 2. Employment Development Department (EDD); 3. The Housing Authority of the City of Madera; 4. Job Corps Northern California Outreach & Admissions; 5. Madera County Department of Social Services; 6. Madera County Workforce Investment Corporation (WIOA); 7. Madera Unified School District (MUSD), Madera Adult School; 8. SER, Jobs for Progress, Inc.; 9. State of California Department of Rehabilitation; 10. State Center Adult Education Consortium; 11. State Center Community College District, Madera Community College Center. AIS Contract BOARD LETTER MCC NO. 10946-C-2017 AH. 3128 : BOARD OF DIRECTORS SPECIAL DISTRICTS/COUNTY SERVICE AREA NO. 16, SUMNER HILLS/PUBLIC WORKS DEPARTMENT/ADMINISTRATION DIVISION Approved By Consent Vote [Unanimous] Surface Water Treatment Plant Improvements (Project) 1. Consideration of approval to adopt a Resolution authorizing the Public Works Director or designee to execute a financial assistance application for a financing agreement from the State Water Resources Control Board, County Service Area No. 16, Sumner Hill. 2. Consideration of approval to adopt a Resolution of Madera County Service Area No. 16 (Sumner Hills) authorizing the Public Works Director or designee to facilitate the execution of certain documents needed for pledge revenue and funds. AIS Resolution BOARD LETTER Signing Authority Resolution Authorizing Pledged Revenue and Funds Resolution AI. 3086 : BOARD OF DIRECTORS SPECIAL DISTRICTS/MAINTENANCE DISTRICT NO. 10A, MADERA RANCHOS/PUBLIC WORKS DEPARTMENT/ADMINISTRATION DIVISION Approved By Consent Vote [Unanimous] Consideration of approval to adopt a Resolution authorizing the Public Works Director or Deputy Director to sign financial agreement, amendments, and certifications for funding under the Drinking Water State Revolving Fund (DWSRF); to approve claims for reimbursement; to execute expenditure summary; to sign form; to sign the certification of completion; and pledging and dedicating new water revenues from to payment of DWSRF Financing, on behalf of MD-10A, Madera Ranchos. AIS Resolution BOARD LETTER Resolution Page 11 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaC... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes AJ. 3144 : BOARD OF DIRECTORS SPECIAL DISTRICTS/MAINTENANCE NO. 36, EASTIN ARCOLA/MAINTENANCE DISTRICT NO. 73A, QUARTZ MOUNTAIN/COUNTY SERVICE AREA NO. 1, INDIAN LAKES/PUBLIC WORKS DEPARTMENT/MUNICIPAL SERVICES DIVISION Approved By Consent Vote [Unanimous] Consideration of a approval to adopt Resolution of Intent to consider increased water service rates on property within Maintenance Districts 36 Eastin Arcola (MD-36), 73A Quartz Mountain (MD-73) and County Service Area 1 Indian Lakes (CSA-01). AIS Resolution BOARD LETTER Resolution of Intent 10:00 A.M. HEARINGS 6. PUBLIC HEARINGS: a. 3126 : COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT/PLANNING DIVISION Adopted [Unanimous] Hearing to consider adoption of a Resolution of the revised Home Investment Partnerships Program (HOME) Housing Rehabilitation Guidelines. AIS Resolution BOARD LETTER HCD Approved Rehabilitation Program Guidelines Signed Resolution b. 3150 : COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT/PLANNING DIVISION Approved to Set Hearing [Unanimous] Hearing to introduce an Ordinance amending Title 13 of the Madera County Code by adding Chapter 13.110 to include a program to address the impact of Large Scale Development projects on Groundwater Balance, by establishing a definition of Large Scale Developments, and by establishing standards for evaluation of Groundwater Balance Determination and standards for conditions of approval for Large Scale Developments that fail to assure compliance with the required Groundwater Balance Determinations; Waive the Reading and Set the Public Hearing for August 22, 2017. AIS Ordinance BOARD LETTER Settlement Agreement MCC NO. 10822-C-2017 Ground Water Balance Ordinance a. Madera Irrigation District Letter to Madera County re GW Balance Ordinance b. Ground Water Ordinance Presentation Clerk's Notes: c. 3152 : COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT/PLANNING DIVISION Approved to Set Hearing [Unanimous] Hearing to consider an Ordinance amending Chapter 16.06 of the Madera County Code to confirm that the County of Madera shall be the sole entity to prepare and contract for, Environmental Impact Reports, as well as any project-related Water Supply Assessments; Waive the Reading and Set the Public Hearing for August Page 12 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaC... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes 22, 2017. AIS Ordinance BOARD LETTER Ordinance Settlement Agreement 7. REGULAR SESSION: a. 3162 : BOARD OF SUPERVISORS DEPARTMENT - DISTRICT NO. 2 Presentation given Presentation of a Proclamation recognizing Stephen Serrano for his work in qualifying for and participating in the world-renowned Boston Marathon. AIS Regular BOARD LETTER 2017 STEPHEN SERRANO PROCLAMATION BOSTON MARATHON b. 3011 : CHILD SUPPORT SERVICES DEPARTMENT Presentation given Presentation of a Proclamation proclaiming August 2017 as "Child Support Awareness Month." AIS Regular BOARD LETTER PROCLAMATION c. 3182 : BOARD OF SUPERVISORS DEPARTMENT Presentation given Presentation by Supervisor Bob Williams, Tehama County and Chairman, Rural County Representatives of California (RCRC) and Mary-Ann Warmerdam, RCRC Senior Legislative Advocate. AIS Regular BOARD LETTER d. 2735 : TREASURER/TAX COLLECTOR DEPARTMENT Approved [Unanimous] Discussion and consideration of entering into an Agreement with AIRBNB for a voluntary collection and remittance of transient occupancy taxes in the unincorporated areas of Madera County at a rate of 9%, effective October 1, 2017. AIS Contract BOARD LETTER AIRBNB Voluntary Collection Agreement Clerk's Notes: e. 3149 : TREASURER-TAX COLLECTOR DEPARTMENT Approved [Unanimous] Discussion and consideration of entering into an Agreement for collection of taxes and special contractual assessments between the County of Madera and the California Municipal Finance Authority. AIS Contract BOARD LETTER Agreement with California Municipal Finance Authority Clerk's Notes: f. 3151 : PROBATION DEPARTMENT Approved [Unanimous] Page 13 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaC... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes Discussion and consideration of entering into an Agreement with cFive Solutions, Inc. in the amount of $7,128.00 for a 90 day Pilot Program followed by an annual agreement thereafter at the conclusion of the 90 day Pilot period. AIS Contract BOARD LETTER cFive CC and Company signed contract 7 25 17 g. 3147 : COUNTY ADMINISTRATION DEPARTMENT Approved [Unanimous] Discussion and consideration of approval of Transfer of Appropriations No. 17-007, in the amount of $50,000.00, transfer from Appropriations for Contingencies - General to Special Payments - Contributions to Other Agencies, for Fiscal Year 2017 -2018 for the County's membership contribution to the San Joaquin Valley Water Infrastructure Authority, and authorize the Auditor-Controller to submit payment to the Authority. 4 Votes Required AIS TOA/RUR BOARD LETTER TOA NO. 17-007 h. 3142 : COUNTY ADMINISTRATION DEPARTMENT Adopted [Unanimous] Discussion and consideration of approval to adopt Resolution recognizing the former Madera County Library located at 135 N Yosemite Avenue as a community landmark and adopting the Historical Architectural Survey Report. AIS Resolution BOARD LETTER Resolution Madera County Free Library Historic Survey Report Clerk's Notes: i. 3170 : COUNTY ADMINISTRATION DEPARTMENT/HUMAN RESOURCES/OPERATIONS DIVISION Adopted [Unanimous] Discussion and consideration to adopt a Resolution appointing Dennis Koch as the Interim Public Health Director for title/signing purposes, effective August 1, 2017. AIS HR/Personnel BOARD LETTER Resolution - Dennis Koch - Interim PH Director - August 2017 (00519971x7AD00) j. 3099 : COUNTY ADMINISTRATION DEPARTMENT/HUMAN RESOURCES/OPERATIONS DIVISION Adopted [4 to 1] County Administrative Officer 1. Discussion and consideration to adopt a Resolution, granting the County Administrative Officer with a performance-based salary increase to $219,744.39 (Salary Range 485, Step EL15, DHB2 0115) from $214,332.24 (Salary Range 485, EL10, DHB2 0115), effective August 1, 2017. 2. Discussion and consideration to authorize additional compensation in the amount of 10% of the annual salary of $219,744.39 ($21,974.44/year or $1,831.20/month), pursuant to Madera County Code Section 2.60.310, in Page 14 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaC... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes recognition of the supplemental management duties associated with oversight of the Office of Development Services. AIS HR/Personnel BOARD LETTER Resolution Authorizing CAO Salary Increase Additional Comp 8-2017 (00519871x7AD00) Clerk's Notes: k. 3130 : PUBLIC HEALTH DEPARTMENT Approved [Unanimous] Discussion and consideration of approval to grant Mary George-Solorio, Staff Services Manager, Public Health Department, with an additional compensation in the amount of $1,120.46/month pursuant to County Code Section 2.60.310. AIS HR/Personnel BOARD LETTER l. 3145 : PUBLIC WORKS DEPARTMENT/MUNICIPAL SERVICES DIVISION Approved [Unanimous] Madera County Waste Management Program 1. Discussion and update on financial challenges for the Madera County Solid Waste program. 2. Discussion on draft Organic Waste Management Plan. 3. Discussion and direction to staff to coordinate with the franchise haulers on amendments to the franchise agreements, including organics collection and recycling services (due to a change in law). AIS Regular BOARD LETTER Organic Waste Management Plan_DRAFT Presentation-Madera County Solid Waste Management Workshop Clerk's Notes: 8. PENDING LEGISLATION - Discuss, Support or Oppose Legislation Presented by Supervisors and/or Staff 9. SUPERVISORS AND STAFF REPORTS CLOSED SESSION: CONTINUE FROM 9:00 A.M. SESSION 10. ADJOURNMENT Page 15 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaC... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes Page 16 of 162017/08/08 09:00 AM BOS Meeting Group Regular Meeting - Web Outline - MaderaC... 8/16/2017http://maderacountyca.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1155&Print=Yes City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1916 Agenda Date:6/27/2019 Agenda #:1-C REPORT TO THE CITY COUNCIL June 27, 2019 THROUGH:HENRY FIERRO, Budget Manager Budget and Management Studies FROM:SCOTT MOTSENBOCKER, Senior Budget Analyst Budget and Management Studies SUBJECT RESOLUTION -A Resolution of the Council of the City of Fresno,California,concerning Measure C Extension Local Transportation Purposes Pass-Through Projects and Program Funds annual allocation for Fiscal Year 2019-2020 RECOMMENDATION Staff recommends that Council adopt the attached Measure C Extension funds Annual Allocation Resolution and authorize the Assistant City Manager to execute the Attachments "A,B,C,D,E,F &G"Local Transportation Pass Through Revenues Certification and Claim forms for fiscal year 2019-2020. EXECUTIVE SUMMARY As a part of the Annual Certification and Claims process,the Fresno County Transportation Authority (the “Authority”)requires each eligible claimant of Measure C Extension funding to complete the certification and claims process.Adoption of the attached resolution and certification and claims forms ensures that Measure C distributions will continue uninterrupted after July 1, 2019,and also verifies the City’s intent to use the funds in accordance with regulations and complete the prior fiscal year reporting requirements no later than November 15, 2019. The Authority estimates the City of Fresno's share of Measure C Extension funding for fiscal year 2019-2020 to be as follows: Regional Public Transit Program - Public Transit Agencies Fresno Area Express (FAX) $ 11,159,981 Regional Transportation Program - Airports Fresno Airports $ 814,598 Local Transportation Sub Program Allocation - Fresno Street Maintenance Category $ 5,383,714 Local Transportation Sub Program Allocation - Fresno ADA Compliance Category $ 188,430 Local Transportation Sub Program Allocation - Fresno Flexible Funding Category $ 5,195,284 Local Transportation Sub Program Allocation - Fresno Pedestrian/Trails - Urban Category $ 1,345,064 Local Transportation Sub Program Allocation - Fresno Bicycle Facilities Category $ 335,268 City of Fresno Printed on 3/16/2023Page 1 of 2 powered by Legistar™ File #:ID19-1916 Agenda Date:6/27/2019 Agenda #:1-C Regional Public Transit Program - Public Transit Agencies Fresno Area Express (FAX) $ 11,159,981 Regional Transportation Program - Airports Fresno Airports $ 814,598 Local Transportation Sub Program Allocation - Fresno Street Maintenance Category $ 5,383,714 Local Transportation Sub Program Allocation - Fresno ADA Compliance Category $ 188,430 Local Transportation Sub Program Allocation - Fresno Flexible Funding Category $ 5,195,284 Local Transportation Sub Program Allocation - Fresno Pedestrian/Trails - Urban Category $ 1,345,064 Local Transportation Sub Program Allocation - Fresno Bicycle Facilities Category $ 335,268 The Local Transportation Program Pass Through Revenues Certification and Claim forms, Attachments "A,B,C,D,E,F &G,”must each be filed with the Authority and accompany the adopted resolution before the City can receive this funding. BACKGROUND Voters approved Measure C Extension on the November 7,2006,ballot,which authorized the Authority to continue a ½cent retail transaction and use tax over twenty years (between July 1, 2007,and June 30,2027).The Sales Tax Extension is meant to provide new revenues for transportation improvements to each city within Fresno County on the basis of population,road miles and taxable sales. In order for the City of Fresno to receive its allocation,a separate claim form must first be filed for each sub-program as it relates to the Measure C Extension Program.Each claim form includes certifications for using the Funds in accordance with regulations.Approval of the accompanying resolution will authorize the filing of the required claim forms.The certifications require the City to: not use Measure C Extension Funds as a substitute for property taxes previously used for local transportation purposes;segregate property taxes from the City's other General Fund revenues used to support local transportation purposes;and,account for Measure C Funds separately from all other funds, pursuant to Public Utilities Code Section 142257. FISCAL IMPACT This resolution is a legal requirement of the Fresno County Transportation Authority for the City of Fresno to claim the Measure C Extension Local Transportation Funds for FY 2019-2020.Upon approval of this resolution,the funds will be allocated monthly on a proportional basis as funds are received and based upon adopted percentages for each city.These funds were anticipated and appropriated in the Annual Budget for FY 2020.Adoption of this resolution will require no additional appropriations and has no impact on the General Fund. Attachment(s): FY 2020 Measure C Resolution FY 2019-20 Measure C FCTA Resolution FY 2019-20 Measure C Certification and Claims Form Attachments A-G City of Fresno Printed on 3/16/2023Page 2 of 2 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1744 Agenda Date:6/27/2019 Agenda #:1-D REPORT TO THE CITY COUNCIL June 27, 2019 FROM:SCOTT L. MOZIER, PE, Director Public Works Department THROUGH:RANDALL W. MORRISON, PE, Assistant Director Public Works Department BY:R. SCOTT BEYELIA, Supervising Real Estate Agent Public Works Department, Real Estate and Lease Services SUBJECT Actions pertaining to the acquisition of a street easement and public utility easement from a portion of APN:402-570-09,located on the northeast corner of West Audubon Drive and West Nees Avenue for $84,000 in total monetary consideration (Council District 2) 1.Adopt findings of Categorical Exemption per staff determination,pursuant to Sections 15301, 15302 and 15304 of the CEQA Guidelines 2.Approve an Agreement for Purchase and Sale of a Street Easement and Escrow Instructions in the amount of $84,000 with Fresno Supreme,Inc.and authorize the Public Works Director or designee to sign all documents necessary to complete the subject acquisition RECOMMENDATIONS Staff recommends the City Council adopt findings of Categorical Exemption pursuant to Sections 15301,15302 and 15304 of the CEQA guidelines and approve the Agreement for Purchase and Sale of a Street Easement and Escrow Instructions for the acquisition of a 3,418 square foot street easement and 1,742 square foot public utility easement from a portion of APN:402-570-09,owned by Fresno Supreme,Inc.,for $84,000 in total monetary consideration,and authorize the Public Works Director or designee to sign all documents necessary to complete the subject acquisition. EXECUTIVE SUMMARY The subject right of way acquisition from a portion of APN:402-570-09 located on the northeast corner of Audubon Drive and Nees Avenue is necessary to facilitate the dual left-turn lane project at the intersection of Audubon Drive and Nees Avenue.The parcel owner,Fresno Supreme,Inc.has agreed to accept the appraised value of $84,000 in total monetary consideration for the acquisition. The dual left-turn project will add an additional lane to the existing single left-turn lane from eastbound Nees Avenue to northbound Audubon Drive,reducing traffic congestion at the intersection. City of Fresno Printed on 3/16/2023Page 1 of 3 powered by Legistar™ File #:ID19-1744 Agenda Date:6/27/2019 Agenda #:1-D eastbound Nees Avenue to northbound Audubon Drive,reducing traffic congestion at the intersection. The project is funded solely by development impact fees and is consistent with planned improvements for the area. BACKGROUND The existing intersection at Audubon Drive and Nees Avenue has one left-turn lane from eastbound Nees Avenue to northbound Audubon Drive.The Audubon Drive and Nees Avenue dual left-turn project will add a second left-turn lane from eastbound Nees Avenue to northbound Audubon Drive to reduce traffic congestion at the intersection.The project includes a minor realignment of Audubon Drive to smooth the radius of a sharp curve north of Nees Avenue.Previous developer-constructed improvements on Nees Avenue between Palm Avenue and Audubon Drive included a left turn pocket that can be restriped for two left turn lanes,a near-term capital improvement as called for in traffic studies previously conducted in the vicinity.The City capital improvement project focuses on providing two receiving lanes on Audubon Drive. Nees Avenue has sufficient right of way for a second eastbound left-turn lane to northbound Audubon Drive,and will only require pavement restriping.Audubon Drive does not have sufficient right of way width to construct an additional northbound lane.The acquisition of a 3,418 square foot street easement and 1,742 square foot public utility easement from a portion of the parcel located on the northeast corner of Audubon Drive and Nees Avenue,APN:402-570-09 will provide the additional right of way to construct a second northbound lane on Audubon Drive. The owner of the parcel,Fresno Supreme,Inc.,has agreed to accept $84,000 in total monetary consideration for the street easement and public utility easement based on an appraisal performed by Scott E.Rurik,MAI with Scott Appraisal Company.The City Attorney’s Office has reviewed and approved the Agreement for Purchase and Sale of a Street Easement and Escrow Instructions as to form.The project acquisition costs are funded by Traffic Signal Developer Impact Fees and included in the FY 2019 adopted City budget. ENVIRONMENTAL FINDINGS Staff has performed a preliminary environmental assessment of this project and has determined that it falls within the Class 1 Categorical Exemption set forth in CEQA Guidelines,section 15301 as this contract is for the acquisition of property for the minor alteration of existing public facilities involving negligible expansion at the intersection of West Audubon Drive and West Nees Avenue and within Class 2 Categorical Exemption set forth in CEQA Guidelines section 15302 as the existing structures and facilities where the new facilities will be located are on the same site as the facility replaced and will have substantially the same purpose and capacity as the facility replaced and within Class 4 Categorical Exemption set forth in CEQA Guidelines section 15304 as this acquisition is for minor alterations to the condition of the land adjacent to West Audubon Drive and will create a smoother radius and maintain consistency with the City of Fresno General Plan.Furthermore,staff has determined that none of the exceptions to Categorical Exemptions set forth in the CEQA Guidelines, Section 15300.2 apply to this project. LOCAL PREFERENCE Local preference was not considered because this agreement does not include a bid or award of a City of Fresno Printed on 3/16/2023Page 2 of 3 powered by Legistar™ File #:ID19-1744 Agenda Date:6/27/2019 Agenda #:1-D construction or services contract. FISCAL IMPACT There will be no impact to the General Fund.The project is located in Council District 2,and the acquisition costs are funded by Traffic Signal Developer Impact Fees.All funds necessary for the acquisition are included in the FY 2019 adopted City budget. Attachments: Vicinity Map Location Map Agreement for Purchase and Sale of Street Easement and Escrow Instructions Deed of Easement City of Fresno Printed on 3/16/2023Page 3 of 3 powered by Legistar™ BlackstoneNees Herndon Bullard Shaw Ashlan Shields McKinley Belmont Whites Bridge Alluvial Sierra Barstow Gettysburg Dakota Clinton Olive GarfieldBryanGrantlandChateau FresnoHayesPolkCorneliaBlytheBrawleyValentineMarksVan NessWestFruitPalmFresnoFirstMillbrookCedarMapleChestnutWillowPeachAshlan Dakota Shields Clinton McKinley Olive Belmont Tulare Butler California Church Jensen Annadale North Kings CanyonMaroaInternational Copper Behymer Shepherd Nees Herndon Bullard Shaw Gettysburg Teague Alluvial Sierra Barstow Perrin ClovisSunnysideFowlerArmstrongTemperanceLocanClovisFowlerTemperanceSunnysideLocanArmstrongChestnutPeachWillowMinnewawaMalaga American CedarOrangeMapleElmEastFigCherryMarksWestWalnutHughesFruitGrantlandHayesCorneliaBryanPolkBrawleyValentineBlytheKearney Muscat North Annadale Muscat Central California Jensen Church Central Nielsen APN: 402-570-09 Date: 4/5/2019 ¯ PUBLIC WORKS DEPARTMENT VICINITY MAP FOR APN: 402-570-09 Audubon Dr. North Of Nees Ave Fresno Supreme, Inc.Council District 2 AUDUBON DRRI O V I E W CI R RIO VIEW CIRNEES AVE INGRAM AVEPALM AVECopyright nearmap 2015 PUBLIC WORKS DEPARTMENTLOCATION MAP FOR APN: 402-570-09 Audubon Dr. North Of Nees Ave.Fresno Supreme, Inc.Council District 2 APN: 402-570-09 Date: 4/5/2019 ¯ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1873 Agenda Date:6/27/2019 Agenda #: REPORT TO THE CITY COUNCIL June 27, 2019 FROM:JEFF CARDELL, Director Personnel Services Department BY:KEN PHILLIPS, Labor Relations Manager Personnel Services Department SUBJECT Actions pertaining to the Fresno Police Officers Association (FPOA) for Unit 4: 1.***Adopt a successor Memorandum of Understanding between the City of Fresno and the Fresno Police Officers Association (FPOA)for Unit 4 -Non-Supervisory Police (Subject to Mayor’s veto) 2.***RESOLUTION -13th Amendment to FY 2019 Salary Resolution No.2018-159,amending salaries in Exhibit 4,Unit 4 -Non-Management Police (FPOA),as required by the Memorandum of Understanding between the City of Fresno and the Fresno Police Officers Association (Subject to Mayor’s veto) 3.***Approve a Side Letter of Agreement with the Fresno Police Officers Association (FPOA),for Unit 4 - Non-Management Police, regarding Lateral Hire Incentives (Subject to Mayor’s Veto) RECOMMENDATION [If more than one recommendation pluralize] EXECUTIVE SUMMARY [Brief, 1-2 paragraphs; information stated here must be expanded in Background section; clear and concise so anyone understands action being requested] BACKGROUND [Include: Any prior history; “City Attorney has reviewed and approved to form,” if applicable; source of funding; appropriate regulation summary information] ENVIRONMENTAL FINDINGS City of Fresno Printed on 3/16/2023Page 1 of 2 powered by Legistar™ File #:ID19-1873 Agenda Date:6/27/2019 Agenda #: [Include CEQA findings or state N/A] LOCAL PREFERENCE [N/A due to State and Federal money; N/A because it is more than ½ of 1%; or yes, state why] FISCAL IMPACT [Funding source, clarify whether General Fund is or is not impacted; appropriation authority already approved or an AAR is attached; if appropriate explain impact on other projects or timing of funding from other agencies; future obligations] Attachments: City of Fresno Printed on 3/16/2023Page 2 of 2 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1874 Agenda Date:6/27/2019 Agenda #: REPORT TO THE CITY COUNCIL June 27, 2019 FROM:JEFF CARDELL, Director Personnel Services Department BY:KEN PHILLIPS, Labor Relations Manager Personnel Services Department SUBJECT Actions pertaining to the Fresno Police Officers Association (FPOA) for Unit 9 1.***Adopt a successor Memorandum of Understanding between the City of Fresno and the Fresno Police Officers Association (FPOA)for Unit 9 -Police Management (Subject to Mayor’s veto) 2.***RESOLUTION -14th amendment to FY 2019 Salary Resolution No.2018-159,amending salaries in Exhibit 9,Unit 9 -Police Management (FPOA),as required by the Memorandum of Understanding between the City of Fresno and the Fresno Police Officers Association (Subject to Mayor’s veto) RECOMMENDATION [If more than one recommendation pluralize] EXECUTIVE SUMMARY [Brief, 1-2 paragraphs; information stated here must be expanded in Background section; clear and concise so anyone understands action being requested] BACKGROUND [Include: Any prior history; “City Attorney has reviewed and approved to form,” if applicable; source of funding; appropriate regulation summary information] ENVIRONMENTAL FINDINGS [Include CEQA findings or state N/A] City of Fresno Printed on 3/16/2023Page 1 of 2 powered by Legistar™ File #:ID19-1874 Agenda Date:6/27/2019 Agenda #: LOCAL PREFERENCE [N/A due to State and Federal money; N/A because it is more than ½ of 1%; or yes, state why] FISCAL IMPACT [Funding source, clarify whether General Fund is or is not impacted; appropriation authority already approved or an AAR is attached; if appropriate explain impact on other projects or timing of funding from other agencies; future obligations] Attachment:[If more than one, pluralize] City of Fresno Printed on 3/16/2023Page 2 of 2 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1898 Agenda Date:6/27/2019 Agenda #:1-G REPORT TO THE CITY COUNCIL June 27, 2019 FROM:MICHAEL CARBAJAL, Director Department of Public Utilities THROUGH:DEJAN PAVIC, PE, Public Utilities Manager Department of Public Utilities - Utilities Planning & Engineering BY:SARAH AGUILA, Supervising Engineering Technician Department of Public Utilities - Utilities Planning & Engineering SUBJECT Actions pertaining to the design of North Avenue sewer trunk main realignment (Council Districts 3 and 5, County of Fresno): 1.Award a consultant services agreement to Carollo Engineers,Inc.,in the amount not to exceed $210,920 2.Authorize the Director of Public Utilities,or designee,to sign the agreement on behalf of the City of Fresno RECOMMENDATIONS Staff recommends that City Council award a consultant services agreement to Carollo Engineers, Inc.,in the amount not to exceed $210,920,including a contingency of $20,000,for professional engineering services to design the realignment of a section of the North Avenue sewer trunk main (Project)and authorize the Director of Public Utilities,or designee,to sign the agreement on the behalf of the City of Fresno (City). EXECUTIVE SUMMARY The Department of Public Utilities (DPU),Wastewater Management Division,is seeking to award a Consultant Services Agreement for professional engineering services to Carollo Engineers,Inc.,in the amount not to exceed $210,920,including a contingency of $20,000,to design the realignment of a section of the North Avenue sewer trunk main.Structural instability of the existing main requires the sewer main to be realigned.The Closed-Circuit Television (CCTV)inspection found the condition of the said section of sewer trunk main to be structurally deficient and unable to support a point repair.This section of the sewer trunk main must be realigned to relieve stress on the existing sewer pipe caused by hydrogen sulfide gas erosion. City of Fresno Printed on 3/16/2023Page 1 of 3 powered by Legistar™ File #:ID19-1898 Agenda Date:6/27/2019 Agenda #:1-G BACKGROUND The existing sewer trunk main in North Avenue transports an average of 11.5 million gallons of wastewater per day to the Fresno/Clovis Regional Wastewater Reclamation Facility.This sewer trunk main experienced a localized structural collapse in North Avenue north of the Fresno Colony No.24 Canal and east of the Burlington Northern Santa Fe Railway and the Union Pacific Railroad. Without the emergency repair and the additional work,a full collapse may cause a sanitary sewer overflow impacting public health and safety. During a routine inspection of the Fresno Colony No.24 Canal,the Fresno Irrigation District (FID) discovered a large sinkhole on their property adjacent to the canal.Upon further inspection by the DPU Wastewater Collection System Division found that the 57-inch diameter North Avenue sewer main,located just to the west of sewer access structures No.3260-24,to have a structural failure due to the complete erosion of the crown of the sewer trunk main.The location of the failure is bound by a major railroad crossing that services both the Burlington Northern Santa Fe Railway and the Union Pacific Railroad to the west,FID irrigation canal to the south,commercial property to the north,and Maple Avenue to the east.The location of this structural collapse limits City’s options and confines response activities within this geographical area. Attempts were made to expose a section of main to assess the condition of the rest of the pipe, which caused further erosion of the crown of the pipe.Due to the severe lack of structural integrity of the sewer main,it was determined that rehabilitation of the pipe is not an option.An emergency, temporary,solution was taken to stabilize the point of failure and the surrounding area to allow time to contract an engineering consultant to design a viable solution for this section of sewer main. An emergency purchase order was issued to Floyd Johnston Construction Co.,Inc.,to secure stability of the area surrounding this sewer trunk main and to construct a suction vault necessary for a bypass in the event of a full collapse.These actions were also necessary in order to conduct a CCTV inspection of the sewer trunk main between access structure No.3260-24 and No.3260-02 to fully assess the extent of the failure.The CCTV inspection found the condition of the entire 207 feet of sewer trunk main to be structurally deficient and unable to support a point repair.This section of the sewer trunk main must be realigned to relieve stress on the existing sewer pipe caused by hydrogen sulfide gas erosion.DPU staff recommended a full bypass to allow construction of a structural concrete cap to cover the opening,using the surrounding ground for support while placing no stress on the compromised sewer trunk main.This measure will only be a temporary solution that will stabilize the area and prevent further soil erosion from entering the sewer trunk main. The Statewide General Waste Discharge Regulations Order No.2006-0003-DWQ (c),requires rehabilitation and replacement of sewer pipes that are at risk of collapse or prone to more frequent blockages due to pipe defects.The severity of the condition of the North Avenue sewer trunk main calls for its immediate replacement.DPU will be moving forward with a Capital Improvement Project for the installation of a parallel main in Fiscal Year 2020.Staff will return to City Council within 180 days with a recommendation to award a contract for the construction of a permanent replacement (parallel main) of this section of the North Avenue sewer trunk main. A competitive solicitation was previously performed and,Carollo Engineers,Inc.,was pre-qualified for design of DPU projects and was selected for this design based on a rotation of four pre-qualifiedCity of Fresno Printed on 3/16/2023Page 2 of 3 powered by Legistar™ File #:ID19-1898 Agenda Date:6/27/2019 Agenda #:1-G design of DPU projects and was selected for this design based on a rotation of four pre-qualified design firms.Carollo Engineers,Inc.,was asked to submit a level of effort and scope of services. Staff negotiated a professional engineering services fee of not to exceed $210,920,including a contingency of $20,000. ENVIRONMENTAL FINDINGS By the definition provided in the California Environmental Quality Act (CEQA)Guidelines Section 15378, the award of this contract is not a “project” as defined by CEQA. LOCAL PREFERENCE Local Preference was not implemented because Carollo Engineers,Inc.,is a local business pursuant to the Fresno Municipal Code Section 4-109(b). FISCAL IMPACT Approval of this Consultant Services Agreement will not impact the General Fund.The Project is located in Council Districts 3 and 5 and County of Fresno.Funding for this Project is included in the Fiscal Year 2020 capital improvement budget within the Wastewater Division’s Sewer Enterprise Fund 40501. Attachments: Attachment 1 - Consultant Services Agreement Attachment 2 - Vicinity Map City of Fresno Printed on 3/16/2023Page 3 of 3 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1900 Agenda Date:6/27/2019 Agenda #:1-H REPORT TO THE CITY COUNCIL June 27, 2019 FROM:JENNIFER K. CLARK, AICP, Director Development and Resource Management Department THROUGH:DANIEL ZACK, AICP, Assistant Director Development and Resource Management Department BY:SOPHIA PAGOULATOS, Planning Manager Development and Resource Management Department SUBJECT Approve an amendment to the contract with LSA Associates,Inc.,a California Corporation,in an amount not to exceed $85,110 for consulting services to add Vehicle Miles Travelled Threshold Development to the scope of the General Plan Environmental Impact Report Update and to authorize the Development and Resource Management Department Director or his or her designee to execute documents. RECOMMENDATION Approve an amendment to the contract with LSA Associates,Inc.,a California Corporation,in an amount not to exceed $85,110 for consulting services to add Vehicle Miles Travelled Threshold Development to the scope of the General Plan Environmental Impact Report and to authorize the Development and Resource Management Department Director or his or her designee to execute documents. EXECUTIVE SUMMARY LSA Associates,Inc.is the consulting firm that was approved by the City Council on November 15, 2018 to complete the General Plan Environmental Impact Report Update consistent with the California Environmental Quality Act (CEQA)Guidelines for an amount not to exceed $499,844.The amendment is needed in order to streamline future traffic analyses of specific projects that apply for entitlement after the updated EIR is certified.The amendment would bring the total contract cost to an amount not to exceed $584,954. BACKGROUND City of Fresno Printed on 3/16/2023Page 1 of 2 powered by Legistar™ File #:ID19-1900 Agenda Date:6/27/2019 Agenda #:1-H LSA Associates,Inc is currently working with City staff on updating the City’s General Plan Master Environmental Impact Report (MEIR)and converting it to a Program EIR.This update is called for in the CEQA Guidelines Section 15179.The update will also streamline environmental review of future projects,since it will include updated baseline conditions,regulations,and analyses.One particular area of focus is the transportation and traffic analysis of the EIR.New state law calls for transitioning to a new analysis criteria known as Vehicle Miles Travelled (VMT)by July of 2020.Currently the standard criteria used is Level of Service (LOS).While the initial scope included the new VMT analysis at a citywide general plan level,it did not include development of a project-specific evaluation tool to analyze traffic impacts of new projects proposed after certification of the updated EIR.The amendment would include the development of this new tool,including new VMT thresholds and mitigation measures.It would also include a user manual and staff training for use of the new tool. Without this contract amendment,applicants proposing new development after July 1,2020 would need to do their own individual VMT traffic analysis without an approved methodology,which would be more time consuming and costly,and difficult for staff to evaluate.In addition,more projects could be required to do full EIRs absent the development of new thresholds and mitigation measures proposed as part of the amendment. ENVIRONMENTAL FINDINGS By the definition provided in the California Environmental Quality Act (CEQA)Guidelines Section 15378 the amendment of an agreement does not qualify as a “project” for the purposes of CEQA. LOCAL PREFERENCE Local preference was not implemented because this item is an amendment to an existing contract. FISCAL IMPACT Funding is appropriated in the Fiscal Year 2019 budget. Attachment: Exhibit A: Contract Amendment, with Scope and Budget City of Fresno Printed on 3/16/2023Page 2 of 2 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1876 Agenda Date:6/27/2019 Agenda #:1-I REPORT TO THE CITY COUNCIL June 27, 2019 FROM:GREGORY A. BARFIELD, Director Department of Transportation BY:BRIAN BARR, Assistant Director Department of Transportation BRIAN CETTI, Capital Development Specialist Department of Transportation SUBJECT Reject all bids for the FAX Facility Fire Alarm Upgrade project (Bid File #3638) RECOMMENDATION Staff recommends Council reject all bids received May 7,2019,for the FAX Fire Alarm Facility Upgrades project and direct staff to rebid the project. EXECUTIVE SUMMARY Department of Transportation/FAX is seeking to reject all bids and open the bidding to additional qualifying contractor license classifications.This will improve the quality of the bids received and create an increase in competition and a potential for more favorable bids. BACKGROUND The fire alarm system at the FAX facilities,located at 2223 G Street,were state-of-the-art when installed in the 1970s/80s.The system is now antiquated,requires significant maintenance,and is in need of modernization to support current needs in the FAX yard and ADA requirements.The modernization will include a digital addressable fire alarm system,which allows the Fire Department to more accurately respond to calls.Moreover,it will move the main fire alarm control panels into the FAX Administration Building,bus wash,and maintenance building,separating the fire alarm system from reliance on equipment located in Building A of the Municipal Service Center. FAX is seeking to reject all bids received on May 7,2019.FAX will revise the qualifying contractor City of Fresno Printed on 3/16/2023Page 1 of 2 powered by Legistar™ File #:ID19-1876 Agenda Date:6/27/2019 Agenda #:1-I FAX is seeking to reject all bids received on May 7,2019.FAX will revise the qualifying contractor license requirements in the specifications and rebid the project.This change will increase competition,allow additional local firms to submit bids,and provide FAX with the potential to receive more favorable bids. ENVIRONMENTAL FINDING This item is not a project as defined by the California Environmental Quality Act. LOCAL PREFERENCE Local preference was not considered as staff is recommending to reject all bids. FISCAL IMPACT This project has no fiscal impact to the General Fund.The project will be funded by State of California Prop 1B and FTA grants. Attachment: Bid Evaluation City of Fresno Printed on 3/16/2023Page 2 of 2 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1935 Agenda Date:6/27/2019 Agenda #:1-J REPORT TO CITY COUNCIL June 27, 2019 From: MIGUEL ANGEL ARIAS, Council Vice President ***Bill No. 16 - (Intro. 6/20/2019) (For adoption) -- Adding Section 11-113 of the Fresno Municipal Code, relating to an expedited, streamlined permitting process for Electric Vehicle Charging Stations. (Subject to Mayor’s veto) City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1924 Agenda Date:6/27/2019 Agenda #:A REPORT TO THE CITY COUNCIL June 27, 2019 FROM:HENRY FIERRO, Budget Manager Budget and Management Studies SUBJECT ***RESOLUTION - Council adoption of the Fiscal Year 2019-2020 City of Fresno budget including the Annual Appropriations Resolution (Subject to Mayor’s veto) RECOMMENDATION It is recommended that the Council approve the attached documents establishing the Fiscal Year (FY) 2019-2020 City of Fresno budget. BACKGROUND On May 22,2019 the Mayor presented each councilmember with a copy of the Mayor’s FY 2019-2020 Proposed Budget for the City of Fresno.The public hearings on the budget began on June 3,2019 and continued through June 20,2019.The documents presented are based on the Mayor’s Proposed Budget and have been updated to reflect the approval of motions by the City Council up through June 20, 2019. The Mayor may approve or veto all or any portion of the budget or request reconsideration from Council. If any portion of the budget is vetoed by the Mayor it will be brought back to the Council for override consideration. FISCAL IMPACT By approving the attached documents, the Council will adopt the FY 2019-2020 City of Fresno Budget. Attachments: FY 2020 AAR Resolution FY 2020 AAR Exhibit A City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1925 Agenda Date:6/27/2019 Agenda #:B REPORT TO THE CITY COUNCIL June 27, 2019 FROM:HENRY FIERRO, Budget Manager Budget and Management Studies BY:TODD STERMER, Senior Budget Analyst Budget and Management Studies SUBJECT ***BILL - (For introduction and adoption) - Adoption of Property Tax Override Ordinance (Subject to Mayor’s veto) RECOMMENDATION It is recommended that the Council of the City of Fresno adopt the attached Property Tax Override (PTO) Ordinance which will take effect upon adoption as provided in Charter Section 600(b) and 610(b). EXECUTIVE SUMMARY The Proposed FY 2020 Budget assumes a portion of the City’s retirement contributions for employees will be funded through a PTO. Adoption of the attached Ordinance allows General Fund resources, which otherwise will have to be applied to funding these retirement costs, to thereby be freed up to fund other General Fund activities. Failure to adopt the attached Ordinance without adding replacement revenues will result in the General Fund being out of balance. BACKGROUND The City Council and the Mayor must adopt a budget for FY 2020 by June 30, 2019. That budget assumes a portion of the City’s retirement contributions for employees will be funded through a PTO of $0.032438 per $100 of gross assessed valuation. General Fund resources, which otherwise will have to be applied to these retirement costs, will thereby be freed up to fund other General Fund activities. This is a routine Budget action adopted by Council annually. ENVIRONMENTAL FINDINGS City of Fresno Printed on 3/16/2023Page 1 of 2 powered by Legistar™ File #:ID19-1925 Agenda Date:6/27/2019 Agenda #:B N/A LOCAL PREFERENCE N/A FISCAL IMPACT Failure by the City Council to adopt the attached Ordinance without adding replacement revenues will result in the General Fund being out of balance. Attachment: FY 2020 PTO Ordinance City of Fresno Printed on 3/16/2023Page 2 of 2 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1926 Agenda Date:6/27/2019 Agenda #:C REPORT TO THE CITY COUNCIL June 27, 2019 FROM:HENRY FIERRO, Budget Manager Budget and Management Studies BY:SCOTT MOTSENBOCKER, Senior Budget Analyst Budget and Management Studies SUBJECT ***RESOLUTION - Adopt the FY 2020 Position Authorization Resolution (Subject to Mayor’s veto) RECOMMENDATION It is recommended that Council adopt the Position Authorization Resolution (PAR)for FY 2020 thereby authorizing the number of permanent full-time,permanent part-time and permanent intermittent positions as approved in the FY 2020 budget. BACKGROUND Attached is the FY 2020 Position Authorization Resolution (PAR),which legally establishes the number of permanent full-time,permanent part-time and permanent intermittent positions in which persons may be employed within the various departments and funds of the City.The FY 2020 PAR incorporates FY 2019 PAR amendments that have occurred since approval of the Mayor’s FY 2019 Adopted Budget. Attachments: FY 2020 PAR Resolution FY 2020 PAR Parts V and VI City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1927 Agenda Date:6/27/2019 Agenda #:D REPORT TO THE CITY COUNCIL June 27, 2019 FROM:Jeff Cardell, Director Personnel Services Department SUBJECT ***RESOLUTION - Adopt the Fiscal Year 2020 Salary Resolution (Subject to Mayor’s veto) RECOMMENDATION It is recommended that the City Council adopt the Fiscal Year 2020 Salary Resolution. EXECUTIVE SUMMARY The proposed Fiscal Year 2020 Salary Resolution includes a number of changes that are cleanup in nature.Other changes include adding a provision for safety employees in Unit 2,Exhibit 2,who are in Tier 2 of the Fire and Police Retirement System hired on or after July 1,2019,to make an additional contribution of 3%to be consistent with the represented employee contribution rates; capping Sick Leave accruals for Police Cadets consistent with Sick Leave provisions for temporary employees;adding a section on leave integration with State Disability Insurance/Paid Family Leave (SDI/PFL)for new hires and employees transferring from a bargaining unit with SDI and the City’s long term disability insurance plan;expanding the appendix section and respective Exhibit footnotes for clarification;including salary adjustments which have been negotiated with respective bargaining units or are required by the California minimum wage increase;and,defining the conditions upon which City retirees may work for the City on a temporary basis . BACKGROUND The Salary Resolution of the City of Fresno establishes rules for the application of City employee compensation rates and schedules and related requirements,as well as exhibiting the monthly compensation rates which have already been authorized by the City Council.Except where there is conflict with a Memorandum of Understanding or Terms and Conditions of Employment,the provisions contained in the Salary Resolution shall apply. Each year the Salary Resolution is updated to reflect changes in law,minimum wage,and other City of Fresno Printed on 3/16/2023Page 1 of 4 powered by Legistar™ File #:ID19-1927 Agenda Date:6/27/2019 Agenda #:D salary adjustments as well as modify language to ensure the respective provisions are clear. The following summarizes the significant changes incorporated in the proposed Fiscal Year 2020 Salary Resolution: Section 2. Salary Step Plan: ·The seventh step of the salary step plan was included consistent with salary steps provided in Exhibits 4, 5, 9, and 10. ·Language on temporary assignment pay was modified to clarify that the provision applies to employees in limited or provisional appointments. Section 12. Supplemental Sick Leave for Employees in Exhibit 2: ·Modified to recognize that not all employees in Exhibit 2 achieve permanent status as defined by FMC Section 3-202 (5). Section 15. Salary Rates: ·Retitled Exhibit 6 from ‘Bus Drivers’to ‘Bus Drivers and Student Drivers’consistent with this bargaining unit designation. Section 17. Bilingual Certification Program for Employees Occupying Permanent Classes: ·Added provision codifying current practice that bilingual premium may be discontinued if an employee fails to recertify. Section 18. Benefits for Full-Time Employees Occupying Permanent Positions in Exhibit 2 : ·Added a provision for eligible employees in Exhibit 2 to participate in Tier 2 of the Fire and Police Retirement System. Such employees hired on or after July 1, 2019, shall pay an additional contribution equal to three (3%) of their pensionable compensation to the Fire and Police Retirement System, consistent with provisions in represented safety units. Section 20. Benefits for Police Cadets and Permanent Part-Time Employees: ·Clarified Police Cadets may be terminated from the program per FMC 3-266(d). ·Included a forty-eight (48)hour cap for Sick Leave accruals consistent with provisions for temporary employees. Section 21. Conversion of Leaves when Changing Bargaining Units: ·Clean up to remove ‘Administrative Leave,’as leave has been retitled to ‘Management Leave’ in all units with such provisions. ·Clarified that cash outs are paid at the base rate of pay. ·Clarified moving between units is a transfer. Section 24.Integration with State Disability Insurance/Paid Family Leave (SDI/PFL)and the City’s Long Term Disability Insurance Plan: ·New section to codify the process of leave integration with State Disability Insurance and Long Term Disability Insurance. Section 26. Benchmarking Deleted Classifications: ·Language was added to clarify that Exhibit 16 reflects classifications benchmarked and City of Fresno Printed on 3/16/2023Page 2 of 4 powered by Legistar™ File #:ID19-1927 Agenda Date:6/27/2019 Agenda #:D ·Language was added to clarify that Exhibit 16 reflects classifications benchmarked and deleted from 2016 to present. Section 27. Temporary Service After Retirement ·This new section defines the conditions upon which a City retiree may return to work on a temporary basis including the provision of a bona fide employment separation of at least 90 calendar days. Appendix to Salary Resolution: ·Footnote 4 was revised to clarify the probationary period for respective classifications. ·Footnote 5 was revised to remove class specific job titles. ·Footnote 6 was revised to clarify that promotion from Police Officer Recruit to Police Officer occurs after one year of service. ·Footnote 9 was added to clarify the tenure for police cadets consistent with the Fresno Municipal Code. ·Footnote 10 was added to clarify the tenure for incumbents in the Senior Law Clerk classification. Exhibit 2:The minimum and the maximum of the respective salary ranges have been increased by 2%.The salary range of classification Payroll Accountant was adjusted to maintain consistent 10% spread with Senior Accountant Auditor in Exhibit 13-1. Exhibits 3,5,6,7,10,11,13-1,and 13-2:Modifies pay ranges pursuant to negotiated salary increases previously approved by Council with the adoptions of respective successor MOUs. Exhibit 8:Modified the job title of ‘Student Aide II’to ‘Intern’and adjusts the salary range consistent with Services Aide;modified the salary range of Law Enforcement Instructor consistent with Background Investigator;and adjusts pay ranges effective January 1,2020,consistent with an increase to the California minimum wage for classes of:Cashier Clerk,Lifeguard,Senior Lifeguard, Pool Supervisor, Police Cadet I, Police Cadet II, Services Aide, Sports Official and Intern. Exhibit 10:Modified the job title of ‘Deputy Fire Chief’to ‘Fire Deputy Chief’consistent with the correct classification title. Exhibits 4 and 16:Deleted the classification of Police Specialist in Exhibit #4;and added the respective classification to Exhibit #16 which identifies a pay relationship to calculate retirement benefits for this deleted class. Cleanup changes to other Exhibits included adding footnotes where applicable or revising footnotes pursuant to modifications made in the Appendix,and removing salary tables and/or effective dates as appropriate. In addition to the above, there was non-substantive language cleanup throughout. The City Attorney’s Office has approved the FY 2020 Salary Resolution as to form. ENVIRONMENTAL FINDINGS City of Fresno Printed on 3/16/2023Page 3 of 4 powered by Legistar™ File #:ID19-1927 Agenda Date:6/27/2019 Agenda #:D By the definition provided in the California Environmental Quality Act Guidelines Section 15378 this item does not qualify as a “project”and is therefore exempt from the California Environmental Quality Act requirements. LOCAL PREFERENCE Local preference is not implicated because this item does not involve public contracting or bidding with the City of Fresno FISCAL IMPACT Adoption of the Salary Resolution will result in increased salary and benefit expenses of $26,649,for all Funds.The General Fund share is approximately $24,677.These increased expenses have been included in the Mayor’s Proposed Budget. Attachments: Final Version of FY 2020 Salary Resolution Redlined Version of FY 2020 Salary Resolution City of Fresno Printed on 3/16/2023Page 4 of 4 powered by Legistar™ FY20 SALARY RESOLUTION TABLE OF CONTENTS SECTION 1. SPECIAL PROVISIONS APPLICABLE TO ALL CLASSES ................... 1 SECTION 2. SALARY STEP PLAN ............................................................................. 1 SECTION 3. RATES OF PAY ..................................................................................... 6 SECTION 4. EXEMPT JOB CLASSES ....................................................................... 7 SECTION 5. WAGES, OVERTIME, AND PAID SICK LEAVE FOR TEMPORARY EMPLOYEES ......................................................................................... 7 SECTION 6. FLEXIBLE STAFFING ............................................................................ 8 SECTION 7. ALTERNATE WORK SCHEDULE FOR EMPLOYEES IN EXHIBIT 2 .... 8 SECTION 8. MANAGEMENT LEAVE (formerly “Administrative Leave”) .................. 10 SECTION 9. SICK LEAVE USAGE AND COMPENSATION FOR EMPLOYEES IN EXHIBIT 2 ............................................................................................ 10 SECTION 10. ANNUAL LEAVE FOR EMPLOYEES IN EXHIBIT 2 ............................ 11 SECTION 11. HOLIDAYS FOR EMPLOYEES IN EXHIBIT 2 ..................................... 14 SECTION 12. SUPPLEMENTAL SICK LEAVE FOR EMPLOYEES IN EXHIBIT 2 ..... 14 SECTION 13. VACATION ACCRUALS FOR EMPLOYEES IN EXHIBIT 2 ................. 15 SECTION 14. MANAGEMENT TIME OFF FOR EMPLOYEES IN EXHIBIT 2 ............ 15 SECTION 15. SALARY RATES .................................................................................. 16 SECTION 16. CERTIFICATE PAY .............................................................................. 16 SECTION 17. BILINGUAL CERTIFICATION PROGRAM FOR EMPLOYEES OCCUPYING PERMANENT CLASSES ............................................... 17 SECTION 18. BENEFITS FOR FULL-TIME EMPLOYEES OCCUPYING PERMANENT POSITIONS IN EXHIBIT 2 ............................................ 18 SECTION 19. COMPENSATION FOR FULL-TIME EMPLOYEES OCCUPYING .......... 21 SECTION 20. BENEFITS FOR POLICE CADETS AND PERMANENT PART-TIME EMPLOYEES ....................................................................................... 23 SECTION 21. CONVERSION OF LEAVES WHEN CHANGING BARGAINING UNITS26 SECTION 22. SPECIAL PROVISIONS FOR EMPLOYEES ON LEAVE FOR MILITARY SERVICE ............................................................................ 28 SECTION 23. BEREAVEMENT LEAVE ...................................................................... 28 SECTION 24. INTEGRATION WITH STATE DISABILITY INSURANCE (SDI) AND LONG TERM DISABILITY INSURANCE .............................................. 29 SECTION 25. SALARIES FOR EMPLOYEES IN EXHIBIT 2, EXHIBIT 8, AND PERMANENT PART-TIME EMPLOYEES WHILE ABSENT DUE TO INJURY IN THE LINE OF DUTY .......................................................... 31 SECTION 26. BENCHMARKING DELETED CLASSIFICATIONS .............................. 31 SECTION 27. TEMPORARY SERVICE AFTER RETIREMENT ................................. 31 SECTION 28. UNUSUAL CIRCUMSTANCES ............................................................ 32 SECTION 29. CONFLICTING RESOLUTIONS........................................................... 32 SECTION 30. RESOLUTION EFFECTIVE DATE ....................................................... 32 RESOLUTION NO. __________ A RESOLUTION OF THE COUNCIL OF THE CITY OF FRESNO ESTABLISHING RULES FOR THE APPLICATION OF CITY EMPLOYEE COMPENSATION RATES AND SCHEDULES AND RELATED REQUIREMENTS, AND ESTABLISHING COMPENSATION RATES AND SCHEDULES FOR FISCAL YEAR 2020 NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of Fresno, as follows: SECTION 1. SPECIAL PROVISIONS APPLICABLE TO ALL CLASSES The rules set forth in this resolution constitute special provisions applicable to all classes of employment in the City service. If any provision(s) of a Memorandum of Understanding (hereafter “MOU”) or Terms and Conditions of employment (hereafter “T & C”) adopted and approved by the Council under Article 6, Chapter 3 of the Fresno Municipal Code (hereafter “FMC”) or employment agreement that is authorized and in compliance with Article V of the City of Fresno Transparency in Government Act and currently in effect, is clearly and specifically in conflict with any rule contained in this resolution, the provision in such MOU, T & C, or employment agreement shall prevail. SECTION 2. SALARY STEP PLAN The step plan of each salary range shall be applied and interpreted as follows for permanent and probationary employees appointed to permanent positions: A. The first step shall be the minimum rate and shall normally be the hiring rate for the class. In a case where it is difficult to secure a qualified person or if a person of unusual qualifications is engaged, the City Manager or designee, after receiving the recommendation of the Director of Personnel Services, may approve appointment above the first step. B. The second step shall be paid upon the completion of six (6) months of paid status at the first step. C. The third step shall be paid upon the completion of one (1) year of service at the second step. D. The fourth step shall be paid upon completion of one (1) year of service at the third step. E. The fifth step shall be paid upon completion of one (1) year of service at the fourth step. Resolution No. FY 20 Salary Resolution Page 2 F. The sixth step shall be paid upon completion of one (1) year of service at the fifth step. G. The seventh step shall be paid upon completion of one (1) year of service at the sixth step. H. Employees who are reinstated in accordance with FMC Section 3-292, who were not at the top step prior to layoff or demotion, will be credited with paid time previously worked at the step at time of layoff or demotion. The next step increase date will be adjusted accordingly upon reinstatement. Any time missed due to mandatory furloughs shall count as paid time. I. Raises to the second, third, fourth, fifth, sixth, and seventh steps shall be automatic unless an unsatisfactory performance evaluation is made by the appointing authority. Following an unsatisfactory performance evaluation, a raise may be delayed by the appointing authority for not more than six (6) months and more than six (6) months only with approval of the City Manager or designee. A raise to any step may be made at any time by the City Manager or designee on recommendation of the appointing authority and the Director of Personnel Services whenever an employee exhibits unusual merit. Six (6) months of service equals 1,040 hours of service, and one (1) year of service equals 2,080 hours of service, except where employees work a 56-hour workweek, six (6) months of service equals 1,456 hours of service, and one (1) year of services equals 2,912 hours of service. J. An employee who is selected to fill a reclassified position pursuant to FMC Section 3-209 (b), or who is promoted from one class to another having a higher salary range, shall be adjusted to the lowest step in the salary range of the new class, which is at least three and one-half percent (3.5%) higher than the rate received in the employee’s former class. If such an increase would require a payment greater than the highest step, then the highest step shall be paid. An employee in Exhibit 7 who is appointed to a position in a class having a salary range shall be promoted according to the foregoing provisions to the nearest step, but not exceeding the top step, in the new class range after adding five percent (5%) to the employee’s salary rate. K. When a class is assigned a new salary range, the salary of an employee in such class shall be adjusted to the same relative step in the new salary range, and such adjustment shall not alter the employee’s anniversary date for purposes of future step increases in the class. Resolution No. FY 20 Salary Resolution Page 3 L. A permanent employee, assigned to a higher class on a limited or provisional basis, and who is entitled to the rate of pay for such higher class, shall be paid in the same manner as provided for promotion in Section 2, subsection J above. M. If an employee is receiving compensation above the highest step of the range, the employee’s present rate shall be continued as an approved additional step rate for the class (“Y-rated”), until the highest step is greater than the Y rate, but no other employee may be adjusted to this rate, and it shall no longer be in effect after the incumbent vacates the classification. N. Except as noted in Section 2, subsection H above, step increases shall become effective immediately upon completion of required service. For purposes of this section, any employee who is absent without pay, excluding statutorily protected leave such as leaves taken under the Family and Medical Leave Act (FMLA), the California Family Rights Act (CFRA), Pregnancy Disability Leave (PDL), and Military Leave, for the number of hours specified below while on any single step in a range shall not be considered to have been on paid status for the number of weeks shown, and advancement to the next step shall be delayed by such number of weeks: At least But less than Weeks delayed 1 hour 40 hours None 40 hours 120 hours 2 120 hours 200 hours 4 200 hours 280 hours 6 280 hours 360 hours 8 360 hours 440 hours 10 For purposes of this section, leave without pay, in reference to step advancement, shall be adjusted appropriately for 56-hour employees: At least But less than Weeks delayed 1 hour 56 hours None 56 hours 168 hours 2 168 hours 280 hours 4 Resolution No. FY 20 Salary Resolution Page 4 280 hours 392 hours 6 The number of additional weeks by which advancement to the next step shall be delayed shall be calculated in the same manner as those respective formulas specified herein. Such delay shall cause a change in the employee’s anniversary date for purposes of future step increases in the class. O. Transfer to a different classification with the same salary range and in which no salary change occurs, shall result in a new anniversary date upon which advancement to the next step shall be calculated, or merit increase shall be considered. P. In lieu of a Salary Step Plan, an Executive Pay Range Plan has been established for classes as set forth in Exhibit 2. 1. For employees who separated from City service prior to July 1, 2015: a. The salary for each executive employee in the E1 through E23 executive pay ranges and the salary range for each class within such ranges shall be established by the City Manager or designee. The City Manager or designee shall promulgate such rules and regulations deemed appropriate in the implementation and administration of this subsection. For purposes of calculating retirement benefits for any employee in a class in the Executive Pay Range Plan who has left City service after five (5) years of service, but prior to attaining an age sufficient for service retirement, and who has elected to leave contributions in the retirement system, retirement benefits shall be calculated as follows: The employee’s salary at the time of separation from employment with the City shall be compared to the control point in existence at the time of separation for the class from which the employee is retiring. Retirement benefits (based on monthly salary only) shall be calculated using the same relationship the employee’s salary bore to the control point at the time of separation as it would bear to the control point at the time of retirement. As an example only, if an employee’s salary at the time of separation was five percent (5%) below the control point for the class, then the benefit at retirement would be based on that amount, which would be five percent Resolution No. FY 20 Salary Resolution Page 5 (5%) below the control point for that class at the time of retirement, subject to the applicable provisions of the retirement system regarding years of service, compensation earnable, and so on. 2. For employees in Exhibit 2, who separate from City service on or after July 1, 2015: a. The salary for each executive employee in the E1 through E23 executive pay ranges and the salary range for each class within such ranges shall be established by the City Manager or designee. The City Manager or designee shall promulgate such rules and regulations deemed appropriate in the implementation and administration of Section 2, Subsection (P)(2)(b) below. b. For purposes of calculating Compensation Earnable as defined in FMC 3-501, any employee in the City of Fresno Employees Retirement System (hereafter “System”) in a class in the Executive Pay Plan who separates from City service and elects to remain a member of the System shall have their Compensation Earnable calculated as follows: Beginning July 1 following the date the Deferred Vested Member separates from City service, the Member’s Compensation Earnable at the time of separation shall be indexed with the Consumer Price Index (hereafter “CPI”) – United States City Average for Urban Wage Earners and Clerical Workers -- all items (i.e. general price inflation) and the Employment Cost Index for Wage Inflation (i.e. across the board pay increases) for State and local government employees, as published by the Bureau of Labor Statistics of the United States Department of Labor. Determination of the percentage of annual increase or decrease in CPI and Employment Costs for wage inflation shall be made by the Retirement Board on or before April 1 of each year for each of the two immediately preceding calendar years. The percentage by which such indexes for the more recent full calendar year shall have increased or decreased over or below indexes for the full calendar year immediately prior shall be the percentage used to calculate adjustments to Compensation Earnable with the following exceptions: banking shall not be applied nor shall the sum of accumulated CPI and Employment Costs adjustments plus Compensation Resolution No. FY 20 Salary Resolution Page 6 Earnable fall outside the Executive Pay Range approved by the City Council each fiscal year. This process will continue each July 1 until the Deferred Vested Member elects to begin receiving the retirement benefit. This adjusted Compensation Earnable shall be used in the Member’s final compensation for the calculation of the retirement benefit. If a Deferred Vested Member held more than one position during their highest three consecutive years, the Compensation Earnable in each position shall be allocated on a time held, pro-rata basis and the combined adjusted Compensation Earnable, including adjustments due to CPI and Employment Costs for wage inflation, shall be used in the Member’s final compensation for the calculation of the retirement benefit. c. System members who retire or enter Deferred Retirement Option Program (hereafter “DROP”) on or after July 1, 2015, shall have any previously held Executive Pay Range salaries determined in accordance with Section 2, Subsection (O)(2)(b) above. Q. Except where provided in this subsection, temporary assignment to perform the duties of absent employees shall be in accordance with FMC Section 3-260. After any employee holding a permanent position in Exhibit 2 has completed 40 hours of service in a higher class the employee shall thereafter be paid at the rate of pay of the higher class while so assigned. An employee who has held permanent status in the higher class prior to such assignment shall not be required to complete the qualifying period of service set forth above and shall be paid for the entire duration of the assignment to the higher class at the rate of pay assigned to such higher class. SECTION 3. RATES OF PAY Rates of pay provided for by a resolution establishing or approving such salaries are fixed on the basis of dollars per month or full-time service in full-time positions unless otherwise clearly indicated. Salaries shown are the base rate of pay for each respective job classification. The hourly rate of pay for employees whose schedule is 40 hours per week is calculated by multiplying the monthly rate of pay by 12 and dividing by 2,080. The hourly rate of pay for employees Resolution No. FY 20 Salary Resolution Page 7 whose schedule is 56 hours per week is calculated by multiplying the monthly rate of pay by 12 and dividing by 2,912. SECTION 4. EXEMPT JOB CLASSES Employees in classes listed as exempt in any exhibit attached to this salary resolution whose job codes are marked with an “e” shall not be entitled to payment or compensatory time off for overtime as provided for in the rules and regulations of the Fair Labor Standards Act (hereafter “FLSA”). In accordance with the rules and regulations of the FLSA, the base salary of exempt employees shall not be reduced due to variations in the quality or quantity of the work performed. Deductions from the salary of exempt employees are allowed only for those certain circumstances which are set forth in the applicable FLSA regulations. Employees exempt from overtime shall not be subject to deductions for Leave Without Pay in increments of less than a work day or shift. Employees with qualified medical restrictions may be temporarily placed on a part-time basis and will receive the pro-rated salary during the time of restriction. SECTION 5. WAGES, OVERTIME, AND PAID SICK LEAVE FOR TEMPORARY EMPLOYEES A. Temporary employees shall be paid on an hourly basis for the hours actually worked, subject to the provisions of Section 4 above and/or the FLSA, which provides for overtime compensation for hours worked in excess of 40 per workweek. Any such employee in a class having a monthly salary rate shall be paid an hourly rate that is converted from the monthly salary for that class pursuant to Section 3. B. Paid Sick Leave for Temporary Employees: 1. Temporary employees will accumulate and be able to use paid Sick Leave in accordance with AB1522, Healthy Workplace Healthy Family Act of 2014 (i.e., Labor Code §§245 et seq.) 2. Temporary employees will earn one (1) hour of leave for every thirty (30) hours of work, including overtime. This accrual will begin on July 1, 2015, or the first day of employment, whichever is later. Accruals of Sick Leave will be capped at forty-eight (48) hours. Sick Leave may be carried over from year to year. 3. Temporary employees will be eligible to use Sick Leave on the ninetieth (90th) day of employment. Resolution No. FY 20 Salary Resolution Page 8 4. Temporary employees may use up to three (3) days of sick leave or twenty-four (24) hours, whichever is greater, in each fiscal year (July 1 through June 30). 5. Sick Leave can be used for: a. Diagnosis, care, or treatment of an existing health condition of, or preventive care for, an employee; b. Diagnosis, care, or treatment of an existing health condition of, or preventive care for an employee’s parent (a biological, adoptive, or foster parent, stepparent, or legal guardian of an employee or the employee’s spouse or registered domestic partner, or a person who stood in loco parentis when the employee was a minor child), child (a child, which for purposes of this article means a biological, adopted, or foster child, stepchild, legal ward, or a child to whom the employee stands in loco parentis - this definition of a child is applicable regardless of age or dependency status), spouse, registered domestic partner, sibling, grandparent, or grandchild; or, c. For an employee who is a victim of domestic violence, sexual assault, or stalking, the purposes described in Labor Code Section 230(c) and Labor Code Section 230.1(a). 6. Temporary employees who leave City employment and return within one (1) year from the date of separation will have unused Sick Leave accruals restored up to forty-eight (48) hours. SECTION 6. FLEXIBLE STAFFING An employee holding a permanent position in any class in a group of classes designated as flexibly staffed may be appointed to a higher class in that group, provided that the employee meets the minimum requirements and the department director recommends such appointment. SECTION 7. ALTERNATE WORK SCHEDULE FOR EMPLOYEES IN EXHIBIT 2 A 4/10 or 9/80 work schedule may be implemented in any department, division, or work unit, upon approval of the City Manager or designee. Each 4/10 work schedule will consist of a total of 40 scheduled hours of actual work time per workweek. The workweek begins at 12:01 a.m. Monday and ends at Midnight on Sunday. Resolution No. FY 20 Salary Resolution Page 9 Each 9/80 work schedule will consist of eight 9-hour shifts, one 8-hour shift, and one day off per 14-day period broken down into two 40-hour per week FLSA workweeks. All employees working a 9/80 work schedule shall have an FLSA workweek, which begins four (4) hours after the start time of the day of the week, which constitutes the employee’s alternating day off. This shall be an 8-hour shift. The workweek shall end exactly 168 hours later. Employees working a 4/10 or 9/80 work schedule shall have the following exceptions for the holiday benefit apply: A. Holidays: 1. Employees on a 4/10 or 9/80 work schedule shall receive 11 holidays of eight (8) hours. An employee who is off on a holiday, which is a regular work day, shall receive eight (8) hours pay for the holiday and must either take two (2) hours Vacation, Annual, Holiday or Management Leave if on a 4/10 schedule, or one (1) hour Vacation, Annual, Holiday, or Management Leave if on a 9/80 schedule and the holiday falls on a 9-hour shift. 2. Employees on a 4/10 or 9/80 work schedule who are regularly scheduled to work, and do work on a holiday, which is a regular work day, shall receive eight (8) hours of Holiday Leave. When a holiday falls on an employee’s day off, such employee shall receive eight (8) hours of Holiday Leave. B. For employees participating in the Annual Leave Plan, the following rules shall apply: 1. Employees shall accumulate the same number of hours of Annual Leave per month as under a 5/8 work schedule. Annual Leave will be granted for the actual number of hours absent. C. For employees not participating in the Annual Leave Plan, the following rules shall apply: 1. Sick Leave: Employees shall accumulate eight (8) hours of Sick Leave per month, and receive Sick Leave pay for the actual number of hours absent, provided the employee has a sufficient balance of Sick Leave hours. 2. Vacation: Employees on a 4/10 or 9/80 work schedule shall accumulate the same number of hours vacation per month as under a 5/8 work schedule. Vacation will be granted for the actual Resolution No. FY 20 Salary Resolution Page 10 number of hours absent, provided the employee has a sufficient balance of Vacation hours. SECTION 8. MANAGEMENT LEAVE (formerly “Administrative Leave”) A. For employees in Exhibit 2, Management Leave shall be granted as follows: 1. Full time employees appointed to permanent positions in classes who are not entitled to payment or equivalent compensatory time off for overtime work (as described in Section 4 above.), shall be granted Management Leave as provided in this subsection 1. A balance of 60 hours shall be credited to each such employee on the first day in July of each fiscal year. Upon their employment by the City, new employees appointed in such positions shall be credited with five (5) hours of Management Leave for each full calendar month remaining in such appointment in the fiscal year. Employees in limited or provisional appointments to such positions shall receive five (5) hours of Management Leave for each full month of such provisional or limited appointment. 2. Unused Management Leave will not be carried over to the next fiscal year. Employees may request payment and be compensated for up to forty-eight (48) hours of Management Leave during the fiscal year in which it is credited, subject to rules established by the City Manager. Employees shall be compensated for any Management Leave balance, not to exceed sixty (60) hours, upon termination from City service. 3. Management Leave shall be scheduled at the convenience of the department. Approval by the City Manager or designee must be obtained before an appointing authority appointed by the City Manager may take such leave. B. For employees in Non-Exempt positions, Management Leave shall be as follows: Employees in non-exempt positions who are in limited or provisional appointments to exempt positions, shall receive a proportional amount of the annual accrual of Management Leave for the exempt classification for each full month of such provisional or limited appointment. Employees must use the Management Leave in accordance with applicable provisions in appropriate MOUs or T & Cs. SECTION 9. SICK LEAVE USAGE AND COMPENSATION FOR EMPLOYEES IN EXHIBIT 2 Resolution No. FY 20 Salary Resolution Page 11 A. Employees holding an appointment in a permanent class included in Exhibit 2 who are not participating in the Annual Leave Plan and who meet the eligibility criteria in Section 18(F), shall, upon separation from City by service retirement or by disability retirement if the employee is otherwise eligible for service retirement, be credited with the number of accumulated unused Sick Leave balances in excess of 240 hours at the time of retirement multiplied by 40 percent (40%) of the employee’s then current hourly rate of pay to be used solely to pay premiums for medical insurance (including COBRA premiums), pursuant to the City’s Health Reimbursement Arrangement (hereafter “HRA”) as set forth in Section 18(F). B. Protected Sick Leave: After 90 days of employment at the City, employees holding a permanent position in Exhibit 2 who are not participating in the Annual Leave Plan shall be allowed to use up to six (6) months of Sick Leave which would be accrued per fiscal year for Protected Sick Leave purposes identified in California Labor Code Section 233, and up to 20 hours of Supplemental Sick Leave in accordance with the provisions for such leave, as set forth in Section 12 below. The purpose of Protected Sick Leave is to allow employees time to care for themselves and family members as defined by California Labor Code Section 233. Employees are encouraged to schedule routine medical and/or dental appointments outside of regular work hours when possible. Use of Protected Sick Leave shall be recorded by their appointing authority or designee. The first three days or twenty-four hours, whichever is greater, shall also be considered leave taken under California Labor Code Section 246.5 (i.e., AB 1522, Healthy Workplace Healthy Family Act of 2014). Employees who separate City employment and return within one (1) year of such separation will be entitled to reinstatement of unused Sick Leave balances at the time of separation from City employment, up to a total of forty-eight (48) hours. SECTION 10. ANNUAL LEAVE FOR EMPLOYEES IN EXHIBIT 2 A. This section applies to eligible employees hired on and after July 1, 2000, and those hired prior to July 1, 2000 who have been continuously employed by the City and previously elected to participate in Annual Leave. Eligible employees who elected not to participate in Annual Leave shall continue to accrue Sick Leave, as provided in FMC Section 3-107, and Vacation Leave, as provided in Section 13 of this Salary Resolution and FMC Section 3-108. Resolution No. FY 20 Salary Resolution Page 12 B. For employees on a forty (40) hour work schedule, the Annual Leave Plan shall be as follows: 1. Annual Leave Accrual – Vacation Leave and Sick Leave will no longer be accumulated as provided in the FMC, but as detailed below. Employees holding a permanent position included in Exhibit 2 who are participating in the Annual Leave Plan, shall be allowed to use up to the hours of Annual Leave accrued in six (6) months for Protected Sick Leave for the purposes identified in California Labor Code Section 233. The first three days or twenty-four hours, whichever is greater, of used Protected Sick Leave shall also be considered leave taken under California Labor Code Section 246.5 (i.e., AB 1522, Healthy Workplace Healthy Family Act of 2014). a. Less than Ten (10) Years – For such employees who have been continuously employed by the City for less than ten (10) years and were City employees in permanent positions prior to August 31, 2014, the Annual Leave accrual rate will be 15.5 hours for each completed calendar month of employment. In the event the City agrees to a higher Annual Leave accrual rate for members of recognized labor organizations who participate in the City of Fresno Employees’ Retirement System, the City will increase the Annual Leave accrual rate to the same level for employees in Exhibit 2. For such employees who have been continuously employed by the City for less than ten (10) years and became City employees in permanent positions on or after August 31, 2014, the Annual Leave accrual rate will be 13.33 hours for each completed calendar month of employment. b. More than Ten (10) Years – For such employees who have been continuously employed by the City for ten (10) years or more, and were City employees in permanent positions prior to August 31, 2014, the Annual Leave accrual rate will be 18.83 hours for each completed calendar month of employment. In the event the City agrees to a higher Annual Leave accrual rate for members of recognized labor organizations who participate in the City of Fresno Employees’ Retirement System, the City will increase the Resolution No. FY 20 Salary Resolution Page 13 Annual Leave accrual rate to the same level for employees in Exhibit 2. For such employees who have been continuously employed by the City for ten (10) years or more and became City employees in permanent positions on or after August 31, 2014, the Annual Leave accrual rate will be 16 hours for each completed calendar month of employment. c. Annual Leave Accumulation Limit – Effective September 1, 2014, the accumulation of unused Annual Leave will not exceed 1,200 hours for employees in Executive Pay ranges E1 through E4; 1,000 hours for employees in the E5 range; and 840 hours for employees in the, E6, E7, E8, E10, E15, E16, E17, E19, E20, E21 and E22 ranges. In the event an employee has an Annual Leave balance over the limits listed above, accruals will cease until the balance is under the limit. 2. Annual Leave Pay Out a. Unused Annual Leave Pay Out During Fiscal Year – Employees may request payment and be compensated for up to 48 hours or ten percent (10%) of their Annual Leave balance, whichever is greater, each fiscal year between July 1 and December 31; no cash out may be completed between January 1 and June 30. Cash outs of Annual Leave balances are not pensionable for retirement purposes. b. Unused Annual Leave Pay Out – Upon separation from City service, employees will be compensated for all unused Annual Leave balances at their applicable base rate of pay. Payment received under this provision will not be pensionable for retirement purposes. 3. Frozen Sick Leave a. Use of Frozen Sick Leave – Frozen Sick Leave balances may be used by the employee in accordance with provisions of FMC section 3-107, or for those purposes defined in California Labor Code section 233 up to the statutory amount for the fiscal year unless the statutory amount has been satisfied by use of other leaves for the fiscal year. Resolution No. FY 20 Salary Resolution Page 14 b. Unused Frozen Sick Leave Pay Out – Upon separation from City service by service retirement or at a disability retirement if the employee is otherwise eligible for service retirement, employees who meet the eligibility criteria in Section 18(F) shall be credited with the number of accumulated frozen Sick Leave balances in excess of 240 hours at the time of retirement multiplied by 40% of the employee’s then current hourly rate of pay to be used solely to pay premiums for medical insurance (including COBRA premiums), pursuant to the City’s HRA as set forth in Section 18(F). Employees who separate City employment and return within one (1) year of such separation will be entitled to reinstatement of their Sick Leave balances at the time of separation from City employment, up to a total of forty-eight (48) hours. SECTION 11. HOLIDAYS FOR EMPLOYEES IN EXHIBIT 2 A. Employees occupying a permanent position in Exhibit 2 shall be entitled to the holidays listed in FMC Section 3-116, except in lieu of February 12 (Lincoln’s Birthday) and September 9 (Admissions Day) such employees shall accrue eight (8) hours Holiday Leave on July 1 of each calendar year. B. Employees may request payment and be compensated for up to 48 hours or ten percent (10%) of their Holiday Leave balance, whichever is greater, each fiscal year between July 1 and March 31; no cash out may be completed between April 1 and June 30. C. Any employee in Exhibit 2 who is exempt from the payment of overtime and who is otherwise eligible to receive such accumulation, who is required to work a regularly scheduled shift on a holiday, shall have the number of hours worked up to eight (8) hours added to their holiday balance on the first day of the pay period following the date of such work. When a holiday falls on Saturday, or falls on the employee’s day off such employee shall receive eight (8) hours Holiday Leave. D. Upon separation from City service, employees will be compensated for all unused holiday balances at their applicable base rate of pay. Payment for cash outs of accumulated Holiday Leave balances received under this provision will not be considered pensionable for retirement purposes. SECTION 12. SUPPLEMENTAL SICK LEAVE FOR EMPLOYEES IN EXHIBIT 2 Resolution No. FY 20 Salary Resolution Page 15 Upon employment by the City, new employees appointed to permanent positions set forth in Exhibit 2 shall receive 40 hours of Supplemental Sick Leave each fiscal year with a lifetime accrual limit of 80 hours. Supplemental Sick leave hours shall be credited on a pro-rated basis for each full calendar month remaining on such appointment in the fiscal year. Employees in Exhibit 2 may utilize earned and accrued Supplemental Sick Leave hours: (1) once regular Sick and Annual Leave have been exhausted; (2) as service credit on an hour-per-hour basis upon retirement; (3) to be cashed out at retirement or separation from the City, if not eligible for participation in the HRA; (4) in the performance of community activities during the course of the employee’s normal work day, with the appropriate approval; (5) placed in the HRA in accordance with Section 18(F); or (6) once regular Sick and Annual Leave have been exhausted, up to half of the hours of Supplemental Sick Leave accrued in a fiscal year for Protected Sick Leave used only for those purposes identified in California Labor Code 233. The first three days or twenty-four hours, whichever is greater, of Protected Sick Leave shall also be considered leave taken under California Labor Code Section 246.5 (i.e., AB 1522, Healthy Workplace Healthy Family Act of 2014) Use of Protected Sick Leave must be authorized and recorded by the department director or designee. Cash outs received under this provision will not be considered pensionable for retirement purposes. SECTION 13. VACATION ACCRUALS FOR EMPLOYEES IN EXHIBIT 2 Eligible employees in classes listed in Exhibit 2 who are not participating in the Annual Leave plan, shall accumulate Vacation Leave as provided in FMC Section 3-108, except that subsection (h) shall not apply. Said employees who have been continuously employed less than ten (10) years shall be allowed to accumulate unused Vacation Leave credit of 400 hours. Said employees who have been continuously employed for ten (10) years or more shall be allowed to accumulate unused Vacation Leave credit of 500 hours. Said employees may, in November of each year, request a cash payment from eight (8) to 40 hours of any vacation accrual the employee has acquired prior to the December payroll period, if on October 31 of that year, the employee has a balance of 240 or more hours of Sick Leave. All other provisions of FMC Section 3-108 shall apply. Payment received under this provision will not be pensionable for retirement purposes. SECTION 14. MANAGEMENT TIME OFF FOR EMPLOYEES IN EXHIBIT 2 Resolution No. FY 20 Salary Resolution Page 16 City employees who are designated as exempt from overtime under the provisions of the FLSA and who receive Management Leave pursuant to Section 8, may be granted Management Time Off if the supervisor or designee determines that service delivery and performance of job functions will not be impaired due to the employee’s absence. Such time off shall not be calculated on an hour-for-hour basis in relation to total hours worked. Management Time Off shall not be deducted from any existing leave banks. Management Time Off must be scheduled in advance when possible, approved as Management Time Off by the employee’s supervisor or designee and generally taken in increments of less than one day. Only department directors, assistant directors, or division managers may approve Management Time Off for a full day’s absence. SECTION 15. SALARY RATES The various classes of employment in the City service listed in the following designated exhibits (which are incorporated herein) shall be paid at the rates set forth therein opposite each class title: EXHIBIT 1 Non-Supervisory Blue Collar EXHIBIT 2 Non-Represented Management and Confidential Classes EXHIBIT 3 Non-Supervisory White Collar EXHIBIT 4 Non-Management Police EXHIBIT 5 Non-Management Fire EXHIBIT 6 Bus Drivers and Student Drivers EXHIBIT 7 Non-Supervisory Groups and Crafts EXHIBIT 8 Non-Represented EXHIBIT 9 Police Management EXHIBIT 10 Fire Management EXHIBIT 11 Airport Public Safety Officers EXHIBIT 12 Board and Commission Members EXHIBIT 13-1 Exempt Supervisory and Professional EXHIBIT 13-2 Non-Exempt Professional EXHIBIT 14 Management EXHIBIT 15 Airport Public Safety Supervisors SECTION 16. CERTIFICATE PAY A. Each employee who holds a permanent appointment to a position in the classes of Principal Internal Auditor or Internal Auditor who has been licensed as a Certified Public Accountant by the State of California or as a Certified Internal Auditor by the Institute of Internal Auditors, shall be paid an additional five percent (5%) of base pay. Resolution No. FY 20 Salary Resolution Page 17 B. Employees who possess and maintain certification as a Certified Access Specialist program (CASp) and are in a position identified by a department as eligible for Certificate Pay shall receive $200 per month. SECTION 17. BILINGUAL CERTIFICATION PROGRAM FOR EMPLOYEES OCCUPYING PERMANENT CLASSES The bilingual certification program consists of a City administered examination process whereby employees in Exhibit 2 or employees with applicable MOUs or T & Cs with Bilingual pay provisions, may apply for a bilingual examination, and if certified by the examiner, receive bilingual premium pay for interpreting and translating. In conjunction with the Director of Personnel Services, department directors or their designees shall designate those positions or assignments for which bilingual skills are desired, unless modified by applicable MOU or T & C. A. In order to remain eligible to receive bilingual premium pay, employees must take and pass the certification examination once every five (5) years. Employees who fail to recertify will no longer receive bilingual premium pay. B. This bilingual certification program is not subject to the grievance or appeal process. C. Bilingual certification examinations are conducted for Armenian, Cambodian, Hindi, Hmong, Laotian, Punjabi, Sign, Spanish, and Vietnamese languages. D. The bilingual premium pay rate for certified employees occupying permanent classes in Exhibit 2 is one hundred dollars ($100) per month, regardless of how many languages for which an employee is certified. E. Certified employees may interpret/translate for departments/divisions they are not assigned to, provided the requesting department/division has a demonstrated customer service related need and has obtained approval from the certified employee’s supervisor. F. Certified employees shall not refuse to interpret/translate while on paid status. Refusal shall result in appropriate disciplinary action. G. Certified employees may be assigned to any incident or investigation requiring their bilingual skills, and may be required to prepare written reports related to the incident or investigation. The objective of this policy will be to utilize department resources in the most efficient way possible. H. Except in the event of an emergency as determined by management, bilingual employees who are not certified shall not be required to interpret/translate. Resolution No. FY 20 Salary Resolution Page 18 SECTION 18. BENEFITS FOR FULL-TIME EMPLOYEES OCCUPYING PERMANENT POSITIONS IN EXHIBIT 2 Benefits for employees occupying permanent positions in Exhibit 2 shall be as follows: A. Effective September 1, 2014, the City’s contribution towards employee health insurance is seventy-five percent (75%) of the premium established by the Fresno City Employees Health and Welfare Trust Board. The cost of increases after September 1, 2014, in the health and welfare premium will be shared on a fifty percent (50%) basis by the City and employees, except that employees will be required to pay no more than thirty percent (30%) of the premium established by the Fresno City Employees Health and Welfare Trust Board. At such time as the employee share is set at thirty percent (30%), the City shall pay seventy percent (70%). The employee may opt to contribute the amount necessary to make up the difference through payroll deductions, or accept a reduced coverage option. Should any represented bargaining unit in the City negotiate a successor MOU, impose T & C, extend the period of an MOU or T & C, resulting in a greater contribution by the City (including maintenance of percentage contributions) the City will match that benefit. B. The City will provide a Life Insurance benefit that is equal to the employee’s annual earnings, rounding up to the next $1,000, with a maximum benefit of $150,000. C. The City provides Long Term Disability Insurance for employees in accordance with terms of the policy. D. Employees may elect to make contributions through payroll deductions for voluntary supplemental benefits made available by the City. E. Employees in Exhibit 2 hired with the City on or after August 31, 2014, shall make an additional contribution equal to one and one-half percent (1.5%) of their pensionable compensation to the City of Fresno Employees Retirement System, reducing the City contribution by a corresponding amount. Employees who transfer, demote, or promote, into Unit 2 and were paying an additional one and one half percent (1.5%) of their pensionable compensation to the City of Fresno Employees Retirement Resolution No. FY 20 Salary Resolution Page 19 System immediately prior to entering Unit 2, shall continue to pay the additional one and one half percent (1.5%) of their pensionable compensation to the City of Fresno Employees Retirement System, reducing the City contribution by a corresponding amount. In accordance with Internal Revenue Code Section 414(h)(2) and related guidance, the City shall pick-up and pay the contribution by salary reduction in accordance with this provision to the City of Fresno Employees Retirement System. The employee shall have no option to receive the one and one-half percent (1.5%) contribution in cash. The one and one-half percent (1.5%) contribution paid by the employee will not be credited to an employee’s accumulated contribution account, nor will it be deposited into a member’s DROP account. Unit 2 employees who are members of Tier 2 of the Fire and Police Retirement System, hired on or after July 1, 2019, shall pay an additional contribution equal to three percent (3%) of their pensionable compensation to the Fire and Police Retirement System, reducing the City retirement contribution by the corresponding amount. In accordance with Internal Revenue Code Section 414(h)(2) and related guidance, the City shall pick-up and pay the contribution by salary reduction in accordance with this provision to the City of Fresno Fire and Police Retirement System. The employee shall have no option to receive the three percent (3%) contribution in cash. The three percent (3%) contribution paid by the employee will not be credited to an employee’s accumulated contribution account nor will it be deposited into a member’s Deferred Retirement Account Program (“DROP”) account. F. The City currently maintains an HRA that qualifies as a “Health Reimbursement Arrangement” as described in Internal Revenue Service (IRS) Notice 2002-45 and other guidance published by the IRS regarding HRA’s. At separation from permanent employment with the City of Fresno by service retirement or at a disability retirement if the employee is otherwise eligible for service retirement, employees who have used 80 hours or less of frozen Sick Leave and/or Annual Leave used for sick time and/or Sick Leave, Holiday Leave, and/or Vacation Leave used for sick time (excluding only Bereavement Leave, and statutorily protected hours used for workers’ compensation benefits, and/or other statutory protected leave such as Family and Medical Leave Act and Protected Sick Leave taken for the purposes identified in California Labor Code Section 233) in the 24 months preceding their date of retirement, will be credited with an account for the employee under the HRA to be used solely to pay premiums for medical insurance (including COBRA premiums). The “value” of the account shall be determined as follows: Resolution No. FY 20 Salary Resolution Page 20 • The number of accumulated Supplemental Sick Leave hours at the time of retirement multiplied by the employee's then current hourly base rate of pay. • For those with Annual Leave, the number of accumulated frozen Sick Leave hours in excess of 240 hours at the time of retirement multiplied by 40 percent (40%) of the employee’s then current hourly base rate of pay. • For those with Vacation/Sick Leave, the number of accumulated sick leave hours in excess of 240 hours at the time of retirement multiplied by 40 percent (40%) of the employee’s then current hourly base rate of pay. • The hourly base rate of pay shall be the equivalent of the monthly salary for an employee as reflected in the applicable range, multiplied by 12 months then divided by 2,080 hours. • The accounts may be book accounts only, or cash accounts at the City’s option. No actual trust account shall be established for any employee. Each HRA account shall be credited on a monthly basis with a rate of earnings equal to the yield on the City's Investment Portfolio (provided that such yield is positive). The HRA accounts shall be used solely to pay premiums for medical insurance (including COBRA premiums) covering the participant, the participant's spouse (or surviving spouse in the event of the death of the participant), and the participant's dependents. Once a participant's account under the HRA has been reduced to $0, no further benefits shall be payable by the HRA. If the participant, the participant's spouse, and the participant's dependents die before the participant's account under the HRA has been reduced to $0, no death benefit shall be payable to any person by the HRA. While this provision is in effect, employees eligible for HRA shall not be allowed to cash out any accumulated or accrued Supplemental Sick Leave or frozen Sick Leave or Sick Leave at retirement. G. On September 15, 2011, the City Council adopted Resolution No. 2011- 193, which began the imposition of a salary concession effective September 5, 2011, on employees holding positions listed in Exhibit 2 of the Salary Resolution (FY12 salary concessions). Resolution No. FY 20 Salary Resolution Page 21 Employees in Exhibit 2 impacted by FY12 salary concessions will be held harmless with respect to DROP and retirement calculations, including calculations impacting members who separate from City employment and elect a deferred vested status. Employer and employee retirement contributions will continue to be calculated based on the unadjusted, pre-concessions salary/hourly rate. Employee leave payoffs at separation will be calculated using the unadjusted, pre-concessions salary/hourly rate, including those leave payoffs used to calculate credit to the employee’s HRA retirement. This section shall be applied retroactively to those employees who separated from City employment on or after July 1, 2012. SECTION 19. COMPENSATION FOR FULL-TIME EMPLOYEES OCCUPYING PERMANENT POSITIONS IN EXHIBIT 2 A. The following forms of compensation, when authorized, are to be included in base salary: a. Salary; b. Deferred compensation contributions by the City; if permitted by employment contract, the employee may elect to receive a portion of base salary in the form of deferred compensation; and c. Any other form of compensation not specified in paragraph C below. B. The rate of base salary paid shall not be less than or greater than the ranges established in this Salary Resolution at the time the salary is earned. C. The following forms of compensation, when authorized by ordinance, resolution, or an approved written employment contract, are not to be included in base salary: a. Monthly vehicle allowance pursuant to the requirements of Administrative Order 2-2; b. Education and/or certificate pay; c. Premium pay; d. Reimbursement for actual educational expenses related to job position; Resolution No. FY 20 Salary Resolution Page 22 e. Uniform pay allowance, excluding costs for uniform upkeep; f. Leave payoff/cash out; g. Professional dues for enrollment of professional organizations related to job position; h. Annual payment for employee’s attendance at two professional organization conferences, including reimbursement of reasonable and necessary travel and subsistence expenses; i. Reimbursement for actual relocation expenses incurred at the time of commencement of employment with the City; j. Professional pay authorized in a memorandum of understanding closest in relation to the employee’s classification, for example, POST pay for peace officers; k. Mileage, meal, hotel, public transportation, and other authorized expenses reimbursed for travel expenses incurred while on City business; l. City provided contributions to insurance premiums; m. Severance pay following an employee’s termination; and n. City contributions to health and welfare benefits paid during the term of any severance period. D. Compensation paid to employees in the form of either cash or City funded deferred compensation contributions or any equivalent that are in addition to base salary and not covered by another form of authorized compensation approved by City Council (e.g., a memorandum of understanding closest in relation to the employee’s classification; an ordinance; or a resolution) are not authorized. E. The following forms of compensation are authorized for employees in Exhibit 2, when included in an approved written employment contract: a. Education and/or certificate pay; b. Reimbursement for actual education expenses related to job position; Resolution No. FY 20 Salary Resolution Page 23 c. Professional dues for enrollment of professional organizations related to job position; d. Annual payment for employee’s attendance at two professional organization conferences, including reimbursement of reasonable and necessary travel and subsistence expenses; e. Reimbursement for actual relocation expenses incurred at the time of commencement of employment with the City; f. Mileage, meal, hotel, public transportation, and other authorized expenses reimbursed for travel expenses incurred while on City business; g. Up to six months’ severance pay following an employee’s termination; and h. City contributions to health and welfare benefits paid during the term of any severance period. F. Performance bonuses for exempt employees, received prior to November 12, 2015, or specifically authorized by City Council after that date, shall be considered pensionable compensation for calculation of retirement benefits and shall not be included as part of base salary. G. Employees in Exhibit 2 who are in job classes with salary ranges E6 through E22 are eligible to receive up to fifty dollars ($50) per month. This benefit is for employees who voluntarily participate in the City’s Deferred Compensation plan, which shall not be calculated as part of base salary. Employees not currently participating in the plan will be required to complete a Participation Agreement and elect to contribute. SECTION 20. BENEFITS FOR POLICE CADETS AND PERMANENT PART-TIME EMPLOYEES A. Employees in permanent full-time positions in the Police Cadet series shall receive the following benefits: 1. Police Cadet is a training series and is designed to ultimately lead to appointment to a permanent full-time position other than Police Cadet in the Police Department. A Police Cadet may be terminated from the Police Cadet program pursuant to FMC 3-266(d). 2. Upon appointment to a permanent position other than Police Cadet, time served as a Police Cadet I and II shall not be included in calculating an employee’s period of continuous service for the Resolution No. FY 20 Salary Resolution Page 24 purposes of seniority, retirement benefits, leave accruals, or other benefits. 3. Police Cadets shall be provided with Social Security benefits and shall not be members of the Fresno City Employees’ Retirement System as they are employed principally for the purpose of training. 4. Actual hours worked in excess of 40 hours a week shall be compensated as overtime in accordance with the applicable provisions of FLSA. 5. Fringe benefits for employees in permanent positions in the Cadet series will be determined by the City Manager or designee. 6. Sick Leave Employees will accumulate and be able to use Sick Leave in accordance with AB1522, Healthy Workplace Healthy Family Act of 2014, up to twenty-four (24) hours or three (3) days each fiscal year, whichever is greater. Employees will earn one (1) hour of leave for every thirty (30) hours of work, including overtime. This accrual will begin on July 1, 2015, or the first day of employment, whichever is later. Accruals of Sick Leave will be capped at forty-eight (48) hours. Accruals of Sick Leave may be carried over from year to year. Employees who leave City employment and return within one (1) year from the date of separation will have unused Sick Leave accruals restored up to forty-eight (48) hours. 7. Bilingual Premium Pay Employees in the Cadet Series shall be eligible for the Bilingual Certification Program as provided in Section 17. B. Benefits for Permanent Part-Time (hereafter “PPT”) employees shall be as follows: 1. Health and Welfare benefits shall be provided as outlined in Section 18A. 2. PPT employees shall be provided with Social Security benefits and shall not be members of the Fresno City Employees’ Retirement System. Until the Retirement Board acts upon the joint recommendation regarding retirement benefits applicable to PPT employees, and any ordinances or resolutions are adopted Resolution No. FY 20 Salary Resolution Page 25 implementing that action, PPT employees shall not be in the Fresno City Employees’ Retirement System and shall be provided with Social Security benefits. PPT employees who participated in the plan as a permanent full-time employee and whose contributions remain on deposit remain members of the Fresno City Employees’ Retirement System. 3. PPT employees shall be paid for jury duty attendance and court attendance in accordance with FMC Sections 3-109 and 3-110. 4. Holidays PPT employees shall receive paid leave for holidays in proportion to the number of non-overtime hours scheduled for that position, as reflected in the adopted budget. 5. Leave for PPT Employees in Exhibit 2 PPT employees holding an appointment in a permanent class included in Exhibit 2, shall be granted leave under the same terms and conditions as full time employees in the same class in Exhibit 2, except that such leave shall be at a rate proportionate to a permanent full time employee occupying the same class, according to the number of hours scheduled to work. C. Use of Protected Sick Leave for Police Cadets and Permanent Part-Time Employees: 1. The first three (3) days or twenty-four (24) hours, whichever is greater, of leave shall be Protected Sick Leave by an employee on or after July 1 of each year if used for the purposes noted in subsection C.3 below, and will be considered leave taken under AB1522, Healthy Workplace Healthy Family Act of 2014. The leave will not be used or considered for the purpose of corrective and/or disciplinary action. The purpose of this benefit is to allow employees time to care for themselves and family members as defined in California Labor Code section 246.5 for the purposes identified in California Labor Code section 233 as stated in subsection 3 below. Employees are encouraged to schedule routine medical and/or dental appointments outside of regular work hours when possible. Use of Protected Sick Leave shall be authorized and recorded by an appointing authority or designee. 2. Protected Sick Leave can be used for: Resolution No. FY 20 Salary Resolution Page 26 a. Diagnosis, care, or treatment of an existing health condition of, or preventative care for, an employee; b. Diagnosis, care, or treatment of an existing health condition of, or preventative care for an employee’s parent (a biological adoptive, or foster parent, stepparent, or legal guardian of an employee or the employee’s spouse or registered domestic partner, or a person who stood in loco parentis when the employee was a minor child), child (a child, which for purposes of this article means a biological, adopted, or foster child, stepchild, legal ward, or a child to whom the employee stands in loco parentis - this definition of a child is applicable regardless of age or dependency status), spouse, registered domestic partner, parent-in-law, sibling, grandchild, or grandchild; or, c. For an employee who is a victim of domestic violence, sexual assault, or stalking, the purposes described in Labor Code Section 230(c) and Labor Code Section 230.1(a). 3. After the employee has taken the first three (3) days of Protected Sick Leave for purposes as defined in subsection C3 above on or after July 1 of each year, these provisions under AB1522, Healthy Workplace Healthy Family Act of 2014 will no longer be applicable. 4. Protected Sick Leave requests will be administered in accordance with existing FMC provisions, City administrative orders, policies, procedures, rules and regulations regarding approval of time off. SECTION 21. CONVERSION OF LEAVES WHEN CHANGING BARGAINING UNITS A. Employees changing from a bargaining unit with leave banks that are the same as leave banks in the bargaining unit to which they are transferring, will maintain their existing leave balances (e.g. Vacation Leave to Vacation Leave, Sick Leave to Sick Leave, Supplemental Sick Leave to Supplemental Sick Leave, etc.), subject to Section 21, Subsection (H) Leave Caps below. Employees in a bargaining unit with Management Leave who move to a bargaining unit with Management Leave will maintain their existing leave balances. B. Annual Leave/Vacation Leave - Employees with an Annual Leave balance transferring to a position in a bargaining unit which is not covered by Resolution No. FY 20 Salary Resolution Page 27 Annual Leave, may either cash out unused Annual Leave at the former class’ base rate of pay, or convert the unused Annual Leave to a non- accruing Annual Leave bank. The conversion is obtained by multiplying unused Annual Leave hours by the former class’s base rate of pay (converted to an hourly figure), dividing the product by the new class’s base rate of pay (converted to an hourly figure), and placing the resulting balance for leave usage as requested and designated by the employee, with appropriate approval. Employees with Vacation Leave transferring to a bargaining unit with Annual Leave will have all Vacation accruals converted to Annual Leave. C. Sick Leave – Employees with Sick Leave who move to a bargaining unit with Annual Leave will have their unused Sick Leave balances frozen. D. Supplemental Sick Leave – Employees with Supplemental Sick Leave who transfer to a bargaining unit with no Supplemental Sick Leave may either cash the leave out at the former class’ base rate of pay or continue to maintain the Supplemental Sick Leave. If the employee elects to retain the Supplemental Sick Leave, it may be used pursuant to Section 12. E. Supplemental Management Leave (formerly “Supplemental Administrative Leave”) – Employees with Supplemental Management Leave who transfer to a bargaining unit with no Supplemental Management Leave, will retain such leave for use during the fiscal year. Leave not used by the end of the fiscal year cannot be cashed out and is forfeited. F. Employee Incentive Time Off (EITO) – Employees with EITO who transfer to a bargaining unit with no EITO will have the EITO balance cashed out at the former class’ base rate of pay at the time of transfer. G. Compensatory Time Off (CTO) – Employees with CTO who transfer to a bargaining unit with no CTO, will have all time cashed out at the former class’ rate of pay. Employees with CTO who transfer to a bargaining unit with CTO will be subject to all provisions regarding CTO in the new bargaining unit. If the employee’s CTO balance is over the cap of the new bargaining unit, any CTO above the cap will be cashed out at the former class’ base rate of pay. Conversion example: 100 unused hrs x $15.00 (Former base rate) = 75 hrs placed in non-accruing $20.00 (New class base rate) annual leave balance account Resolution No. FY 20 Salary Resolution Page 28 H. Leave Caps - When employees transfer from one bargaining unit to a different bargaining unit that has a lower leave accrual cap for leave other than Sick Leave, all leave over the cap will be cashed out at the former class’ base rate of pay upon the conclusion of the second pay period after the transfer in bargaining unit. The cash out is obtained by multiplying the amount of hours over the new cap by the former class' base rate of pay (converted to an hourly figure). Employees with Sick Leave who transfer to a bargaining unit with Sick Leave whose balance is over the cap of the new bargaining unit will have any hours above the Sick Leave cap converted to a Frozen Sick Leave bank. Employees with Holiday Leave who transfer to a bargaining unit with a Holiday Leave whose balance is over the cap of the new bargaining unit will have any Holiday Leave above the cap converted to a Special Holiday Leave bank. Employees with Special Holiday Leave who transfer to a bargaining unit with no Holiday Leave cap will have all Special Holiday Leave converted to Holiday Leave. SECTION 22. SPECIAL PROVISIONS FOR EMPLOYEES ON LEAVE FOR MILITARY SERVICE The City will extend salary and benefits to permanent City employees while they are serving in active military duty deployments of more than thirty-one (31) days as follows: A. Payment of the employee’s salary differential benefit; B. Payment of the City’s portion of the employees’ Health and Welfare Contribution, if the employee is currently covered by the City of Fresno Health and Welfare Trust; and C. Continued accrual of Vacation, Sick Leave, Annual Leave and/or Management Leave balances to which they are otherwise entitled by unit designation and employee status during the period of deployment. SECTION 23. BEREAVEMENT LEAVE In accordance with FMC Sections 3-107 (d)(1) and (h), upon the death of a member of an employee’s immediate family, the employee shall be allowed to use Sick Leave (or Annual Leave) for such Special Leave as is actually Resolution No. FY 20 Salary Resolution Page 29 necessary to take care of funeral arrangements or attend the funeral, but not to exceed four working days; provided, however, that members of the fire fighting forces working a twenty-four hour shift shall be allowed such Sick Leave not to exceed two regular working shifts. For the purpose of this provision, immediate family includes: the employee’s child, parent, spouse, registered domestic partner, parent-in-law, grandparent, grandchildren, or sibling. An employee may use Sick Leave to attend the funeral of a person other than a member of the immediate family if granted such Special Leave by their department head. The department head shall notify Personnel Services Director when any employee is granted such Special Leave. SECTION 24. LEAVE INTEGRATION WITH STATE DISABILITY INSURANCE (SDI) FOR NEW EMPLOYEES AND EMPLOYEES TRANSITIONING FROM A BARGAINING UNIT WITH SDI; LEAVE INTEGRATION WITH THE CITY’S LONG TERM DISABILITY INSURANCE PLAN A. INTEGRATION WITH SDI (INCLUDING PAID FAMILY LEAVE) (SDI/PFL) Employees eligible for SDI/PFL benefits under Section 2601, et seq. of California Unemployment Insurance Code receive benefits pursuant to California Unemployment Insurance Code Section 2655. Newly hired employees and employees transitioning from a bargaining unit with SDI participation are eligible to intergrate their leave balances under this Section. Integrating leave balances is defined as using the SDI/PFL benefit combined with an appropriate number of hours per work week of the employee’s available leave balances added together to provide regular, bi- weekly income. Before leave integration will occur, an employee must file a claim as required under SDI/PFL and make a timely election to integrate leave with SDI/PFL benefits which shall be no more than 100 percent of the employee’s normal bi-weekly gross wages (excluding overtime pay) immediately prior to the start of the disability period. A timely election to integrate leave shall be notification to the City as soon as practical, but no later than fourteen (14) calendar days after commencement of the leave. Notification shall be provided by completing an integration agreement form available in each Department from the Payroll Clerk or Payroll directly. Extensions beyond fourteen (14) calendar days may be given due to exigent good cause circumstances on a case-by- case basis by the Director of Personnel Services or their designee. Resolution No. FY 20 Salary Resolution Page 30 Employees who elect to integrate as described above must provide Payroll with a copy of the Employment Development Department’s (EDD) Notice of Computation within fourteen (14) calendar days of their receipt of the Notice, and are required to authorize EDD to share benefit computations with the City on their initial claim forms. Extensions beyond fourteen (14) calendar days due to exigent good cause circumstances, such as the employee being incapacitated, may be considered on a case-by-case basis. Leave integration will not be allowed or provided for any period before the City receives the signed integration agreement and the Notice of Computation, including retroactive integration, unless exigent good cause circumstances apply (i.e., integration will occur only on a prospective basis after the City’s receipt of the required leave integration paperwork unless exigent good cause circumstances apply). Integrating leave balances with SDI benefits will continue only if leave balances are available and the employee remains eligible to receive SDI/PFL benefits. Once integration begins, it will continue as long as leave balances are available and SDI/PFL benefits continue. Integration will end, whichever comes first in time, upon: (1) notification from the employee that SDI/PFL benefits have terminated, (2) the employee exhausting all leave balances and/or donated time resulting in leave without pay status, (3) the employee’s return to work, or (4) the employee’s separation from City employment. An employee who is integrating leave and has exhausted all other leave balances may apply for donated time in accordance with City policies. Donated time will be integrated in the same manner as all other available leave time as described in this Section. B. INTEGRATION WITH THE CITY’S LONG TERM DISABILITY PLAN Employees eligible for the City’s Long Term Disability Plan may elect to integrate leave time with those Plan benefits by signing an integration agreement as soon as practical, but no later than fourteen (14) calendar days after commencement of the leave. Notification shall be provided by completing an integration agreement form available in each Department from the Payroll Clerk or Payroll directly. Extensions beyond fourteen (14) calendar days may be given due to exigent good cause circumstances on a case-by-case basis by the Director of Personnel Services or their designee. Employees who elect to integrate as described above must provide Payroll with a copy of the City’s Long Term Disability Plan’s Notice of Award within Resolution No. FY 20 Salary Resolution Page 31 fourteen (14) calendar days of their receipt of the Notice. Extension beyond fourteen (14) calendar days due to exigent good cause circumstances, such as the employee being incapacitated, may be considered on a case-by-case basis Integration will end, whichever comes first in time, upon: (1) notification from the employee that Plan benefits have terminated, (2) the employee exhausting all leave balances and/or donated time resulting in leave without pay status, (3) the employee’s return to work, or (4) the employee’s separation from City employment. SECTION 25. SALARIES FOR EMPLOYEES IN EXHIBIT 2, EXHIBIT 8, AND PERMANENT PART-TIME EMPLOYEES WHILE ABSENT DUE TO INJURY IN THE LINE OF DUTY The percentage of wages or salary received for an employee who suffers an injury in the course and scope of City employment shall be the percentage established by the State of California Workers’ Compensation laws. SECTION 26. BENCHMARKING DELETED CLASSIFICATIONS Consistent with FMC Section 3-205, the job classifications or pay step identified in Exhibit 16 have been deleted and a pay relationship to calculate retirement benefits for the respective job classifications or pay step are hereby established as incorporated by this reference. Exhibit 16 reflects benchmarked job classifications since January 28, 2016. SECTION 27. TEMPORARY EMPLOYMENT OF CITY RETIREE Consistent with Fresno Municipal Code Sections 3-345 and 3-557 former employees who are receiving a retirement benefit from the City of Fresno Fire and Police Retirement System or the City of Fresno Employees Retirement System may be employed on a temporary basis not to exceed 2080 hours over the course of two consecutive fiscal years if there is a showing made by the appointing authority that the person possesses special skills or experience necessary to perform the duties of the position. Before commencing such temporary employment, there must be a bona-fide employment separation. For the purposes of this Section, “bona fide employment separation” means: (1) there has been no explicit or implicit understanding or agreement before their retirement, and for at least 90 calendar days after their retirement, between the employee and the City of their future temporary employment with the City, and (2) upon their retirement, the retired employee provides no work for the City, including work as a full-time, part-time, or seasonal employee; an employee through a third-party contract with the City; an independent contractor; or a leased employee, for at least 90 calendar days. Resolution No. FY 20 Salary Resolution Page 32 SECTION 28. UNUSUAL CIRCUMSTANCES In any case where, by reason of unusual circumstances, rigid adherence to the foregoing rules would cause a manifest injustice, the City Manager, on recommendation of the appropriate appointing authority and the Director of Personnel Services, may make such order deviating therefrom, as is in the City Manager’s judgment, proper to mitigate the injustice. SECTION 29. CONFLICTING RESOLUTIONS Resolution No. 2018-159, all amendments thereto, and all other resolutions or parts of resolutions in conflict with this resolution except as such resolutions or parts thereof approve a MOU or T & C, are hereby repealed. SECTION 30. RESOLUTION EFFECTIVE DATE Upon final legislative approval, this Resolution shall become effective July 1, 2019. SEE APPENDIX FOR FOOTNOTES Page 1.1 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 7 This class is in a flexibly-staffed series, which allows an employee to “flex” to the journey level after a required training period. EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39) CLASS TITLE JOB CODE PROB PER A B C D E Airports Building Maintenance Technician 310011 12 3557 3735 3921 4117 4323 Airports Operations Leadworker 310010 12 4155 4363 4581 4810 5050 Airports Operations Specialist 310012 12 3777 3965 4163 4371 4589 Automotive Parts Leadworker 145006 12 3777 3965 4163 4371 4589 Automotive Parts Specialist 145005 12 3432 3603 3783 3973 4171 Aviation Mechanic I 4100394 124 4608 4840 5080 5335 5601 Aviation Mechanic II 4100404 124 5070 5323 5589 5869 6161 Aviation Mechanic Leadworker 410041 12 5576 5855 6148 6455 6778 Body & Fender Repairer 320036 12 4608 4840 5080 5335 5601 Body & Fender Repairer Leadworker 320037 12 5070 5323 5589 5869 6161 Body & Fender Repairer Trainee 3200357 67 4154 4362 4580 4809 5049 Brake & Front End Specialist 710085 12 5070 5323 5589 5869 6161 Bus Air Conditioning Mechanic 320031 12 4608 4840 5080 5335 5601 Bus Air Conditioning Mechanic Leadworker 320032 12 5070 5323 5589 5869 6161 Bus Air Conditioning Mechanic Trainee 3200307 67 4154 4362 4580 4809 5049 Bus Equipment Attendant Leadworker 320040 12 3777 3965 4163 4371 4589 Bus Mechanic I 3200204 124 4154 4362 4580 4809 5049 Bus Mechanic II 3200214 124 4608 4840 5080 5335 5601 Bus Mechanic Leadworker 320022 12 5070 5323 5589 5869 6161 Collection System Maintenance Specialist 630002 12 4201 4411 4632 4863 5106 Collection System Maintenance Technician 630001 12 3819 4010 4211 4421 4642 Combination Welder 710067 12 4608 4840 5080 5335 5601 Combination Welder Leadworker 710066 12 5070 5323 5589 5869 6161 Communications Technician I 710050 12 4131 4337 4554 4781 5020 Communications Technician II 710051 12 4554 4781 5020 5271 5534 SEE APPENDIX FOR FOOTNOTES Page 1.2 2 This is an entry level class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 7 This class is in a flexibly-staffed series, which allows an employee to “flex” to the journey level after a required training period. EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39) CLASS TITLE JOB CODE PROB PER A B C D E Cross Connection Control Technician 610040 12 4414 4635 4866 5109 5364 Custodian 810001 12 2820 2961 3109 3264 3427 Electronic Equipment Installer 710060 12 3350 3517 3694 3878 4072 Equipment Service Worker I 710075 12 3432 3603 3783 3973 4171 Equipment Service Worker II 710076 12 3777 3965 4163 4371 4589 Fire Equipment Mechanic I 4200107 67 4154 4362 4580 4809 5049 Fire Equipment Mechanic II 420011 12 4608 4840 5080 5335 5601 Fire Equipment Mechanic Leadworker 420012 12 5070 5323 5589 5869 6161 Graffiti Abatement Technician 710009 12 3387 3556 3735 3921 4117 Ground Water Production Specialist 610037 12 4414 4635 4866 5109 5364 Ground Water Production Technician 610036 12 4013 4214 4424 4645 4877 Heavy Equipment Mechanic I 7101004 124 4154 4362 4580 4809 5049 Heavy Equipment Mechanic II 7101014 124 4608 4840 5080 5335 5601 Heavy Equipment Mechanic Leadworker 710102 12 5070 5323 5589 5869 6161 Heavy Equipment Operator 710025 12 4286 4501 4725 4963 5209 Instrumentation Specialist 620025 12 4854 5097 5352 5619 5899 Instrumentation Technician 620026 12 4414 4635 4866 5109 5364 Irrigation Specialist 510005 12 3727 3914 4109 4314 4529 Laborer 710005 12 2862 2993 3130 3272 3427 Light Equipment Mechanic I 7100954 124 4154 4362 4580 4809 5049 Light Equipment Mechanic II 7100964 124 4608 4840 5080 5335 5601 Light Equipment Mechanic Leadworker 710097 12 5070 5323 5589 5869 6161 Light Equipment Operator 710020 12 3777 3965 4163 4371 4589 Locksmith 810015 12 3454 3627 3807 3998 4197 Maintenance & Construction Worker 710015 12 3432 3603 3783 3973 4171 Maintenance & Operations Assistant 710001 12 2862 2993 3130 3272 3427 SEE APPENDIX FOR FOOTNOTES Page 1.3 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39) CLASS TITLE JOB CODE PROB PER A B C D E Maintenance Carpenter I 810020 12 3801 3991 4191 4400 4619 Maintenance Carpenter II 810021 12 4193 4402 4622 4853 5096 Park Equipment Mechanic II 710110 12 3777 3965 4163 4371 4589 Park Equipment Mechanic Leadworker 710111 12 4154 4362 4580 4809 5049 Parking Meter Attendant I 7101254 124 3102 3257 3421 3591 3770 Parking Meter Attendant II 7101264 124 3414 3584 3762 3950 4148 Parking Meter Attendant III 710127 12 3754 3941 4138 4345 4562 Parks Maintenance Leadworker 510003 12 3727 3914 4109 4314 4529 Parks Maintenance Worker I 510001 12 2820 2961 3109 3264 3427 Parks Maintenance Worker II 510002 12 3388 3557 3735 3921 4117 Power Generation Operator/Mechanic 620055 12 5114 5369 5638 5919 6215 Property Maintenance Leadworker 810007 12 3809 3999 4199 4409 4629 Property Maintenance Worker 810006 12 3557 3735 3923 4118 4323 Roofer 810010 12 3454 3626 3808 3998 4197 Sanitation Operator 640021 12 3777 3965 4163 4371 4589 Senior Collection System Maintenance Specialist 630004 12 4621 4852 5095 5349 5616 Senior Communications Technician 710052 12 5023 5274 5538 5814 6105 Senior Custodian 810002 12 3102 3257 3421 3591 3770 Senior Ground Water Production Operator 610038 12 5400 5670 5954 6251 6564 Senior Heavy Equipment Operator 710026 12 5276 5540 5817 6108 6413 Senior Sanitation Operator 640022 12 4154 4362 4580 4809 5049 Senior Wastewater Mechanical Specialist 620062 12 4649 4882 5125 5382 5650 Senior Wastewater Treatment Plant Operator 620043 12 5400 5670 5954 6251 6564 Senior Water Distribution/Production Operator 610030 12 5400 5670 5954 6251 6564 Senior Water Treatment Plant Operator 610039 12 5511 5787 6076 6379 6698 Solid Waste Safety & Training Specialist 640005 12 3942 4139 4346 4564 4791 SEE APPENDIX FOR FOOTNOTES Page 1.4 1 This is a training class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39) CLASS TITLE JOB CODE PROB PER A B C D E Street Maintenance Leadworker 710040 12 3870 4063 4266 4479 4702 Street Sweeper Lead Operator 710036 12 4154 4362 4580 4809 5049 Street Sweeper Operator 710035 12 3777 3965 4163 4371 4589 Tire Maintenance & Repair Technician 710081 12 3777 3965 4163 4371 4589 Tire Maintenance Worker 710080 12 3432 3603 3783 3973 4171 Traffic Maintenance Leadworker 710046 12 3870 4063 4266 4479 4702 Traffic Maintenance Worker I 7100444 124 3191 3350 3517 3694 3878 Traffic Maintenance Worker II 7100454 124 3509 3684 3869 4062 4264 Tree Trimmer Leadworker 510010 12 3840 4032 4234 4446 4668 Utility Leadworker 710010 12 3727 3914 4109 4314 4529 Waste Container Maintenance Worker 640010 12 3102 3257 3421 3591 3770 Wastewater Distributor Technician 620050 12 3472 3645 3828 4018 4219 Wastewater Mechanical Specialist 620061 12 4414 4635 4866 5109 5364 Wastewater Mechanical Technician 620060 12 4013 4214 4424 4645 4877 Wastewater Treatment Plant Operator-In- Training 6200401 - 3472 3645 3828 4018 4219 Wastewater Treatment Plant Specialist 620042 12 4649 4882 5125 5382 5650 Wastewater Treatment Plant Technician 620041 12 4414 4635 4866 5109 5364 Water Distribution/Production Specialist 610029 12 4414 4635 4866 5109 5364 Water Distribution/Production Technician 610028 12 4013 4214 4424 4645 4877 Water Maintenance Mechanic Specialist 610032 12 4414 4635 4866 5109 5364 Water Maintenance Mechanic Technician 610031 12 4013 4214 4424 4645 4877 Water Quality Specialist 610034 12 4414 4635 4866 5109 5364 Water Quality Technician 610033 12 4013 4214 4424 4645 4877 Welder 710065 12 4154 4362 4580 4809 5049 SEE APPENDIX FOR FOOTNOTES Page 2.1 e Exempt class, see Section 4. EXHIBIT 2 Unit 2 – Non-Represented Management and Confidential Classes CLASS TITLE JOB CODE PROB PER RANGE A B C D E Airport Public Safety Manager 310004e - E7 8291 - 10364 Assistant City Attorney 160008e - E4 11389 - 16344 Assistant City Manager 150135e - E3 15190 - 18988 Assistant Controller 135020e - E5 9588 - 13460 Assistant Director 150160e - E5 9588 - 13460 Assistant Director of Personnel Services 150043e - E5 9588 - 13460 Assistant Director of Public Utilities 620100e - E5 9588 - 13460 Assistant Director of Public Works 210089e - E5 9588 - 13460 Assistant Police Chief 415010e - E5 9588 - 13460 Assistant Retirement Administrator 135040e - E5 9588 - 13460 Budget Analyst 135006e 12 E15 5411 - 6550 Budget Manager 135008e - E5 9588 - 13460 Chief Assistant City Attorney 160015e - E3 15190 - 18988 Chief Information Officer 125067e - E4 11389 - 16344 Chief of Staff to the Mayor 150123e - E5 9588 - 13460 City Attorney 160009e - E1 17294 - 21617 City Attorney Investigator 160003 - E15 5411 - 6550 City Clerk 150125e - E5 9588 - 13460 City Engineer 210080e - E4 11389 - 16344 City Manager 150130e - E1 17294 - 21617 Community Coordinator 150075e - E16 4086 - 5748 Community Outreach Specialist 150230e - E16 4086 - 5748 Controller 135021e - E4 11389 - 16344 Council Assistant 150085e - E10 3124 - 9421 Council Chief of Staff 150086e - E10 3124 - 9421 Deputy City Attorney II 160006e - E8 7537 - 9421 Deputy City Attorney III 160007e - E7 8291 - 10364 Deputy City Manager 150140e - E7 8291 - 10364 Director 150170e - E4 11389 - 16344 Director of Aviation 310045e - E4 11389 - 16344 SEE APPENDIX FOR FOOTNOTES Page 2.2 † This is one position assigned to the Labor Relations Division in the Personnel Services Department, working on confidential issues related to negotiations with bargaining units. e Exempt class, see Section 4. EXHIBIT 2 Unit 2 – Non-Represented Management and Confidential Classes CLASS TITLE JOB CODE PROB PER RANGE A B C D E Director of Development 220020e - E4 11389 - 16344 Director of Personnel Services 150042e - E4 11389 - 16344 Director of Public Utilities 620101e - E4 11389 - 16344 Director of Transportation 310040e - E4 11389 - 16344 Economic Development Coordinator 150090e - E10 3124 - 9421 Economic Development Director 150099e - E4 11389 - 16344 Executive Assistant to Department Director 115003e - E19 3978 - 5608 Executive Assistant to the City Attorney 115004e - E17 3978 - 6142 Executive Assistant to the City Manager 115001e - E17 3978 - 6142 Fire Chief 425007e - E3 15190 - 18988 Governmental Affairs Manager 150240e - E10 3124 - 9421 Human Resources Manager 150025e - E7 8291 - 10364 Independent Reviewer 150220e - E5 9588 - 13460 Internal Auditor 135010e 12 E15 5411 - 6550 Investment Officer 135014e - E6 8558 - 11982 Labor Relations Manager 150030e - E7 8291 - 10364 Management Analyst II 150032e† 12 E15 5411 - 6550 Payroll Accountant 130016e 12 E20 5593 - 6769 Payroll Manager 135012e - E7 8291 - 10364 Police Chief 415008e - E2 15570 - 19472 Principal Budget Analyst 135009e - E7 8291 - 10364 Principal Internal Auditor 135011e - E8 7537 - 9421 Public Affairs Officer 150118e - E8 7537 - 9421 Public Works Director 210085e - E4 11389 - 16344 Retirement Administrator 135030e - E3 15190 - 18988 Retirement Benefits Manager 135045e - E7 8291 - 10364 SEE APPENDIX FOR FOOTNOTES Page 2.3 EXHIBIT 2 Unit 2 – Non-Represented Management and Confidential Classes CLASS TITLE JOB CODE PROB PER RANGE A B C D E Senior Budget Analyst 135007e – E8 7537 - 9421 Senior Deputy City Attorney I 160013e – E6 8558 - 11982 Senior Deputy City Attorney II 160014e – E21 9414 – 13181 Senior Deputy City Attorney III 160016e – E22 9884 – 13840 Senior Human Resources/Risk Analyst 150017e – E8 7537 - 9421 Senior Law Clerk 11502210 – E16 4086 – 5748 Supervising Deputy City Attorney 160010e – E5 9588 - 13460 e Exempt class, see Section 4. 10 Persons in this classification are limited to no more than two (2) consecutive years in this class. SEE APPENDIX FOR FOOTNOTES Page 3.1 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA) CLASS TITLE JOB CODE PROB PER A B C D E F Account Clerk I 1300013 63 2689 2811 2938 3075 3220 - Account Clerk II 1300023 123 2938 3075 3220 3366 3521 - Accountant-Auditor I 1300114 124 4013 4197 4392 4605 4821 - Accountant-Auditor II 1300124 124 4647 4862 5099 5341 5594 - Accounting Technician 130010 12 3521 3687 3861 4039 4231 - Administrative Clerk I 1100013 63 2495 2611 2727 2853 2983 - Administrative Clerk II 1100023 123 2768 2896 3028 3169 3316 - Airports Operations Officer I 3100064 124 4355 4568 4788 5028 5279 - Airports Operations Officer II 3100094 124 4788 5028 5279 5544 5821 - Airports Property Specialist I 1750014 124 4659 4884 5116 5357 5616 Airports Property Specialist II 1750024 124 5399 5657 5930 6211 6512 - Associate Electrical Safety Consultant I 230022 12 5389 5645 5917 6196 6495 - Associate Electrical Safety Consultant II 230023 12 5645 5917 6196 6495 6809 - Associate Environmental & Safety Consultant I 230003 12 5389 5645 5917 6196 6495 - Associate Environmental & Safety Consultant II 230004 12 5645 5917 6196 6495 6809 - Associate Plumbing & Mechanical Consultant I 230012 12 5389 5645 5917 6196 6495 - Associate Plumbing & Mechanical Consultant II 230013 12 5645 5917 6196 6495 6809 - Billing System Specialist 125075 12 3953 4138 4334 4530 4742 - Budget Technician 135005 12 3577 3743 3919 4103 4297 - Building Inspector I 2300074 124 4970 5206 5453 5716 5985 - Building Inspector II 2300084 124 5389 5645 5917 6196 6495 - Building Inspector III 230009 12 5645 5917 6196 6495 6809 - SEE APPENDIX FOR FOOTNOTES Page 3.2 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 5 This class is in a flexibly-staffed series. The probationary period for employees in these classes shall be up to 18 months, at the discretion of management. An employee in this series must serve a minimum one year probationary period. EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA) CLASS TITLE JOB CODE PROB PER A B C D E F Call Center Representative I 1150703 63 2938 3075 3226 3366 3521 - Call Center Representative II 1150713 123 3220 3366 3521 3687 3861 - Central Printing Clerk 120005 12 2768 2896 3028 3169 3316 - Chemist 620020 12 4735 4964 5199 5447 5707 City Records Specialist 115025 12 3577 3743 3919 4103 4297 - Commercial Building Inspector 230015 12 5389 5645 5917 6196 6495 - Community Recreation Assistant 520010 12 3014 3149 3280 3412 3562 - Community Revitalization Specialist 230053 12 4850 5083 5328 5619 5853 - Community Revitalization Technician 230059 12 3374 3531 3695 3870 4052 - Community Services Officer I 4100254 124 3131 3274 3425 3584 3751 - Community Services Officer II 4100264 124 3425 3584 3751 3928 4114 - Computer Systems Specialist I 1250104 124 4249 4447 4658 4882 5113 - Computer Systems Specialist II 1250114 124 5375 5629 5898 6180 6480 - Computer Systems Specialist III 125012 12 5933 6217 6517 6829 7160 - Construction Compliance Specialist 150055 12 4159 4349 4556 4773 4996 - Crime Scene Technician I 4100104 124 3980 4166 4362 4570 4787 - Crime Scene Technician II 4100114 124 4362 4570 4787 5014 5256 - Crime Specialist 410008 12 4992 5228 5479 5740 6018 - Customer Services Clerk I 1150603 63 2941 3074 3214 3364 3521 - Customer Services Clerk II 1150613 123 3221 3372 3531 3690 3861 - Deputy City Clerk 115028* 12 3169 3316 3470 3631 3799 - Development Services Coordinator 230057 12 4915 5185 5437 5697 5970 - Digital Forensics Analyst 410050 12 6555 6883 7227 7588 7967 - Emergency Services Dispatcher I 4100015 125 3729 3880 4041 4227 4404 - Emergency Services Dispatcher II 4100025 125 4100 4294 4499 4711 4927 - Emergency Services Dispatcher III 410003 12 4583 4793 5026 5258 5507 - SEE APPENDIX FOR FOOTNOTES Page 3.3 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 5 This class is in a flexibly-staffed series. The probationary period for employees in these classes shall be up to 18 months, at the discretion of management. An employee in this series must serve a minimum one year probationary period. EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA) CLASS TITLE JOB CODE PROB PER A B C D E F Engineer I 2100154 124 5605 5868 6144 6441 6738 - Engineer II 2100164 124 6148 6430 6739 7057 7411 - Engineering Aide I 2100013 63 3113 3251 3400 3558 3727 - Engineering Aide II 2100023 123 3636 3806 3979 4164 4366 - Engineering Inspector I 2300754 124 4789 5033 5260 5508 5775 - Engineering Inspector II 2300764 124 5239 5486 5751 6025 6314 - Engineering Technician I 2100054 124 3657 3828 4012 4192 4389 - Engineering Technician II 2100064 124 4279 4487 4694 4912 5148 - Environmental Control Officer 620001 12 4671 4894 5120 5364 5617 - Facilities Construction Specialist 230085 12 4773 4995 5234 5482 5746 - Fire Prevention Inspector I 4200014 124 4218 4416 4617 4843 5074 - Fire Prevention Inspector II 4200024 124 4862 5083 5328 5589 5853 - Fleet Operations Specialist 710105 12 4460 4668 4893 5123 5369 - Geographic Information System (GIS) Specialist 125025 12 5933 6217 6517 6829 7160 - Graphics Technician 120013 12 3840 4026 4222 4426 4643 - Helicopter Pilot 410033 12 5849 6134 6436 6751 7083 - Housing Rehabilitation Specialist 230056 12 4835 5071 5321 5582 5853 - Industrial/Commercial Water Conservation Representative 610015 12 4679 4902 5129 5373 5627 - Laboratory Assistant 620010 12 3265 3420 3578 3745 3919 - Laboratory Technician I 6200114 124 3925 4109 4302 4504 4715 - Laboratory Technician II 6200124 124 4312 4513 4725 4952 5187 - Landscape Water Conservation Specialist 610005 12 4665 4887 5120 5363 5617 - SEE APPENDIX FOR FOOTNOTES Page 3.4 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA) CLASS TITLE JOB CODE PROB PER A B C D E F Law Office Assistant 115021 12 3795 3979 4173 4376 4588 - Network Systems Specialist 125030 12 5933 6217 6517 6829 7160 - PAR Program Specialist 410023 12 3374 3531 3695 3870 4052 - Paratransit Specialist 320005 12 3594 3763 3941 4119 4312 - Parking Controller I 7101204 124 2680 2790 2905 3020 3149 - Parking Controller II 7101214 124 2913 3036 3161 3289 3439 - Parking Controller III 710122 12 3161 3289 3439 3578 3733 - Phlebotomist 410007 12 3265 3420 3578 3745 3919 - Planner I 2200053 63 4439 4640 4861 5095 5339 - Planner II 2200063 123 5001 5276 5532 5797 6075 - Plans and Permit Technician 220002 12 4752 4975 5201 5456 5716 - Plans Examiner 210041 12 5214 5450 5713 5992 6275 - Police Data Transcriptionist 115035 12 3703 3873 4053 4241 4441 - Police Support Services Clerk 115043 12 3084 3225 3374 3531 3695 - Police Support Services Technician 115044 12 3374 3531 3695 3870 4052 - Principal Account Clerk 130004 12 3521 3687 3861 4039 4231 - Procurement Specialist 140002 12 4508 4723 4946 5181 5430 - Program Compliance Officer 640026 12 3854 4044 4241 4448 4665 - Programmer/Analyst I 1250204 124 4249 4447 4658 4882 5113 - Programmer/Analyst II 1250214 124 5375 5629 5898 6180 6480 - Programmer/Analyst III 125022 12 5933 6217 6517 6829 7160 - Programmer/Analyst IV 125023 12 6484 6800 7129 7469 7829 - Property & Evidence Technician 145010 12 3762 3938 4123 4319 4521 - Radio Dispatcher 120015 12 3312 3461 3605 3764 3919 - Rangemaster/Armorer 410035 12 4570 4787 5014 5256 5505 - Real Estate Finance Specialist I 1700014 124 3777 3954 4134 4331 4536 - Real Estate Finance Specialist II 1700024 124 4365 4572 4790 5016 5254 - SEE APPENDIX FOR FOOTNOTES Page 3.5 EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA) CLASS TITLE JOB CODE PROB PER A B C D E F Recreation Specialist 520005 12 3645 3813 3993 4181 4377 - Retirement Counselor I 1350504 124 3588 3757 3934 4118 4312 - Retirement Counselor II 1350514 124 3945 4129 4323 4527 4742 - Safety and Training Specialist 150050 12 4212 4417 4635 4861 5099 - Secretary 110050 12 3316 3470 3631 3799 3979 - Senior Account Clerk 130003 12 3220 3366 3521 3687 3861 - Senior Administrative Clerk 110003 12 3028 3169 3316 3470 3631 - Senior Call Center Representative 115072 12 3708 3886 4074 4272 4480 - Senior Commercial Building Inspector 230016 12 5645 5917 6196 6495 6809 - Senior Community Revitalization Specialist 230054 12 5437 5692 5958 6246 6549 - Senior Community Services Officer 410027 12 3674 3845 4026 4212 4413 - Senior Crime Scene Technician 410012 12 4570 4787 5014 5256 5505 - Senior Customer Services Clerk 115062 12 3681 3847 4026 4215 4413 - Senior Deputy City Clerk 115029* 12 3589 3755 3932 4116 4312 - Senior Engineering Technician 210007 12 4827 5054 5292 5547 5802 - Senior Fire Prevention Inspector 420003 12 5437 5692 5958 6246 6549 - Senior Laboratory Technician 620013 12 4806 5037 5276 5527 5791 - Senior Network Systems Specialist 125031 12 6646 6969 7307 7655 8025 - Senior Plans Examiner 210042 12 5727 5996 6276 6579 6899 - Senior Procurement Specialist 140003 12 4946 5181 5430 5689 5959 - Senior Property & Evidence Technician 145011 12 4123 4319 4521 4733 4960 - Senior Records Clerk 110101 12 3169 3316 3470 3631 3799 - Senior Secretary 110051 12 3589 3755 3932 4116 4312 - 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. SEE APPENDIX FOR FOOTNOTES Page 3.6 EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA) CLASS TITLE JOB CODE PROB PER A B C D E F Senior Storeskeeper 145002 12 3762 3938 4123 4319 4521 - Senior Utility Service Representative 230092 12 3943 4128 4323 4525 4742 - Senior Water Systems Telemetry & Distributed Control Specialist 610022 12 6646 6969 7251 7655 8025 - Staff Assistant 150001 12 3564 3731 3908 4084 4276 - Storeskeeper 145001 12 3562 3729 3902 4084 4277 - Survey Party Technician 210030 12 4279 4487 4694 4912 5148 - Tax/Permit Inspector 135001 12 4218 4417 4618 4845 5075 - Traffic Signal Operations Specialist 710150 12 6045 6334 6640 6957 7295 - Transit Scheduler 320049 12 6045 6334 6640 6957 7295 - Tree Program Specialist 510015 12 4459 4670 4895 5127 5369 - Utility Service Representative I 2300904 124 3269 3419 3577 3745 3919 - Utility Service Representative II 2300914 124 3588 3757 3932 4117 4311 - Wastewater Reclamation Coordinator 620035 12 4659 4884 5116 5357 5616 - Water Conservation Representative 610001 12 3373 3531 3695 3869 4051 - Water Systems Telemetry & Distributed Control Specialist 610021 12 5502 5762 6039 6327 6632 - 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. SEE APPENDIX FOR FOOTNOTES Page 4.1 EXHIBIT 4 Unit 4 - Non-Management Police (FPOA) CLASS TITLE JOB CODE PROB PER A B C D E F G Police Officer Recruit 415001 12 4707 4942 – – – – – Police Officer 4150026 126 5438 5710 5996 6296 6611 6943 7290 Police Sergeant 415004 12 6554 6882 7227 7589 7969 8368 8787 6 A person promoting from Police Officer Recruit to Police Officer after one year of service must serve a probationary period of six months in the Police Officer class. A person who is hired as a Police Officer – Lateral (from another agency) must serve a probationary period of one year in the Police Officer class. SEE APPENDIX FOR FOOTNOTES Page 5.1 EXHIBIT 5 Unit 5 – Fire Non-Management (IAFF) CLASS TITLE JOB CODE PROB PER A B C D E F Firefighter Trainee 425001 -- 4932 Firefighter 425002 12 5480 5753 6042 6343 6681 6998 Firefighter Specialist 425003 12 6137 6443 6768 7103 7460 7833 Fire Captain 425004 12 6850 7193 7552 7931 8329 8746 Fire Investigation Unit Supervisor 425010 12 6850 7193 7552 7931 8329 8746 EXHIBIT 5 Unit 5 – Fire Non-Management (IAFF), effective December 23, 2019 CLASS TITLE JOB CODE PROB PER A B C D E F G Firefighter Trainee 425001 -- 4932 Firefighter 425002 12 5480 5753 6042 6343 6681 6998 7348 Firefighter Specialist 425003 12 6137 6443 6768 7103 7460 7833 8225 Fire Captain 425004 12 6850 7193 7552 7931 8329 8746 9184 Fire Investigation Unit Supervisor 425010 12 6850 7193 7552 7931 8329 8746 9184 SEE APPENDIX FOR FOOTNOTES Page 6.1 EXHIBIT 6 Unit 6 – Bus Drivers and Student Drivers (ATU) CLASS TITLE JOB CODE PROB PER A B C D E Bus Driver 320015 9 22.419231 23.544231 24.721154 25.955769 27.253846 Bus Driver 320015 9 3886 4081 4285 4499 4724 Student Driver 3200141 - 20.382692 Student Driver 3200141 - 3533 1 This is a training class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). EXHIBIT 6 Unit 6 – Bus Drivers and Student Drivers (ATU), effective October 28, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Bus Driver 320015 9 22.984615 24.138462 25.344231 26.607692 27.940385 Bus Driver 320015 9 3984 4184 4393 4612 4843 Student Driver 3200141 - 20.896154 Student Driver 3200141 - 3622 1 This is a training class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). SEE APPENDIX FOR FOOTNOTES Page 7.1 EXHIBIT 7 Unit 7 – Non-Supervisory Groups and Crafts (IBEW) CLASS TITLE JOB CODE PROB PER RANGE SALARY Air Conditioning Mechanic 730001 12 Flat Rate 6495 Airports Electrician 730011 12 Flat Rate 5875 Concrete Finisher 730005 12 Flat Rate 5665 Electrician 730010 12 Flat Rate 5875 Industrial Electrician 730012 12 Flat Rate 6495 Painter 730015 12 Flat Rate 5161 Plumber 730030 12 Flat Rate 5875 EXHIBIT 7 Unit 7 – Non-Supervisory Groups and Crafts (IBEW), effective September 16, 2019 CLASS TITLE JOB CODE PROB PER RANGE SALARY Air Conditioning Mechanic 730001 12 Flat Rate 6658 Airports Electrician 730011 12 Flat Rate 6022 Concrete Finisher 730005 12 Flat Rate 5807 Electrician 730010 12 Flat Rate 6022 Industrial Electrician 730012 12 Flat Rate 6658 Painter 730015 12 Flat Rate 5291 Plumber 730030 12 Flat Rate 6022 SEE APPENDIX FOR FOOTNOTES Page 8.1 EXHIBIT 8 Unit 8 – Non-Represented CLASS TITLE JOB CODE PROB PER RANGE SALARY Background Investigator 940030 – Hourly $18.00 - $25.00 Per Hour Cashier Clerk 910010 – Flat Rate $12.00 Per Hour Law Clerk 910015 - Hourly $20.00 - $25.00 Per Hour Law Enforcement Instructor 940020 – Hourly $18.00 - $25.00 Per Hour Lifeguard 950001 – Hourly $12.00 - $12.50 Per Hour Police Cadet I 9400059 48 mos. Hourly $12.00 - $14.48 Per Hour Police Cadet II 9400069 48 mos. Hourly $14.49 - $18.00 Per Hour Pool Supervisor 950015 – Hourly $13.50 - $22.00 Per Hour Senior Lifeguard 950002 – Hourly $12.50 - $14.00 Per Hour Services Aide 910005 – Hourly $12.00 - $15.00 Per Hour Sports Official 950010 – $12.00 - $50.00 Per Game Intern 910002 – Hourly $12.00 - $15.00 Per Hour 9 The classifications of Police Cadet I and II have a 48-month tenure limitation in the Police Cadet program pursuant to FMC 3-266(d). EXHIBIT 8 Unit 8 – Non-Represented, effective January 1, 2020 CLASS TITLE JOB CODE PROB PER RANGE SALARY Background Investigator 940030 – Hourly $18.00 - $25.00 Per Hour Cashier Clerk 910010 – Flat Rate $13.00 Per Hour Law Clerk 910015 - Hourly $20.00 - $25.00 Per Hour Law Enforcement Instructor 940020 – Hourly $18.00 - $25.00 Per Hour Lifeguard 950001 – Hourly $13.00 - $13.50 Per Hour Police Cadet I 9400059 48 mos. Hourly $13.00 - $15.48 Per Hour Police Cadet II 9400069 48 mos. Hourly $15.49 - $19.00 Per Hour Pool Supervisor 950015 – Hourly $14.50 - $25.00 Per Hour Senior Lifeguard 950002 – Hourly $13.50 - $15.00 Per Hour Services Aide 910005 – Hourly $13.00 - $16.00 Per Hour Sports Official 950010 – $13.00 - $50.00 Per Game Intern 910002 – Hourly $13.00 - $16.00 Per Hour 9 The classifications of Police Cadet I and II have a 48-month tenure limitation in the Police Cadet program pursuant to FMC 3-266(d). SEE APPENDIX FOR FOOTNOTES Page 9.1 EXHIBIT 9 Unit 9 – Police Management CLASS TITLE JOB CODE PROB PER RANGE A B C D E F G Deputy Police Chief 415007e -- E9 10634 - 13825 Police Captain 415006e 12 9334 9802 10292 10807 11349 11917 12513 Police Lieutenant 415005e 12 8107 8512 8939 9386 9856 10349 10867 e Exempt class, see Section 4. SEE APPENDIX FOR FOOTNOTES Page 10.1 EXHIBIT 10 Unit 10 – Fire Management CLASS TITLE JOB CODE PROB PER A B C D E F Fire Battalion Chief 425005e 12 8750 9190 9647 10128 10635 11166 Fire Deputy Chief 425006e -- 11094 11649 12233 12845 13487 14164 e Exempt class, see Section 4. EXHIBIT 10 Unit 10 – Fire Management, effective September 30, 2019 CLASS TITLE JOB CODE PROB PER A B C D E F G Fire Battalion Chief 425005e 12 8750 9190 9647 10128 10635 11166 11725 Fire Deputy Chief 425006e -- 11094 11649 12233 12845 13487 14164 14873 e Exempt class, see Section 4. SEE APPENDIX FOR FOOTNOTES Page 11.1 EXHIBIT 11 Unit 11 – Airport Public Safety Officers CLASS TITLE JOB CODE PROB PER A B C D E Airport Public Safety Officer 310002 12 5,261 5,521 5,783 6,069 6,369 EXHIBIT 11 Unit 11 – Airport Public Safety Officers, effective September 2, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Airport Public Safety Officer 310002 12 5419 5687 5957 6252 6561 SEE APPENDIX FOR FOOTNOTES Page 12.1 EXHIBIT 12 Unit 12 – Board and Commission Members CLASS TITLE JOB CODE RANGE SALARY Civil Service Board Member 156015 Stipend $25 Per Meeting Attended Housing and Community Development Commissioner 156005 Stipend $25 Per Meeting Attended, not to exceed 24 meetings per fiscal year Human Relations Commissioner 156025 Stipend $25 Per Meeting Attended, not to exceed 24 meetings per fiscal year Planning Commissioner 156001 Stipend $100 Per Meeting Attended, not to exceed 36 meetings per fiscal year Retirement Board Member8 156030 Stipend $100 Per Meeting Attended, not to exceed $300 per month 8 Not applicable for current City employees. SEE APPENDIX FOR FOOTNOTES Page 13-1.5 e Exempt class, see Section 4. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA) CLASS TITLE JOB CODE PROB PER A B C D E Acoustical Program Coordinator 310100e 12 5473 5742 6020 6319 6626 Airports Airside/Landside Superintendent 310018e 12 6326 6636 6963 7304 7663 Airports Projects Supervisor 310016e 12 6649 6975 7318 7677 8057 Airports Property Supervisor 175005e 12 5757 6038 6331 6644 6964 Architect 210045e 12 5846 6132 6433 6750 7081 Business Process & Systems Analyst 125044e 12 6187 6487 6806 7138 7489 Call Center Supervisor 115073e 12 4253 4460 4676 4902 5141 Capital Development Specialist 310007e 12 6035 6334 6647 6971 7313 Chief Engineering Inspector 230078e 12 6320 6628 6955 7297 7654 Chief Engineering Technician 210009e 12 7299 7657 8034 8431 8845 Chief of Facilities Maintenance 810037e 12 6363 6677 7004 7349 7710 Chief of Wastewater Environmental Services 620075e 12 6089 6389 6702 7031 7376 Chief of Wastewater Facilities Maintenance 620085e 12 6363 6677 7004 7349 7710 Chief of Wastewater Treatment Operations 620080e 12 6434 6755 7086 7434 7799 Chief of Water Operations 610070e 12 6539 6859 7199 7553 7923 Chief Police Pilot 410031e 12 7188 7541 7915 8304 8716 Chief Surveyor 210032e 12 8390 8802 9238 9692 10173 Community Recreation Supervisor I 520015e 12 4512 4735 4965 5209 5461 Community Recreation Supervisor II 520016e 12 4866 5104 5356 5621 5893 Contract Compliance Officer 150061e 12 5757 6038 6331 6644 6964 Custodial Supervisor 810025e 12 5757 6038 6331 6644 6964 Database Administrator 125045e 12 6187 6487 6806 7138 7489 DBE/Small Business Coordinator 150070e 12 5335 5593 5868 6155 6460 SEE APPENDIX FOR FOOTNOTES Page 13-1.6 e Exempt class, see Section 4. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA) CLASS TITLE JOB CODE PROB PER A B C D E Emergency Services Communications Supervisor 410004e 12 5085 5334 5593 5868 6154 Energy Efficiency Supervisor 230058e 12 5104 5355 5616 5893 6182 Equipment Supervisor 720031e 12 6260 6565 6887 7226 7582 Fire Prevention Engineer 210055e 12 6332 6642 6969 7311 7673 Fleet Administration Supervisor 720025e 12 5757 6038 6331 6644 6964 Forestry Supervisor I 510030e 12 4657 4887 5124 5376 5637 Forestry Supervisor II 510031e 12 4866 5104 5356 5621 5893 Grant Writer 150105e 12 4580 4805 5039 5285 5542 Historic Preservation Specialist 230066e 12 5859 6149 6453 6767 7100 Housing Program Supervisor 230055e 12 6221 6533 6859 7201 7563 Human Resources Analyst 150016e 12 4777 5010 5253 5511 5782 Human Resources Records Supervisor 115050e 12 4639 4867 5106 5352 5618 Information Services Supervisor 125032e 12 6692 7021 7365 7727 8111 Landscape Maintenance Superintendent 510027e 12 7170 7524 7892 8280 8686 Lead Risk Analyst 150008e 12 5245 5506 5782 6072 6375 Management Analyst I 150020e4 124 3475 3644 3822 4007 4205 Management Analyst II 150021e4 124 4580 4805 5039 5285 5542 Parking Supervisor 720035e 12 3515 3682 3860 4048 4427 Parks Supervisor I 510025e 12 4657 4887 5124 5376 5637 Parks Supervisor II 510026e 12 5645 5921 6213 6521 6836 Planner III 220007e 12 5320 5581 5852 6141 6444 Principal Accountant 130014e 12 5928 6218 6525 6844 7180 Procurement Supervisor 140004e 12 5656 5939 6236 6548 6876 SEE APPENDIX FOR FOOTNOTES Page 13-1.7 e Exempt class, see Section 4. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA) CLASS TITLE JOB CODE PROB PER A B C D E Professional Engineer 210100e 12 7299 7657 8034 8431 8845 Project Manager 150065e 12 6035 6334 6647 6971 7313 Records Supervisor 115045e 12 4639 4867 5106 5352 5618 Recycling Coordinator 640001e 12 4804 5038 5283 5540 5813 Revenue Supervisor 135025e 12 4253 4460 4676 4902 5141 Risk Analyst 150010e 12 4777 5010 5253 5511 5782 Sanitation Supervisor 640029e 12 5757 6038 6331 6644 6964 Senior Accountant-Auditor 130013e 12 4960 5201 5457 5724 6002 Senior Building Inspector 230034e 12 5912 6204 6507 6828 7166 Senior Database Administrator 125046e 12 6686 7005 7342 7693 8076 Senior Electrical Safety Consultant 230024e 12 5912 6204 6507 6828 7166 Senior Engineering Inspector 230077e 12 5738 6022 6316 6627 6955 Senior Environmental & Safety Consultant 230005e 12 5912 6204 6507 6828 7166 Senior Plumbing & Mechanical Consultant 230014e 12 5912 6204 6507 6828 7166 Senior Real Estate Agent 170012e 12 5757 6038 6331 6644 6964 Senior Retirement Counselor 135052e 12 4732 4970 5218 5478 5753 Street Maintenance Superintendent 720004e 12 7170 7524 7892 8280 8686 Street Maintenance Supervisor 720001e 12 6326 6636 6963 7304 7663 Supervising Airports Building Maintenance Technician 310014e 12 5757 6038 6331 6644 6964 Supervising Airports Operations Officer 310013e 12 5757 6038 6331 6644 6964 Supervising Commercial Building Inspector 230036e 12 5912 6204 6507 6828 7166 Supervising Engineering Technician 210008e 12 6153 6459 6775 7109 7458 Supervising Fire Prevention Inspector 420005e 12 5897 6186 6491 6811 7146 Supervising Planner 220008e 12 5883 6171 6472 6790 7122 SEE APPENDIX FOR FOOTNOTES Page 13-1.8 e Exempt class, see Section 4. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA) CLASS TITLE JOB CODE PROB PER A B C D E Supervising Plans Examiner 210044e 12 6826 7164 7518 7884 8272 Supervising Professional Engineer 210110e 12 8390 8802 9238 9692 10173 Supervising Real Estate Agent 170013e 12 6326 6636 6963 7304 7663 Supervising Traffic Signal Operations Specialist 720050e 12 6558 6879 7220 7575 7946 Survey Party Chief 210031e 12 5124 5373 5636 5910 6203 Systems Security Administrator 125050e 12 5612 5883 6174 6473 6792 Transit Supervisor I 320050e 12 5561 5833 6115 6416 6729 Transit Supervisor II 320051e 12 6217 6519 6839 7176 7529 Treasury Officer 135015e 12 5928 6218 6525 6844 7180 Wastewater Environmental Supervisor 620073e 12 6739 7067 7416 7782 8163 Wastewater Operations Supervisor 620072e 12 6739 7067 7416 7782 8163 Wastewater System Supervisor 620071e 12 6739 7067 7416 7782 8163 Water Conservation Supervisor 610045e 12 5955 6247 6553 6877 7213 Water System Supervisor 610055e 12 6739 7067 7416 7782 8163 SEE APPENDIX FOR FOOTNOTES Page 13-2.1 e Exempt class, see Section 4. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective July 22, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Acoustical Program Coordinator 310100e 12 5610 5886 6171 6477 6792 Airports Airside/Landside Superintendent 310018e 12 6485 6802 7138 7487 7855 Airports Projects Supervisor 310016e 12 6816 7150 7501 7869 8259 Airports Property Supervisor 175005e 12 5901 6189 6490 6811 7139 Architect 210045e 12 5993 6286 6594 6919 7259 Business Process & Systems Analyst 125044e 12 6342 6650 6977 7317 7677 Call Center Supervisor 115073e 12 4360 4572 4793 5025 5270 Capital Development Specialist 310007e 12 6186 6493 6814 7146 7496 Chief Engineering Inspector 230078e 12 6478 6794 7129 7480 7846 Chief Engineering Technician 210009e 12 7482 7849 8235 8642 9067 Chief of Facilities Maintenance 810037e 12 6523 6844 7180 7533 7903 Chief of Wastewater Environmental Services 620075e 12 6242 6549 6870 7207 7561 Chief of Wastewater Facilities Maintenance 620085e 12 6523 6844 7180 7533 7903 Chief of Wastewater Treatment Operations 620080e 12 6595 6924 7264 7620 7994 Chief of Water Operations 610070e 12 6703 7031 7379 7742 8122 Chief Police Pilot 410031e 12 7368 7730 8113 8512 8934 Chief Surveyor 210032e 12 8600 9023 9469 9935 10428 Community Recreation Supervisor I 520015e 12 4625 4854 5090 5340 5598 Community Recreation Supervisor II 520016e 12 4988 5232 5490 5762 6041 Contract Compliance Officer 150061e 12 5901 6189 6490 6811 7139 Custodial Supervisor 810025e 12 5901 6189 6490 6811 7139 Database Administrator 125045e 12 6342 6650 6977 7317 7677 DBE/Small Business Coordinator 150070e 12 5469 5733 6015 6309 6622 SEE APPENDIX FOR FOOTNOTES Page 13-2.1 e Exempt class, see Section 4. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective July 22, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Emergency Services Communications Supervisor 410004e 12 5213 5468 5733 6015 6308 Energy Efficiency Supervisor 230058e 12 5232 5489 5757 6041 6337 Equipment Supervisor 720031e 12 6417 6730 7060 7407 7772 Fire Prevention Engineer 210055e 12 6491 6809 7144 7494 7865 Fleet Administration Supervisor 720025e 12 5901 6189 6490 6811 7139 Forestry Supervisor I 510030e 12 4774 5010 5253 5511 5778 Forestry Supervisor II 510031e 12 4988 5232 5490 5762 6041 Grant Writer 150105e 12 4695 4926 5165 5418 5681 Historic Preservation Specialist 230066e 12 6006 6303 6615 6937 7278 Housing Program Supervisor 230055e 12 6377 6697 7031 7382 7753 Human Resources Analyst 150016e 12 4897 5136 5385 5649 5927 Human Resources Records Supervisor 115050e 12 4755 4989 5234 5486 5759 Information Services Supervisor 125032e 12 6860 7197 7550 7921 8314 Landscape Maintenance Superintendent 510027e 12 7350 7713 8090 8487 8904 Lead Risk Analyst 150008e 12 5377 5644 5927 6224 6535 Management Analyst I 150020e4 124 3562 3736 3918 4108 4311 Management Analyst II 150021e4 124 4695 4926 5165 5418 5681 Parking Supervisor 720035e 12 3603 3775 3957 4150 4538 Parks Supervisor I 510025e 12 4774 5010 5253 5511 5778 Parks Supervisor II 510026e 12 5787 6070 6369 6685 7007 Planner III 220007e 12 5453 5721 5999 6295 6606 Principal Accountant 130014e 12 6077 6374 6689 7016 7360 Procurement Supervisor 140004e 12 5798 6088 6392 6712 7048 SEE APPENDIX FOR FOOTNOTES Page 13-2.1 e Exempt class, see Section 4. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective July 22, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Professional Engineer 210100e 12 7482 7849 8235 8642 9067 Project Manager 150065e 12 6186 6493 6814 7146 7496 Records Supervisor 115045e 12 4755 4989 5234 5486 5759 Recycling Coordinator 640001e 12 4925 5164 5416 5679 5959 Revenue Supervisor 135025e 12 4360 4572 4793 5025 5270 Risk Analyst 150010e 12 4897 5136 5385 5649 5927 Sanitation Supervisor 640029e 12 5901 6189 6490 6811 7139 Senior Accountant-Auditor 130013e 12 5084 5332 5594 5868 6153 Senior Building Inspector 230034e 12 6060 6360 6670 6999 7346 Senior Database Administrator 125046e 12 6854 7181 7526 7886 8278 Senior Electrical Safety Consultant 230024e 12 6060 6360 6670 6999 7346 Senior Engineering Inspector 230077e 12 5882 6173 6474 6793 7129 Senior Environmental & Safety Consultant 230005e 12 6060 6360 6670 6999 7346 Senior Plumbing & Mechanical Consultant 230014e 12 6060 6360 6670 6999 7346 Senior Real Estate Agent 170012e 12 5901 6189 6490 6811 7139 Senior Retirement Counselor 135052e 12 4851 5095 5349 5615 5897 Street Maintenance Superintendent 720004e 12 7350 7713 8090 8487 8904 Street Maintenance Supervisor 720001e 12 6485 6802 7138 7487 7855 Supervising Airports Building Maintenance Technician 310014e 12 5901 6189 6490 6811 7139 Supervising Airports Operations Officer 310013e 12 5901 6189 6490 6811 7139 Supervising Commercial Building Inspector 230036e 12 6060 6360 6670 6999 7346 Supervising Engineering Technician 210008e 12 6307 6621 6945 7287 7645 Supervising Fire Prevention Inspector 420005e 12 6045 6341 6654 6982 7325 Supervising Planner 220008e 12 6031 6326 6634 6960 7301 SEE APPENDIX FOR FOOTNOTES Page 13-2.1 e Exempt class, see Section 4. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective July 22, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Supervising Plans Examiner 210044e 12 6997 7344 7706 8082 8479 Supervising Professional Engineer 210110e 12 8600 9023 9469 9935 10428 Supervising Real Estate Agent 170013e 12 6485 6802 7138 7487 7855 Supervising Traffic Signal Operations Specialist 720050e 12 6722 7051 7401 7765 8145 Survey Party Chief 210031e 12 5253 5508 5777 6058 6359 Systems Security Administrator 125050e 12 5753 6031 6329 6635 6962 Transit Supervisor I 320050e 12 5701 5979 6268 6577 6898 Transit Supervisor II 320051e 12 6373 6682 7010 7356 7718 Treasury Officer 135015e 12 6077 6374 6689 7016 7360 Wastewater Environmental Supervisor 620073e 12 6908 7244 7602 7977 8368 Wastewater Operations Supervisor 620072e 12 6908 7244 7602 7977 8368 Wastewater System Supervisor 620071e 12 6908 7244 7602 7977 8368 Water Conservation Supervisor 610045e 12 6104 6404 6717 7049 7394 Water System Supervisor 610055e 12 6908 7244 7602 7977 8368 SEE APPENDIX FOR FOOTNOTES Page 13-2.2 EXHIBIT 13-2 Unit 13 – Non-Exempt Professional (CFPEA) CLASS TITLE JOB CODE PROB PER A B C D E Legal Secretary I 115015 12 3179 3332 3492 3660 3838 Legal Secretary II 115016 12 3584 3758 3938 4129 4329 Paralegal 160001 12 4706 4935 5175 5429 5696 Senior Human Resources Technician 150014 12 3479 3645 3819 4005 4200 Senior Legal Secretary 115017 12 4124 4330 4547 4774 5013 Senior Paralegal 160002 12 5167 5425 5696 5981 6281 Supervising Crime Scene Technician 410013 12 4883 5121 5370 5634 5908 EXHIBIT 13-2 Unit 13 – Non-Exempt Professional (CFPEA), effective July 22, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Legal Secretary I 115015 12 3259 3416 3580 3752 3934 Legal Secretary II 115016 12 3674 3852 4037 4233 4438 Paralegal 160001 12 4824 5059 5305 5565 5839 Senior Human Resources Technician 150014 12 3566 3737 3915 4106 4305 Senior Legal Secretary 115017 12 4228 4439 4661 4894 5139 Senior Paralegal 160002 12 5297 5561 5839 6131 6439 Supervising Crime Scene Technician 410013 12 5006 5250 5505 5775 6056 SEE APPENDIX FOR FOOTNOTES Page 14.1 e Exempt class, see Section 4. EXHIBIT 14 Unit 14 – Management Classes (CFMEA) CLASS TITLE JOB CODE PROB PER RANGE A B C D E ADA Coordinator 150231e - E14 6143 7671 Administrative Manager 220025e – E11 8096 - 10111 Airports Marketing & Public Relations Coordinator 310150e – E14 6143 - 7671 Airports Operations Manager 310020e – E12 7361 - 9192 Airports Planning Manager 310019e – E11 8096 - 10111 Airports Properties Manager 310021e – E12 7361 - 9192 Airports Safety Management Systems Manager 310161e - E12 7361 - 9192 Assistant City Clerk 115030e – E14 6143 - 7671 Building Services Manager 230031e – E18 9593 - 11991 Business Manager 150019e – E12 7361 - 9192 Communications Manager 125060e – E11 8096 - 10111 Community Sanitation Manager 720040e – E14 6143 - 7671 Construction Manager 210096e – E12 7361 - 9192 Crime Scene Investigation Bureau Manager 410015e – E12 7361 - 9192 Deputy City Engineer 210081e – E18 9593 - 11991 Division Manager 150024e – E12 7361 - 9192 Economic Development Analyst 150095e – E14 6143 - 7671 Facilities Manager 810040e – E12 7361 - 9192 Fleet Manager 720032e – E12 7361 - 9192 Housing & Neighborhood Revitalization Manager 230065e – E11 8096 - 10111 Information Services Manager 125055e – E11 8096 - 10111 Law Office Manager 115020e _ E12 7361 - 9192 Parks Manager 510035e – E12 7361 - 9192 Personnel Manager 150026e – E12 7361 - 9192 Planning Manager 220010e – E11 8096 - 10111 Projects Administrator 150063e – E11 8096 - 10111 Public Works/Public Utilities Manager 210095e – E11 8096 - 10111 SEE APPENDIX FOR FOOTNOTES Page 14.2 EXHIBIT 14 Unit 14 – Management Classes (CFMEA) CLASS TITLE JOB CODE PROB PER RANGE A B C D E Public Works/Public Utilities Manager – Licensed Engineer 210094e - E13 9359 - 11698 Purchasing Manager 140005e – E12 7361 - 9192 Records Manager 115046e – E12 7361 - 9192 Recreation Manager 520025e – E12 7361 - 9192 Revenue Manager 135026e – E12 7361 - 9192 Senior Management Analyst 150023e – E14 6143 - 7671 Solid Waste Manager 640040e – E12 7361 - 9192 Training Officer 150046e – E14 6143 - 7671 Transit Maintenance Manager 320060e – E12 7361 - 9192 Transit Operations Manager 320055e – E12 7361 - 9192 Wastewater Manager 620095e – E12 7361 - 9192 Water Manager 610075e – E12 7361 - 9192 Water/Wastewater Manager- Certified 620096e – E23 8456 - 10570 e Exempt class, see Section 4. SEE APPENDIX FOR FOOTNOTES Page 15.1 EXHIBIT 15 Unit 15 – Airport Public Safety Supervisors (FAPSS) CLASS TITLE JOB CODE PROB PER A B C D E Airport Public Safety Supervisor* 310003 12 6816 7156 7514 7890 8285 Airport Public Safety Supervisor** 310005 12 5958 6254 6568 6896 7239 * Hired before July 1, 2010 ** Hired after July 1, 2010 Page 16.1 EXHIBIT 16 Benchmarked Deleted Job Classifications or Deleted Pay Step, since 1/28/16 Classification Title Deleted Benchmarked To Percent Effective Assistant Chief of Wastewater Treatment Operations (620079) 7/1/18 Wastewater Operations Supervisor (620072) 100% 7/1/18 Buyer I (140001) 1/28/16 Procurement Specialist (140002) 90% 1/28/16 Chief of Solid Waste Operations (640035) 7/1/18 Landscape Maintenance Superintendent (510027) 100% 7/1/18 City Traffic Engineer (210076) 7/1/18 Construction Manager (210096) 100% 7/1/18 Collection System Maintenance Operator I (630003) 5/29/17 Collection System Maintenance Technician (630001) 90% 5/29/17 Collection System Maintenance Supervisor (630005) 7/1/18 Wastewater Operations Supervisor (620072) 100% 7/1/18 Community Sanitation Supervisor I (720042) 7/1/18 Sanitation Supervisor (640029) 100% 7/1/18 Emergency Preparedness Officer (420020) 7/1/18 Management Analyst II (150021) 100% 7/1/18 Industrial Electrician Supervisor (720020) 7/1/18 Wastewater System Supervisor (620071) 100% 7/1/18 Labor Relations Secretary (115010) 7/1/18 Executive Assistant to Department Director (115003) 100% 7/1/18 Laboratory Supervisor (620014) 7/1/18 Wastewater Environmental Supervisor (620073) 100% 7/1/18 Management Analyst III (150022) 7/1/18 Business Manager (150019) 100% 7/1/18 Police Specialist (415003) 7/1/19 Police Officer (415002) 100% 7/1/19 Plans Examiner I (210040) 10/3/16 Plans Examiner (210041) 84.61% 10/3/16 Power Generation System Supervisor (620056) 7/1/18 Wastewater System Supervisor (620071) 100% 7/1/18 Risk/Safety Manager (150035) 7/1/18 Human Resources Manager (150025) 100% 7/1/18 Page 16.2 EXHIBIT 16 Benchmarked Deleted Job Classifications or Deleted Pay Step, since 1/28/16 Classification Title Deleted Benchmarked To Percent Effective Redevelopment Administrator (150080) 7/1/18 Assistant Director of Personnel Services (150043) 100% 7/1/18 Sewer Maintenance Manager (630010) 7/1/18 Wastewater Manager (620095) 100% 7/1/18 Solid Waste System Supervisor (640030) 7/1/18 Sanitation Supervisor (640029) 100% 7/1/18 Supervising Environmental Control Officer (620005) 7/1/18 Wastewater Environmental Supervisor (620073) 100% 7/1/18 Transit Maintenance Manager (320060) 7/1/18 Transit Operations Manager (320055) 100% 7/1/18 Waste Collector II (640020) 9/5/16 Sanitation Operator (640021) 84.19% 9/5/16 Waste Container Maintenance Worker (640011) 9/5/16 Waste Container Maintenance Worker (640010) 117.65% 9/5/16 Wastewater Lead Distributor (620051) 9/5/16 Wastewater Distributor Technician (620050) 118.92% 9/5/16 Wastewater Treatment Maintenance Supervisor (620070) 7/1/18 Wastewater System Supervisor (620071) 100% 7/1/18 Water System Operator I (610025) 7/1/18 Water Distribution/Production Technician (610028) 100% 7/1/18 Water System Operator II (610026) 7/1/18 Water Distribution/Production Specialist (610029) 100% 7/1/18 Water System Operator III (610027) 7/1/18 Senior Water Treatment Plant Operator (610039) 90.79% 7/1/18 Bus Driver – F Step (320015) 1/1/17 Bus Driver – E Step (320015) 100% 1/1/17 Community Revitalization Specialist – F Step (230053) 10/3/16 Community Revitalization Specialist – E Step (230053) 100% 10/3/16 APPENDIX TO SALARY RESOLUTION 1 This is a training class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 2 This is an entry level class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 5 This class is in a flexibly-staffed series. The probationary period for employees in these classes shall be up to 18 months, at the discretion of management. An employee in this series must serve a minimum one year probationary period. 6 A person promoting from Police Officer Recruit to Police Officer after one year of service must serve a probationary period of six months in the Police Officer class. A person who is hired as a Police Officer – Lateral (from another agency) must serve a probationary period of one year in the Police Officer class. 7 This class is in a flexibly-staffed series, which allows an employee to “flex” to the journey level after a required training period. 8 Not applicable to current City employees. 9 The classifications of Police Cadet I and II have a 48-month tenure limitation in the Police Cadet program pursuant to FMC 3-266(d). 10 Persons in this classification are limited to no more than two (2) consecutive years in this class. e Exempt class, see Section 4. * * * * * * * * * * * * * * STATE OF CALIFORNIA ) COUNTY OF FRESNO ) ss. CITY OF FRESNO ) I, YVONNE SPENCE, City Clerk of the City of Fresno, certify that the foregoing resolution was adopted by the Council of the City of Fresno, at a regular meeting held on the day of , 2019. AYES : NOES : ABSENT : ABSTAIN : Mayor Approval: , 2019 Mayor Approval/No Return: , 2019 Mayor Veto: , 2019 Council Override Vote: , 2019 YVONNE SPENCE, CRM MMC City Clerk BY: Deputy APPROVED AS TO FORM: CITY ATTORNEY'S OFFICE BY: Tina R. Griffin, Assistant City Attorney FY2019 SALARY RESOLUTION TABLE OF CONTENTS SECTION 1. SPECIAL PROVISIONS APPLICABLE TO ALL CLASSES ................... 1 SECTION 2. SALARY STEP PLAN ............................................................................. 1 SECTION 3. RATES OF PAY ..................................................................................... 6 SECTION 4. EXEMPT JOB CLASSES ....................................................................... 7 SECTION 5. WAGES, OVERTIME, AND PAID SICK LEAVE FOR TEMPORARY EMPLOYEES ......................................................................................... 7 SECTION 6. FLEXIBLE STAFFING ............................................................................ 8 SECTION 7. ALTERNATE WORK SCHEDULE FOR EMPLOYEES IN EXHIBIT 2 .... 8 SECTION 8. MANAGEMENT LEAVE (formerly “Administrative Leave”) .................. 10 SECTION 9. SICK LEAVE USAGE AND COMPENSATION FOR EMPLOYEES IN EXHIBIT 2 ............................................................................................ 11 SECTION 10. ANNUAL LEAVE FOR EMPLOYEES IN EXHIBIT 2 ............................ 11 SECTION 11. HOLIDAYS FOR EMPLOYEES IN EXHIBIT 2 ..................................... 14 SECTION 12. SUPPLEMENTAL SICK LEAVE FOR EMPLOYEES IN EXHIBIT 2 ..... 15 SECTION 13. VACATION ACCRUALS FOR EMPLOYEES IN EXHIBIT 2 ................. 15 SECTION 14. MANAGEMENT TIME OFF FOR EMPLOYEES IN EXHIBIT 2 ............ 15 SECTION 15. SALARY RATES .................................................................................. 16 SECTION 16. CERTIFICATE PAY .............................................................................. 16 SECTION 17. BILINGUAL CERTIFICATION PROGRAM FOR EMPLOYEES OCCUPYING PERMANENT CLASSES ............................................... 17 SECTION 18. BENEFITS FOR FULL-TIME EMPLOYEES OCCUPYING PERMANENT POSITIONS IN EXHIBIT 2 ............................................ 18 SECTION 19. COMPENSATION FOR FULL-TIME EMPLOYEES OCCUPYING .......... 21 SECTION 20. BENEFITS FOR POLICE CADETS AND PERMANENT PART-TIME EMPLOYEES ....................................................................................... 23 SECTION 21. CONVERSION OF LEAVES WHEN CHANGING BARGAINING UNITS26 SECTION 22. SPECIAL PROVISIONS FOR EMPLOYEES ON LEAVE FOR MILITARY SERVICE ............................................................................ 28 SECTION 23. BEREAVEMENT LEAVE ...................................................................... 29 SECTION 24. LEAVE INTEGRATION WITH STATE DISABILITY INSURANCE (SDI) FOR NEW EMPLOYEES AND EMPLOYEES TRANSITIONING FROM A BARGAINING UNIT WITH SDI; LEAVE INTEGRATION WITH THE CITY’S LONG TERM DISABILITY INSURANCE PLAN ....................... 29 SECTION 25. SALARIES FOR EMPLOYEES IN EXHIBIT 2, EXHIBIT 8, AND PERMANENT PART-TIME EMPLOYEES WHILE ABSENT DUE TO INJURY IN THE LINE OF DUTY .......................................................... 31 SECTION 26. BENCHMARKING DELETED CLASSIFICATIONS .............................. 31 SECTION 27. TEMPORARY EMPLOYMENT OF CITY RETIREE ............................. 31 SECTION 28. UNUSUAL CIRCUMSTANCES ............................................................ 32 FY2019 SALARY RESOLUTION TABLE OF CONTENTS SECTION 29. CONFLICTING RESOLUTIONS........................................................... 32 SECTION 30. RESOLUTION EFFECTIVE DATE ....................................................... 32 SECTION 1. SPECIAL PROVISIONS APPLICABLE TO ALL CLASSES ................... 1 SECTION 2. SALARY STEP PLAN ............................................................................. 1 SECTION 3. RATES OF PAY ..................................................................................... 6 SECTION 4. EXEMPT JOB CLASSES ....................................................................... 6 SECTION 5. WAGES, OVERTIME, AND PAID SICK LEAVE FOR TEMPORARY EMPLOYEES ......................................................................................... 7 SECTION 6. FLEXIBLE STAFFING ............................................................................ 8 SECTION 7. ALTERNATE WORK SCHEDULE FOR EMPLOYEES IN EXHIBIT 2 .... 8 SECTION 8. MANAGEMENT LEAVE (formerly “Administrative Leave”) .................... 9 SECTION 9. SICK LEAVE USAGE AND COMPENSATION FOR EMPLOYEES IN EXHIBIT 2 ............................................................................................ 10 SECTION 10. ANNUAL LEAVE FOR EMPLOYEES IN EXHIBIT 2 ............................ 11 SECTION 11. HOLIDAYS FOR EMPLOYEES IN EXHIBIT 2 ..................................... 14 SECTION 12. SUPPLEMENTAL SICK LEAVE FOR EMPLOYEES IN EXHIBIT 2 ..... 14 SECTION 13. VACATION ACCRUALS FOR EMPLOYEES IN EXHIBIT 2 ................. 15 SECTION 14. MANAGEMENT TIME OFF FOR EMPLOYEES IN EXHIBIT 2 ............ 15 SECTION 15. SALARY RATES .................................................................................. 16 SECTION 16. CERTIFICATE PAY .............................................................................. 16 SECTION 17. BILINGUAL CERTIFICATION PROGRAM FOR EMPLOYEES OCCUPYING PERMANENT CLASSES ............................................... 16 SECTION 18. BENEFITS FOR FULL-TIME EMPLOYEES OCCUPYING PERMANENT POSITIONS IN EXHIBIT 2 ............................................ 17 SECTION 19. COMPENSATION FOR FULL-TIME EMPLOYEES OCCUPYING .......... 20 SECTION 20. BENEFITS FOR POLICE CADETS AND PERMANENT PART-TIME EMPLOYEES ....................................................................................... 23 SECTION 21. CONVERSION OF LEAVES WHEN CHANGING BARGAINING UNITS26 SECTION 22. SPECIAL PROVISIONS FOR EMPLOYEES ON LEAVE FOR MILITARY SERVICE ............................................................................ 27 SECTION 23. BEREAVEMENT LEAVE ...................................................................... 28 SECTION 24. SALARIES FOR EMPLOYEES IN EXHIBIT 2, EXHIBIT 8, AND PERMANENT PART-TIME EMPLOYEES WHILE ABSENT DUE TO INJURY IN THE LINE OF DUTY .......................................................... 28 SECTION 25. BENCHMARKING DELETED CLASSIFICATIONS .............................. 28 SECTION 26. UNUSUAL CIRCUMSTANCES ............................................................ 29 SECTION 27. CONFLICTING RESOLUTIONS........................................................... 29 SECTION 28. RESOLUTION EFFECTIVE DATE ....................................................... 29 RESOLUTION NO. __________ A RESOLUTION OF THE COUNCIL OF THE CITY OF FRESNO ESTABLISHING RULES FOR THE APPLICATION OF CITY EMPLOYEE COMPENSATION RATES AND SCHEDULES AND RELATED REQUIREMENTS, AND ESTABLISHING COMPENSATION RATES AND SCHEDULES FOR FISCAL YEAR 202019 NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of Fresno, as follows: SECTION 1. SPECIAL PROVISIONS APPLICABLE TO ALL CLASSES The rules set forth in this resolution constitute special provisions applicable to all classes of employment in the City service. If any provision(s) of a Memorandum of Understanding (hereafter “MOU”) or Terms and Conditions of employment (hereafter “T & C”) adopted and approved by the Council under Article 6, Chapter 3 of the Fresno Municipal Code (hereafter “FMC”) or employment agreement that is authorized and in compliance with Article V of the City of Fresno Transparency in Government Act and currently in effect, is clearly and specifically in conflict with any rule contained in this resolution, the provision in such MOU, T & C, or employment agreement shall prevail. SECTION 2. SALARY STEP PLAN The step plan of each salary range shall be applied and interpreted as follows for permanent and probationary employees appointed to permanent positions: A. The first step shall be the minimum rate and shall normally be the hiring rate for the class. In a case where it is difficult to secure a qualified person or if a person of unusual qualifications is engaged, the City Manager or designee, after receiving the recommendation of the Director of Personnel Services, may approve appointment above the first step. B. The second step shall be paid upon the completion of six (6) months of paid status at the first step. C. The third step shall be paid upon the completion of one (1) year of service at the second step. D. The fourth step shall be paid upon completion of one (1) year of service at the third step. E. The fifth step shall be paid upon completion of one (1) year of service at the fourth step. Resolution No. FY 2019 Salary Resolution Page 2 F. The sixth step shall be paid upon completion of one (1) year of service at the fifth step. F.G. The seventh step shall be paid upon completion of one (1) year of service at the sixth step. G.H. Employees who are reinstated in accordance with FMC Section 3-292, who were not at the top step prior to layoff or demotion, will be credited with paid time previously worked at the step at time of layoff or demotion. The next step increase date will be adjusted accordingly upon reinstatement. Any time missed due to mandatory furloughs shall count as paid time. H.I. Raises to the second, third, fourth, fifth, and sixth, and seventh steps shall be automatic unless an unsatisfactory performance evaluation is made by the appointing authority. Following an unsatisfactory performance evaluation, a raise may be delayed by the appointing authority for not more than six (6) months and more than six (6) months only with approval of the City Manager or designee. A raise to any step may be made at any time by the City Manager or designee on recommendation of the appointing authority and the Director of Personnel Services whenever an employee exhibits unusual merit. Six (6) months of service equals 1,040 hours of service, and one (1) year of service equals 2,080 hours of service, except where employees work a 56-hour workweek, six (6) months of service equals 1,456 hours of service, and one (1) year of services equals 2,912 hours of service. I.J. An employee who is selected to fill a reclassified position pursuant to FMC Section 3-209 (b), or who is promoted from one class to another having a higher salary range, shall be adjusted to the lowest step in the salary range of the new class, which is at least three and one-half percent (3.5%) higher than the rate received in the employee’s former class. If such an increase would require a payment greater than the highest step, then the highest step shall be paid. An employee in Exhibit 7 who is appointed to a position in a class having a salary range shall be promoted according to the foregoing provisions to the nearest step, but not exceeding the top step, in the new class range after adding five percent (5%) to the employee’s salary rate. J.K. When a class is assigned a new salary range, the salary of an employee in such class shall be adjusted to the same relative step in the new salary range, and such adjustment shall not alter the employee’s anniversary date for purposes of future step increases in the class. Resolution No. FY 2019 Salary Resolution Page 3 K.L. A permanent employee, assigned tofilling a position in a higher class on a limited or provisional temporary basis, and who is entitled to the rate of pay for such higher class, shall be paid in the same manner as provided for promotion in Section 2, subsection JH above. L.M. If an employee is receiving compensation above the highest step of the range, the employee’s present rate shall be continued as an approved additional step rate for the class (“Y-rated”), until the highest step is greater than the Y rate, but no other employee may be adjusted to this rate, and it shall no longer be in effect after the incumbent vacates the classification. M.N. Except as noted in Section 2, subsection HG above, step increases shall become effective immediately upon completion of required service. For purposes of this section, any employee who is absent without pay, excluding statutorily protected leave, such as leaves taken under the Family and Medical Leave Act (FMLA), the California Family Rights Act (CFRA), Pregnancy Disability Leave (PDL), and Military Leave, for the number of hours specified below while on any single step in a range shall not be considered to have been on paid status for the number of weeks shown, and advancement to the next step shall be delayed by such number of weeks: At least But less than Weeks delayed 1 hour 40 hours None 40 hours 120 hours 2 120 hours 200 hours 4 200 hours 280 hours 6 280 hours 360 hours 8 360 hours 440 hours 10 For purposes of this section, leave without pay, in reference to step advancement, shall be adjusted appropriately for 56-hour employees: At least But less than Weeks delayed 1 hour 56 hours None 56 hours 168 hours 2 168 hours 280 hours 4 Resolution No. FY 2019 Salary Resolution Page 4 280 hours 392 hours 6 The number of additional weeks by which advancement to the next step shall be delayed shall be calculated in the same manner as those respective formulas specified herein. Such delay shall cause a change in the employee’s anniversary date for purposes of future step increases in the class. N.O. Transfer to a different classification with the same salary range and in which no salary change occurs, shall result in a new anniversary date upon which advancement to the next step shall be calculated, or merit increase shall be considered. O.P. In lieu of a Salary Step Plan, an Executive Pay Range Plan has been established for classes as set forth in Exhibit 2. 1. For employees who separated from City service prior to July 1, 2015: a. The salary for each executive employee in the E1 through E23 executive pay ranges and the salary range for each class within such ranges shall be established by the City Manager or designee. The City Manager or designee shall promulgate such rules and regulations deemed appropriate in the implementation and administration of this subsection. For purposes of calculating retirement benefits for any employee in a class in the Executive Pay Range Plan who has left City service after five (5) years of service, but prior to attaining an age sufficient for service retirement, and who has elected to leave contributions in the retirement system, retirement benefits shall be calculated as follows: The employee’s salary at the time of separation from employment with the City shall be compared to the control point in existence at the time of separation for the class from which the employee is retiring. Retirement benefits (based on monthly salary only) shall be calculated using the same relationship the employee’s salary bore to the control point at the time of separation as it would bear to the control point at the time of retirement. As an example only, if an employee’s salary at the time of separation was five percent (5%) below the control point for the class, then the benefit at retirement would be based on that amount, which would be five percent Resolution No. FY 2019 Salary Resolution Page 5 (5%) below the control point for that class at the time of retirement, subject to the applicable provisions of the retirement system regarding years of service, compensation earnable, and so on. 2. For employees in Exhibit 2, who separate from City service on or after July 1, 2015: a. The salary for each executive employee in the E1 through E23 executive pay ranges and the salary range for each class within such ranges shall be established by the City Manager or designee. The City Manager or designee shall promulgate such rules and regulations deemed appropriate in the implementation and administration of Section 2, Subsection (PO)(2)(b) below. b. For purposes of calculating Compensation Earnable as defined in FMC 3-501, any employee in the City of Fresno Employees Retirement System (hereafter “System”) in a class in the Executive Pay Plan who separates from City service and elects to remain a member of the System shall have their Compensation Earnable calculated as follows: Beginning July 1 following the date the Deferred Vested Member separates from City service, the Member’s Compensation Earnable at the time of separation shall be indexed with the Consumer Price Index (hereafter “CPI”) – United States City Average for Urban Wage Earners and Clerical Workers -- all items (i.e. general price inflation) and the Employment Cost Index for Wage Inflation (i.e. across the board pay increases) for State and local government employees, as published by the Bureau of Labor Statistics of the United States Department of Labor. Determination of the percentage of annual increase or decrease in CPI and Employment Costs for wage inflation shall be made by the Retirement Board on or before April 1 of each year for each of the two immediately preceding calendar years. The percentage by which such indexes for the more recent full calendar year shall have increased or decreased over or below indexes for the full calendar year immediately prior shall be the percentage used to calculate adjustments to Compensation Earnable with the following exceptions: banking shall not be applied nor shall the sum of accumulated CPI and Employment Costs adjustments Resolution No. FY 2019 Salary Resolution Page 6 plus Compensation Earnable fall outside the Executive Pay Range approved by the City Council each fiscal year. This process will continue each July 1 until the Deferred Vested Member elects to begin receiving the retirement benefit. This adjusted Compensation Earnable shall be used in the Member’s final compensation for the calculation of the retirement benefit. If a Deferred Vested Member held more than one position during their highest three consecutive years, the Compensation Earnable in each position shall be allocated on a time held, pro-rata basis and the combined adjusted Compensation Earnable, including adjustments due to CPI and Employment Costs for wage inflation, shall be used in the Member’s final compensation for the calculation of the retirement benefit. c. System members who retire or enter Deferred Retirement Option Program (hereafter “DROP”) on or after July 1, 2015, shall have any previously held Executive Pay Range salaries determined in accordance with Section 2, Subsection (ON)(2)(b) above. P.Q. Except where provided in this subsection, temporary assignment to perform the duties of absent employees shall be in accordance with FMC Section 3-260. After any employee holding a permanent position in Exhibit 2 has completed 40 hours of service in a higher class the employee shall thereafter be paid at the rate of pay of the higher class while so assigned. An employee who has held permanent status in the higher class prior to such assignment shall not be required to complete the qualifying period of service set forth above and shall be paid for the entire duration of the assignment to the higher class at the rate of pay assigned to such higher class. SECTION 3. RATES OF PAY Rates of pay provided for by a resolution establishing or approving such salaries are fixed on the basis of dollars per month or full-time service in full-time positions unless otherwise clearly indicated. Salaries shown are the base rate of pay for each respective job classification. The hourly rate of pay for employees whose schedule is 40 hours per week is calculated by multiplying the monthly rate of pay by 12 and dividing by 2,080. The hourly rate of pay for employees Resolution No. FY 2019 Salary Resolution Page 7 whose schedule is 56 hours per week is calculated by multiplying the monthly rate of pay by 12 and dividing by 2,912. SECTION 4. EXEMPT JOB CLASSES Employees in classes listed as exempt in any exhibit attached to this salary resolution whose job codes are marked with an small “e” shall not be entitled to payment or compensatory time off for overtime as provided for in the rules and regulations of the Fair Labor Standards Act (hereafter “FLSA”). In accordance with the rules and regulations of the FLSA, the base salary of exempt employees shall not be reduced due to variations in the quality or quantity of the work performed. Deductions from the salary of exempt employees are allowed only for those certain circumstances which are set forth in the applicable FLSA regulations. Employees exempt from overtime shall not be subject to deductions for Leave Without Pay in increments of less than a work day or shift. Employees with qualified medical restrictions may be temporarily placed on a part -time basis and will receive the pro-rated salary during the time of restriction. SECTION 5. WAGES, OVERTIME, AND PAID SICK LEAVE FOR TEMPORARY EMPLOYEES A. Temporary employees shall be paid on an hourly basis for the hours actually worked, subject to the provisions of Section 4 above and/or the FLSA, which provides for overtime compensation for hours worked in excess of 40 per workweek. Any such employee in a class having a monthly salary rate shall be paid an hourly rate that is converted from the monthly salary for that class pursuant to Section 3. B. Paid Sick Leave for Temporary Employees: 1. Temporary employees will accumulate and be able to use paid Sick Leave in accordance with AB1522, Healthy Workplace Healthy Family Act of 2014 (i.e., Labor Code §§245 et seq.) 2. Temporary employees will earn one (1) hour of leave for every thirty (30) hours of work, including overtime. This accrual will begin on July 1, 2015, or the first day of employment, whichever is later. Accruals of Sick Leave will be capped at forty-eight (48) hours. Sick Leave may be carried over from year to year. Resolution No. FY 2019 Salary Resolution Page 8 3. Temporary employees will be eligible to use Sick Leave on the ninetieth (90th) day of employment. 4. Temporary employees may use up to three (3) days of sick leave or twenty-four (24) hours, whichever is greater, in each fiscal year (July 1 through June 30). 5. Sick Leave can be used for: a. Diagnosis, care, or treatment of an existing health condition of, or preventive care for, an employee; b. Diagnosis, care, or treatment of an existing health condition of, or preventive care for an employee’s parent (a biological, adoptive, or foster parent, stepparent, or legal guardian of an employee or the employee’s spouse or registered domestic partner, or a person who stood in loco parentis when the employee was a minor child), child (a child, which for purposes of this article means a biological, adopted, or foster child, stepchild, legal ward, or a child to whom the employee stands in loco parentis - this definition of a child is applicable regardless of age or dependency status), spouse, registered domestic partner, sibling, grandparent, or grandchild; or, c. For an employee who is a victim of domestic violence, sexual assault, or stalking, the purposes described in Labor Code Section 230(c) and Labor Code Section 230.1(a). 6. Temporary employees who leave City employment and return within one (1) year from the date of separation will have unused Sick Leave accruals restored up to forty-eight (48) hours. SECTION 6. FLEXIBLE STAFFING An employee holding a permanent position in any class in a group of classes designated as flexibly staffed may be appointed to a higher class in that group, provided that the employee meets the minimum requirements and the department director recommends such appointment. SECTION 7. ALTERNATE WORK SCHEDULE FOR EMPLOYEES IN EXHIBIT 2 A 4/10 or 9/80 work schedule may be implemented in any department, division, or work unit, upon approval of the City Manager or designee. Resolution No. FY 2019 Salary Resolution Page 9 Each 4/10 work schedule will consist of a total of 40 scheduled hours of actual work time per workweek. The workweek begins at 12:01 a.m. Monday and ends at Midnight on Sunday. Each 9/80 work schedule will consist of eight 9-hour shifts, one 8-hour shift, and one day off per 14-day period broken down into two 40-hour per week FLSA workweeks. All employees working a 9/80 work schedule shall have an FLSA workweek, which begins four (4) hours after the start time of the day of the week, which constitutes the employee’s alternating day off. This shall be an 8 -hour shift. The workweek shall end exactly 168 hours later. Employees working a 4/10 or 9/80 work schedule shall have the following exceptions for the holiday benefit apply: A. Holidays: 1. Employees on a 4/10 or 9/80 work schedule shall receive 11 holidays of eight (8) hours. An employee who is off on a holiday, which is a regular work day, shall receive eight (8) hours pay for the holiday and must either take two (2) hours Vacation, Annual, Holiday or Management Leave if on a 4/10 schedule, or one (1) hour Vacation, Annual, Holiday, or Management Leave if on a 9/80 schedule and the holiday falls on a 9-hour shift. 2. Employees on a 4/10 or 9/80 work schedule who are regularly scheduled to work, and do work on a holiday, which is a regular work day, shall receive eight (8) hours of Holiday Leave. When a holiday falls on an employee’s day off, such employee shall receive eight (8) hours of Holiday Leave. B. For employees participating in the Annual Leave Plan, the following rules shall apply: 1. Employees shall accumulate the same number of hours of Annual Leave per month as under a 5/8 work schedule. Annual Leave will be granted for the actual number of hours absent. C. For employees not participating in the Annual Leave Plan, the following rules shall apply: 1. Sick Leave: Employees shall accumulate eight (8) hours of Sick Leave per month, and receive Sick Leave pay for the actual number of hours absent, provided the employee has a sufficient balance of Sick Leave hours. Resolution No. FY 2019 Salary Resolution Page 10 2. Vacation: Employees on a 4/10 or 9/80 work schedule shall accumulate the same number of hours vacation per month as under a 5/8 work schedule. Vacation will be granted for the actual number of hours absent, provided the employee has a sufficient balance of Vacation hours. SECTION 8. MANAGEMENT LEAVE (formerly “Administrative Leave”) A. For employees in Exhibit 2, Management Leave shall be granted as follows: 1. Full time employees appointed to permanent positions in classes, who are not entitled to payment or equivalent compensatory time off for overtime work (as described in Section 4 above.), shall be granted Management Leave, as provided in this subsection 1. A balance of 60 hours shall be credited to each such employee on the first day in July of each fiscal year. Upon their employment by the City, new employees appointed in such positions shall be credited with five (5) hours of Management Leave for each full calendar month remaining in such appointment in the fiscal year. Employees in limited or provisional appointments to such positions shall receive five (5) hours of Management Leave for each full month of such provisional or limited appointment. 2. Unused Management Leave will not be carried over to the next fiscal year. Employees may request payment and be compensated for up to forty-eight (48) hours of Management Leave during the fiscal year in which it is credited, subject to rules established by the City Manager. Employees shall be compensated for any Management Leave balance, not to exceed sixty (60) hours, upon termination from City service. 3. Management Leave shall be scheduled at the convenience of the department. Approval by the City Manager or designee must be obtained before an appointing authority appointed by the City Manager may take such leave. B. For employees in Non-Exempt positions, Management Leave shall be as follows: Employees in non-exempt positions who are in limited or provisional appointments to exempt positions, shall receive a proportional amount of the annual accrual of Management Leave for the exempt classification for each full month of such provisional or limited appointment. Employees must use the Management Leave in accordance with applicable provisions in appropriate MOUs or T & Cs. Resolution No. FY 2019 Salary Resolution Page 11 SECTION 9. SICK LEAVE USAGE AND COMPENSATION FOR EMPLOYEES IN EXHIBIT 2 A. Employees holding an appointment in a permanent class included in Exhibit 2 who are not participating in the Annual Leave Plan and who meet the eligibility criteria in Section 18(F), shall, upon separation from City by service retirement or by disability retirement if the employee is otherwise eligible for service retirement, be credited with the number of accumulated unused Sick Leave balances in excess of 240 hours at the time of retirement multiplied by 40 percent (40%) of the employee’s then current hourly rate of pay to be used solely to pay premiums for medical insurance (including COBRA premiums), pursuant to the City’s Health Reimbursement Arrangement (hereafter “HRA”) as set forth in Section 18(F). B. Protected Sick Leave: After 90 days of employment at the City, employees holding a permanent position in Exhibit 2 who are not participating in the Annual Leave Plan shall be allowed to use up to six (6) months of Sick Leave which would be accrued per fiscal year for Protected Sick Leave purposes identified in California Labor Code Section 233, and up to 20 hours of Supplemental Sick Leave in accordance with the provisions for such leave, as set forth in Section 12 below. The purpose of Protected Sick Leave is to allow employees time to care for themselves and family members as defined by California Labor Code Section 233. Employees are encouraged to schedule routine medical and/or dental appointments outside of regular work hours when possible. Use of Protected Sick Leave shall be recorded by an their appointing authority or designee. The first three days or twenty-four hours, whichever is greater, shall also be considered leave taken under California L abor Code Section 246.5 (i.e., AB 1522, Healthy Workplace Healthy Family Act of 2014). Employees who separate City employment and return within one (1) year of such separation will be entitled to reinstatement of unused Sick Leave balances at the time of separation from City employment, up to a total of forty-eight (48) hours. SECTION 10. ANNUAL LEAVE FOR EMPLOYEES IN EXHIBIT 2 A. This section applies to eligible employees hired on and after July 1, 2000, and those hired prior to July 1, 2000, who have been continuously employed by the City and previously elected to participate in Annual Leave. Eligible employees who elected not to participate in Annual Leave Resolution No. FY 2019 Salary Resolution Page 12 shall continue to accrue Sick Leave, as provided in FMC Section 3-107, and Vacation Leave, as provided in Section 13 of this Salary Resolution and FMC Section 3-108. B. For employees on a forty (40) hour work schedule, the Annual Leave Plan shall be as follows: 1. Annual Leave Accrual – Vacation Leave and Sick Leave will no longer be accumulated as provided in the FMC, but as detailed below. Employees holding a permanent position included in Exhibit 2, who are participating in the Annual Leave Plan, shall be allowed to use up to the hours of Annual Leave accrued in six (6) months for Protected Sick Leave for the purposes identified in California Labor Code Section 233. The first three days or twenty-four hours, whichever is greater, of used Protected Sick Leave shall also be considered leave taken under California Labor Code Section 246.5 (i.e., AB 1522, Healthy Workplace Healthy Family Act of 2014). a. Less than Ten (10) Years – For such employees who have been continuously employed by the City for less than ten (10) years, and were City employees in permanent positions prior to August 31, 2014, the Annual Leave accrual rate will be 15.5 hours for each completed calendar month of employment. In the event the City agrees to a higher Annual Leave accrual rate for members of recognized labor organizations who participate in the City of Fresno Employees’ Retirement System, the City will increase the Annual Leave accrual rate to the same level for employees in Exhibit 2. For such employees who have been continuously employed by the City for less than ten (10) years and became City employees in permanent positions on or after August 31, 2014, the Annual Leave accrual rate will be 13.33 hours for each completed calendar month of employment. b. More than Ten (10) Years – For such employees who have been continuously employed by the City for ten (10) years or more, and were City employees in permanent positions prior to August 31, 2014, the Annual Leave accrual rate will be 18.83 hours for each completed calendar month of employment. In the event the City agrees to a higher Annual Leave accrual rate for members of recognized labor Resolution No. FY 2019 Salary Resolution Page 13 organizations who participate in the City of Fresno Employees’ Retirement System, the City will increase the Annual Leave accrual rate to the same level for employees in Exhibit 2. For such employees who have been continuously employed by the City for ten (10) years or more and became City employees in permanent positions on or after August 31, 2014, the Annual Leave accrual rate will be 16 hours for each completed calendar month of employment. c. Annual Leave Accumulation Limit – Effective September 1, 2014, the accumulation of unused Annual Leave will not exceed 1,200 hours for employees in Executive Pay ranges E1 through E4; 1,000 hours for employees in the E5 range; and 840 hours for employees in the, E6, E7, E8, E10, E15, E16, E17, E19, E20, E21 and E22 ranges. In the event an employee has an Annual Leave balance over the limits listed above, accruals will cease until the balance is under the limit. 2. Annual Leave Pay Out a. Unused Annual Leave Pay Out During Fiscal Year – Employees may request payment and be compensated for up to 48 hours or ten percent (10%) of their Annual Leave balance, whichever is greater, each fiscal year between July 1 and December 31; no cash out may be completed between January 1 and June 30. Cash outs of Aannual Lleave balances are not pensionable for retirement purposes. b. Unused Annual Leave Pay Out – Upon separation from City service, employees will be compensated for all unused Annual Leave balances at their applicable base rate of pay. Payment received under this provision will not be pensionable for retirement purposes. 3. Frozen Sick Leave a. Use of Frozen Sick Leave – Frozen Sick Leave balances may be used by the employee in accordance with provisions of FMC section 3-107, or for those purposes defined in California Labor Code section 233 up to the statutory amount for the fiscal year unless the statutory amount has been satisfied by use of other leaves for the fiscal year. Resolution No. FY 2019 Salary Resolution Page 14 b. Unused Frozen Sick Leave Pay Out – Upon separation from City service by service retirement or at a disability retirement if the employee is otherwise eligible for service retirement, employees who meet the eligibility criteria in Section 18(F) shall be credited with the number of accumulated frozen Sick Leave balances in excess of 240 hours at the time of retirement multiplied by 40% of the employee’s then current hourly rate of pay to be used solely to pay premiums for medical insurance (including COBRA premiums), pursuant to the City’s HRA as set forth in Section 18(F). Employees who separate City employment and return within one (1) year of such separation will be entitled to reinstatement of their Sick Leave balances at the time of separation from City employment, up to a total of forty-eight (48) hours. SECTION 11. HOLIDAYS FOR EMPLOYEES IN EXHIBIT 2 A. Employees occupying a permanent position in Exhibit 2 shall be entitled to the holidays listed in FMC Section 3-116, except in lieu of February 12 (Lincoln’s Birthday) and September 9 (Admissions Day) such employees shall accrue eight (8) hours Holiday Leave on July 1 of each calendar year. B. Employees may request payment and be compensated for up to 48 hours or ten percent (10%) of their Holiday Leave balance, whichever is greater, each fiscal year between July 1 and March 31; no cash out may be completed between April 1 and June 30. C. Any employee in Exhibit 2 who is exempt from the payment of overtime and who is otherwise eligible to receive such accumulation, who is required to work a regularly scheduled shift on a holiday, shall have the number of hours worked up to eight (8) hours added to their holiday balance on the first day of the pay period following the date of such work. When a holiday falls on Saturday, or falls on the employee’s day off such employee shall receive eight (8) hours Holiday Leave. D. Upon separation from City service, employees will be compensated for all unused holiday balances at their applicable base rate of pay. Payment for cash outs of accumulated Holiday Leave balances received under this provision will not be considered pensionable for retirement purposes. Resolution No. FY 2019 Salary Resolution Page 15 SECTION 12. SUPPLEMENTAL SICK LEAVE FOR EMPLOYEES IN EXHIBIT 2 Upon employment by the City, new employees appointed to permanent positions set forth in Exhibit 2 shall receive 40 hours of Supplemental Sick Leave each fiscal year with a lifetime accrual limit of 80 hours. Supplemental Sick leave hours shall be credited on a pro-rated basis for each full calendar month remaining on such appointment in the fiscal year. Employees in Exhibit 2 may utilize earned and accrued Supplemental Sick Leave hours: (1) once regular Sick andor Annual Leave haves been exhausted; (2) as service credit on an hour-per-hour basis upon retirement; (3) to be cashed out at retirement or separation from permanent status with the City, if not eligible for participation in the HRA; (4) in the performance of community activities during the course of the employee’s normal work day, with the appropriate approval; (5) placed in the HRA in accordance with Section 18(F); or (6) once regular Sick andor Annual Leave haves been exhausted, up to half of the hours of Supplemental Sick Leave accrued in a fiscal year for Protected Sick Leave used only for those purposes identified in California Labor Code 233. The first three days or twenty-four hours, whichever is greater, of Protected Sick Leave shall also be considered leave taken under California Labor Code Section 246.5 (i.e., AB 1522, Healthy Workplace Healthy Family Act of 2014) Use of Protected Sick Leave must be authorized and recorded by the department director or designee. Cash outs received under this provision will not be considered pensionable for retirement purposes. SECTION 13. VACATION ACCRUALS FOR EMPLOYEES IN EXHIBIT 2 Eligible employees in classes listed in Exhibit 2 who are not participating in the Annual Leave plan, shall accumulate Vacation Leave as provided in FMC Section 3-108, except that subsection (h) shall not apply. Said employees who have been continuously employed less than ten (10) years shall be allowed to accumulate unused Vacation Leave credit offor 400 hours. Said employees who have been continuously employed for ten (10) years or more shall be allowed to accumulate unused Vacation Leave credit of 500 hours. Said employees may, in November of each year, request a cash payment from eight (8) to 40 hours of any vacation accrual the employee has acquired prior to the December payroll period, if on October 31 of that year, the employee has a balance of 240 or more hours of Sick Leave. All other provisions of FMC Section 3-108 shall apply. Payment received under this provision will not be pensionable for retirement purposes. SECTION 14. MANAGEMENT TIME OFF FOR EMPLOYEES IN EXHIBIT 2 Resolution No. FY 2019 Salary Resolution Page 16 City employees who are designated as exempt from overtime under the provisions of the FLSA and who receive Management Leave pursuant to Section 8, may be granted Management Time Off if the supervisor or designee determines that service delivery and performance of job functions will not be impaired due to the employee’s absence. Such time off shall not be calculated on an hour-for-hour basis in relation to total hours worked. Management Time Off shall not be deducted from any existing leave banks. Management Time Off must be scheduled in advance when possible, approved as Management Time Off by the employee’s supervisor or designee and generally taken in increments of less than one day. Only department directors, assistant directors, or division managers may approve Management Time Off for a full day’s absence. SECTION 15. SALARY RATES The various classes of employment in the City service listed in the following designated exhibits (which are incorporated herein) shall be paid at the rates set forth therein opposite each class title: EXHIBIT 1 Non-Supervisory Blue Collar EXHIBIT 2 Non-Represented Management and Confidential Classes EXHIBIT 3 Non-Supervisory White Collar EXHIBIT 4 Non-Management Police EXHIBIT 5 Non-Management Fire EXHIBIT 6 Bus Drivers and Student Drivers EXHIBIT 7 Non-Supervisory Groups and Crafts EXHIBIT 8 Non-Represented EXHIBIT 9 Police Management EXHIBIT 10 Fire Management EXHIBIT 11 Airport Public Safety Officers EXHIBIT 12 Board and Commission Members EXHIBIT 13-1 Exempt Supervisory and Professional EXHIBIT 13-2 Non-Exempt Professional EXHIBIT 14 Management EXHIBIT 15 Airport Public Safety Supervisors SECTION 16. CERTIFICATE PAY A. Each employee who holds a permanent appointment to a position in the classes of Principal Internal Auditor or Internal Auditor who has been licensed as a Certified Public Accountant by the State of California or as a Certified Internal Auditor by the Institute of Internal Auditors, shall be paid an additional five percent (5%) of base pay. Resolution No. FY 2019 Salary Resolution Page 17 B. Employees who possess and maintain certification as a Certified Access Specialist program (CASp) and are in a position identified by a department as eligible for Certificate Pay shall receive $200 per month. SECTION 17. BILINGUAL CERTIFICATION PROGRAM FOR EMPLOYEES OCCUPYING PERMANENT CLASSES The bilingual certification program consists of a City administered examination process whereby employees in Exhibit 2 or employees with applicable MOUs or T & Cs with Bilingual pay provisions, may apply for a bilingual examination, and if certified by the examiner, receive bilingual premium pay for interpreting and translating. In conjunction with the Director of Personnel Services, department directors or their designees shall designate those positions or assignments for which bilingual skills are desired, unless modified by applicable MOU or T & C. A. In order to remain eligible to receive bilingual premium pay, employees must take and pass the certification examination once every five (5) years. Employees who fail to recertify will no longer receive bilingual premium pay. B. This bilingual certification program is not subject to the grievance or appeal process. C. Bilingual certification examinations are conducted for Armenian, Cambodian, Hindi, Hmong, Laotian, Punjabi, Sign, Spanish, and Vietnamese languages. D. The bilingual premium pay rate for certified employees occupying permanent classes in Exhibit 2 is one hundred dollars ($100) per month, regardless of how many languages for which an employee is certified. E. Certified employees may interpret/translate for departments/divisions they are not assigned to, provided the requesting department/division has a demonstrated customer service related need and has obtained approval from the certified employee’s supervisor. F. Certified employees shall not refuse to interpret/translate while on paid status. Refusal shall result in appropriate disciplinary action. G. Certified employees may be assigned to any incident or investigation requiring their bilingual skills, and may be required to prepare written reports related to the incident or investigation. The objective of this policy will be to utilize department resources in the most efficient way possible. H. Except in the event of an emergency as determined by management, bilingual employees who are not certified shall not be required to interpret/translate. Resolution No. FY 2019 Salary Resolution Page 18 SECTION 18. BENEFITS FOR FULL-TIME EMPLOYEES OCCUPYING PERMANENT POSITIONS IN EXHIBIT 2 Benefits for employees occupying permanent positions in Exhibit 2 shall be as follows: A. Effective September 1, 2014, the City’s contribution towards employee health insurance is seventy-five percent (75%) of the premium established by the Fresno City Employees Health and Welfare Trust Board. The cost of increases after September 1, 2014, in the health and welfare premium will be shared on a fifty percent (50%) basis by the City and employees, except that employees will be required to pay no more than thirty percent (30%) of the premium established by the Fresno City Employees Health and Welfare Trust Board. At such time as the employee share is set at thirty percent (30%), the City shall pay seventy percent (70%). The employee may opt to contribute the amount necessary to make up the difference through payroll deductions, or accept a reduced coverage option. Should any represented bargaining unit in the City negotiate a successor MOU, impose T & C, extend the period of an MOU or T & C, resulting in a greater contribution by the City (including maintenance of percentage contributions) the City will match that benefit. B. The City will provide a Life Insurance benefit that is equal to the employee’s annual earnings, rounding up to the next $1,000, with a maximum benefit of $150,000. C. The City provides Long Term Disability Insurance for employees in accordance with terms of the policy. D. Employees may elect to make contributions through payroll deductions for voluntary supplemental benefits made available by the City. E. Employees in Exhibit 2 hired with the City on or after August 31, 2014, shall make an additional contribution equal to one and one-half percent (1.5%) of their pensionable compensation to the City of Fresno Employees Retirement System, reducing the City contribution by a corresponding amount. Employees who transfer, demote, or promote, into Unit 2 and were paying an additional one and one half percent (1.5%) of their pensionable compensation to the City of Fresno Employees Retirement Resolution No. FY 2019 Salary Resolution Page 19 System immediately prior to entering Unit 2, shall continue to pay the additional one and one half percent (1.5%) of their pensionable compensation to the City of Fresno Employees Retirement System, reducing the City contribution by a corresponding amount. In accordance with Internal Revenue Code Section 414(h)(2) and related guidance, the City shall pick-up and pay the contribution by salary reduction in accordance with this provision to the City of Fresno Employees Retirement System. The employee shall have no option to receive the one and one-half percent (1.5%) contribution in cash. The one and one-half percent (1.5%) contribution paid by the employee will not be credited to an employee’s accumulated contribution account, nor will it be deposited into a member’s DROP account. Unit 2 eEmployees inwho are members of Tier 2 of the Fire and Police Retirement System, hired on or after July 1, 2019, shall pay an additional contribution equal to three percent (3%) of their pensionable compensation to the Fire and Police Retirement System, reducing the City retirement contribution by the corresponding amount. In accordance with Internal Revenue Code Section 414(h)(2) and related guidance, the City shall pick-up and pay the contribution by salary reduction in accordance with this provision to the City of Fresno Fire and Police Retirement System. The employee shall have no option to receive the three percent (3%) contribution in cash. The three percent (3%) contribution paid by the employee will not be credited to an employee’s accumulated contribution account nor will it be deposited into a member’s Deferred Retirement Account Program (“DROP”) account. E. F. The City currently maintains an HRA that qualifies as a “Health Reimbursement Arrangement” as described in Internal Revenue Service (IRS) Notice 2002-45 and other guidance published by the IRS regarding HRA’s. At separation from permanent employment with the City of Fresno by service retirement or at a disability retirement if the employee is otherwise eligible for service retirement, employees who have used 80 hours or less of frozen Sick Leave and/or Annual Leave used for sick time and/or Sick Leave, Holiday Leave, and/or Vacation Leave used for sick time (excluding only Bereavement Leave, and statutorily protected hours used for workers’ compensation benefits, and/or other statutory protected leave such as Family and Medical Leave Act and Protected Sick Leave taken for the purposes identified in California Labor Code Section 233) in the 24 months preceding their date of retirement, will be credited with an account for the employee under the HRA to be used solely to pay premiums for Formatted: Indent: Left: 1", No bullets or numbering Formatted: Indent: Left: 1" Formatted: No bullets or numbering Resolution No. FY 2019 Salary Resolution Page 20 medical insurance (including COBRA premiums). The “value” of the account shall be determined as follows: • The number of accumulated Supplemental Sick Leave hours at the time of retirement multiplied by the employee's then current hourly base rate of pay. • For those with Annual Leave, the number of accumulated frozen Sick Leave hours in excess of 240 hours at the time of retirement multiplied by 40 percent (40%) of the employee’s then current hourly base rate of pay. • For those with Vacation/Sick Leave, the number of accumulated sick leave hours in excess of 240 hours at the time of retirement multiplied by 40 percent (40%) of the employee’s then current hourly base rate of pay. • The hourly base rate of pay shall be the equivalent of the monthly salary for an employee as reflected in the applicable range, multiplied by 12 months then divided by 2,080 hours. • The accounts may be book accounts only, or cash accounts at the City’s option. No actual trust account shall be established for any employee. Each HRA account shall be credited on a monthly basis with a rate of earnings equal to the yield on the City's Investment Portfolio (provided that such yield is positive). The HRA accounts shall be used solely to pay premiums for medical insurance (including COBRA premiums) covering the participant, the participant's spouse (or surviving spouse in the event of the death of the participant), and the participant's dependents. Once a participant's account under the HRA has been reduced to $0, no further benefits shall be payable by the HRA. If the participant, the participant's spouse, and the participant's dependents die before the participant's account under the HRA has been reduced to $0, no death benefit shall be payable to any person by the HRA. While this provision is in effect, employees eligible for HRA shall not be allowed to cash out any accumulated or accrued Supplemental Sick Leave or frozen Sick Leave or Sick Leave at retirement. G. On September 15, 2011, the City Council adopted Resolution No. 2011- 193, which began the imposition of a salary concession effective September 5, 2011, on employees holding positions listed in Exhibit 2 of the Salary Resolution (FY12 salary concessions). Resolution No. FY 2019 Salary Resolution Page 21 Employees in Exhibit 2 impacted by FY12 salary concessions will be held harmless with respect to DROP and retirement calculations, including calculations impacting members who separate from City employment and elect a deferred vested status. Employer and employee retirement contributions will continue to be calculated based on the unadjusted, pre-concessions salary/hourly rate. Employee leave payoffs at separation will be calculated using the unadjusted, pre-concessions salary/hourly rate, including those leave payoffs used to calculate credit to the employee’s HRA retirement. This section shall be applied retroactively to those employees who separated from City employment on or after July 1, 2012. SECTION 19. COMPENSATION FOR FULL-TIME EMPLOYEES OCCUPYING PERMANENT POSITIONS IN EXHIBIT 2 A. The following forms of compensation, when authorized, are to be included in base salary: a. Salary; b. Deferred compensation contributions by the City; if permitted by employment contract, the employee may elect to receive a portion of base salary in the form of deferred compensation; and c. Any other form of compensation not specified in paragraph C below. B. The rate of base salary paid shall not be less than or greater than the ranges established in this Salary Resolution at the time the salary is earned. C. The following forms of compensation, when authorized by ordinance, resolution, or an approved written employment contract, are not to be included in base salary: a. Monthly vehicle allowance pursuant to the requirements of Administrative Order 2-2; b. Education and/or certificate pay; c. Premium pay; Resolution No. FY 2019 Salary Resolution Page 22 d. Reimbursement for actual educational expenses related to job position; e. Uniform pay allowance, excluding costs for uniform upkeep; f. Leave payoff/cash out; g. Professional dues for enrollment of professional organizations related to job position; h. Annual payment for employee’s attendance at two professional organization conferences, including reimbursement of reasonable and necessary travel and subsistence expenses; i. Reimbursement for actual relocation expenses incurred at the time of commencement of employment with the City; j. Professional pay authorized in a memorandum of understanding closest in relation to the employee’s classification, for example, POST pay for peace officers; k. Mileage, meal, hotel, public transportation, and other authorized expenses reimbursed for travel expenses incurred while on City business; l. City provided contributions to insurance premiums; m. Severance pay following an employee’s termination or resignation; and n. City contributions to health and welfare benefits paid during the term of any severance period. D. Compensation paid to employees in the form of either cash or City funded deferred compensation contributions or any equivalent that are in addition to base salary and not covered by another form of authorized compensation approved by City Council (e.g., a memorandum of understanding closest in relation to the employee’s classification; an ordinance; or a resolution) are not authorized. E. The following forms of compensation are authorized for employees in Exhibit 2, when included in an approved written employment contract: a. Education and/or certificate pay; b. Reimbursement for actual education expenses related to job position; Resolution No. FY 2019 Salary Resolution Page 23 c. Professional dues for enrollment of professional organizations related to job position; d. Annual payment for employee’s attendance at two professional organization conferences, including reimbursement of reasonable and necessary travel and subsistence expenses; e. Reimbursement for actual relocation expenses incurred at the time of commencement of employment with the City; f. Mileage, meal, hotel, public transportation, and other authorized expenses reimbursed for travel expenses incurred while on City business; g. Up to six months’ severance pay following an employee’s termination or resignation; and h. City contributions to health and welfare benefits paid during the term of any severance period. F. Performance bonuses for exempt employees, received prior to November 12, 2015, or specifically authorized by City Council after that date, shall be considered pensionable compensation for calculation of retirement benefits and shall not be included as part of base salary. G. Employees in Exhibit 2 who are in job classes with salary ranges E6 through E22 are eligible to receive up to fifty dollars ($50) per month. This benefit is for employees who voluntarily participate in the City’s Deferred Compensation plan, which shall not be calculated as part of base salary. Employees not currently participating in the plan will be required to complete a Participation Agreement and elect to contribute. SECTION 20. BENEFITS FOR POLICE CADETS AND PERMANENT PART-TIME EMPLOYEES A. Employees in permanent full-time positions in the Police Cadet series shall receive the following benefits: 1. Police Cadet is a training series and is designed to ultimately lead to appointment to a permanent full-time position other than Police Cadet in the Police Department. A Police Cadet may be terminated from the Police Cadet program probationary released pursuant to FMC 3-266(d)73 during the Police Cadet program. 2. Upon appointment to a permanent position other than Police Cadet, time served as a Police Cadet I and II shall not be included in Resolution No. FY 2019 Salary Resolution Page 24 calculating an employee’s period of continuous service for the purposes of seniority, retirement benefits, leave accruals, or other benefits. 3. Police Cadets shall be provided with Social Security benefits and shall not be members of the Fresno City Employees’ Retirement System as they are employed principally for the purpose of training. 4. Actual hours worked in excess of 40 hours a week shall be compensated as overtime in accordance with the applicable provisions of FLSA. 5. Fringe benefits for employees in permanent positions in the Cadet series will be determined by the City Manager or designee. 6. Sick Leave Employees will accumulate and be able to use Sick Leave in accordance with AB1522, Healthy Workplace Healthy Family Act of 2014, up to twenty-four (24) hours or three (3) days each fiscal year, whichever is greater. Employees will earn one (1) hour of leave for every thirty (30) hours of work, including overtime. This accrual will begin on July 1, 2015, or the first day of employment, whichever is later. Accruals of Sick Leave will be capped at forty-eight (48) hours. Accruals of Sick Leave may be carried over from year to year. Employees who leave City employment and return within one (1) year from the date of separation will have unused Sick Leave accruals restored up to forty-eight (48) hours. 7. Bilingual Premium Pay Employees in the Cadet Series shall be eligible for the Bilingual Certification Program as provided in Section 17. B. Benefits for Permanent Part-Time (hereafter “PPT”) employees shall be as follows: 1. Health and Welfare benefits shall be provided as outlined in Section 18A. 2. PPT employees shall be provided with Social Security benefits and shall not be members of the Fresno City Employees’ Retirement System. Until the Retirement Board acts upon the joint recommendation regarding retirement benefits applicable to PPT Resolution No. FY 2019 Salary Resolution Page 25 employees, and any ordinances or resolutions are adopted implementing that action, PPT employees shall not be in the Fresno City Employees’ Retirement System and shall be provided with Social Security benefits. PPT employees who participated in the plan as a permanent full-time employee and whose contributions remain on deposit remain members of the Fresno City Employees’ Retirement System. 3. PPT employees shall be paid for jury duty attendance and court attendance in accordance with FMC Sections 3-109 and 3-110. 4. Holidays PPT employees shall receive paid leave for holidays in proportion to the number of non-overtime hours scheduled for that position, as reflected in the adopted budget. 5. Leave for PPT Employees in Exhibit 2 PPT employees holding an appointment in a permanent class included in Exhibit 2, shall be granted leave under the same terms and conditions as full time employees in the same class in Exhibit 2, except that such leave shall be at a rate proportionate to a permanent full time employee occupying the same class, according to the number of hours scheduled to work. C. Use of Protected Sick Leave for Police Cadets and Permanent Part-Time Employees: 1. The first three (3) days or twenty-four (24) hours, whichever is greater, of leave shall be Protected Sick Leave by an employee on or after July 1 of each year if used for the purposes noted in subsection C.3 below, and will be considered leave taken under AB1522, Healthy Workplace Healthy Family Act of 2014. The leave will not be used or considered for the purpose of corrective and/or disciplinary action. The purpose of this benefit is to allow employees time to care for themselves and family members as defined in California Labor Code section 246.5 for the purposes identified in California Labor Code section 233 as stated in subsection 3 below. Employees are encouraged to schedule routine medical and/or dental appointments outside of regular work hours when possible. Use of Protected Sick Leave shall be authorized and recorded by an appointing authority or designee. Resolution No. FY 2019 Salary Resolution Page 26 2. Protected Sick Leave can be used for: a. Diagnosis, care, or treatment of an existing health condition of, or preventative care for, an employee; b. Diagnosis, care, or treatment of an existing health condition of, or preventative care for an employee’s parent (a biological adoptive, or foster parent, stepparent, or legal guardian of an employee or the employee’s spouse or registered domestic partner, or a person who stood in loco parentis when the employee was a minor child), child (a child, which for purposes of this article means a biological, adopted, or foster child, stepchild, legal ward, or a child to whom the employee stands in loco parentis - this definition of a child is applicable regardless of age or dependency status), spouse, registered domestic partner, parent-in-law, sibling, grandchild, or grandchild; or, c. For an employee who is a victim of domestic violence, sexual assault, or stalking, the purposes described in Labor Code Section 230(c) and Labor Code Section 230.1(a). 3. After the employee has taken the first three (3) days of Protected Sick Leave for purposes as defined in subsection C3 above on or after July 1 of each year, these provisions under AB1522, Healthy Workplace Healthy Family Act of 2014 will no longer be applicable. 4. Protected Sick Leave requests will be administered in accordance with existing FMC provisions, City administrative orders, policies, procedures, rules and regulations regarding approval of time off. SECTION 21. CONVERSION OF LEAVES WHEN CHANGING BARGAINING UNITS A. Employees changing from a bargaining unit with leave banks that are the same as leave banks in the bargaining unit to which they are transferring, will maintain their existing leave balances, (ee.g. Vacation Leave to Vacation Leave, Sick Leave to Sick Leave, Supplemental Sick Leave to Supplemental Sick Leave, etc.), subject to Section 21, Subsection (H) Leave Caps below. Employees in a bargaining unit with Administrative Leave or Management Leave who move to a bargaining unit with Administrative or Management Leave will maintain their existing leave balances. Administrative Leave and Management Leave shall be the same leave type. Resolution No. FY 2019 Salary Resolution Page 27 B. Annual Leave/Vacation Leave - Employees with an Annual Leave balance moving transferring to a position in a bargaining unit which is not covered by Annual Leave, may either cash out unused Annual Leave at the former class’ base rate of pay, or convert the unused Annual Leave to a non- accruing Annual Leave bank. The conversion is obtained by multiplying unused Annual Leave hours by the former class’s base rate of pay (converted to an hourly figure), dividing the product by the new class’s base rate of pay (converted to an hourly figure), and placing the resulting balance for leave usage as requested and designated by the employee, with appropriate approval. Employees with Vacation Leave moving transferring to a bargaining unit with Annual Leave will have all Vacation accruals transferred converted to Annual Leave. C. Sick Leave – Employees with Sick Leave who move to a bargaining unit with Annual Leave will have their unused Sick Leave balances frozen. D. Supplemental Sick Leave – Employees with Supplemental Sick Leave who move transfer to a bargaining unit with no Supplemental Sick Leave may either cash the leave out at the former class’ base rate of pay or continue to maintain the Supplemental Sick Leave. If the employee elects to retain the Supplemental Sick Leave, it may be used pursuant to Section 12. E. Supplemental Management Leave (formerly “Supplemental Administrative Leave”) – Employees with Supplemental Management Leave who move transfer to a bargaining unit with no Supplemental Management Leave, will retain such leave for use during the fiscal year. Leave not used by the end of the fiscal year cannot be cashed out and is forfeited. F. Employee Incentive Time Off (EITO) – Employees with EITO who move transfer to a bargaining unit with no EITO will have the EITO balance cashed out at the former class’ base rate of pay at the time of transfer. G. Compensatory Time Off (CTO) – Employees with CTO who move transfer to a bargaining unit with no CTO, will have all time cashed out at the former class’ rate of pay. Employees with CTO who move transfer to a Conversion example: 100 unused hrs x $15.00 (Former base rate) = 75 hrs placed in non-accruing $20.00 (New class base rate) annual leave balance account Resolution No. FY 2019 Salary Resolution Page 28 bargaining unit with CTO will be subject to all provisions regarding CTO in the new bargaining unit. If the employee’s CTO balance is over the cap of the new bargaining unit, any CTO above the cap will be cashed out at the former class’ base rate of pay. H. Leave Caps - When employees change transfer from one bargaining unit to a different bargaining unit that has a lower leave accrual cap for leave other than Sick Leave, all leave over the cap will be cashed out at the former class’ base rate of pay upon the conclusion of the second pay period after the change transfer in bargaining unit. The cash out is obtained by multiplying the amount of hours over the new cap by the former class' base rate of pay (converted to an hourly figure). Employees with Sick Leave who move transfer to a bargaining unit with Sick Leave whose balance is over the cap of the new bargaining unit will have any hours above the Sick Leave cap transferred converted to a Frozen Sick Leave bank. Employees with Holiday Leave who move transfer to a bargaining unit with a Holiday Leave whose balance is over the cap of the new bargaining unit will have any Holiday Leave above the cap transferred converted to a Special Holiday Leave bank. Employees with Special Holiday Leave who move transfer to a bargaining unit with no Holiday Leave cap will have all Special Holiday Leave transferred converted to Holiday Leave. SECTION 22. SPECIAL PROVISIONS FOR EMPLOYEES ON LEAVE FOR MILITARY SERVICE The City will extend salary and benefits to permanent City employees while they are serving in active military duty deployments of more than thirty-one (31) days as follows: A. Payment of the employee’s salary differential benefit; B. Payment of the City’s portion of the employees’ Health and Welfare Contribution, if the employee is currently covered by the City of Fresno Health and Welfare Trust; and C. Continued accrual of Vacation, Sick Leave, Annual Leave and/or Management Leave balances to which they are otherwise entitled by unit designation and employee status during the period of deployment. Resolution No. FY 2019 Salary Resolution Page 29 SECTION 23. BEREAVEMENT LEAVE In accordance with FMC Sections 3-107 (d)(1) and (h), upon the death of a member of an employee’s immediate family, the employee shall be allowed to use Sick Leave (or Annual Leave) for such Special Leave as is actually necessary to take care of funeral arrangements or attend the funeral, but not to exceed four working days; provided, however, that members of the fire fighting forces working a twenty-four hour shift shall be allowed such Ssick Lleave not to exceed two regular working shifts. For the purpose of this provision, immediate family includes: the employee’s child, parent, spouse, registered domestic partner, parent-in-law, grandparent, grandchildren, or sibling. An employee may use Sick Leave to attend the funeral of a person other than a member of the immediate family if granted such Special Leave by their department head. The department head shall notify Personnel Services Director when any employee is granted such Special Leave. SECTION 24. LEAVE INTEGRATION WITH STATE DISABILITY INSURANCE (SDI) FOR NEW EMPLOYEES AND EMPLOYEES TRANSITIONING FROM A BARGAINING UNIT WITH SDI; LEAVE INTEGRATION WITH THE CITY’S LONG TERM DISABILITY INSURANCE PLAN A. INTEGRATION WITH SDI (INCLUDING PAID FAMILY LEAVE) (SDI/PFL) Employees eligible for SDI/PFL benefits under Section 2601, et seq. of California Unemployment Insurance Code receive benefits pursuant to California Unemployment Insurance Code Section 2655. Newly hired employees and employees transitioning from a bargaining unit with SDI participation are eligible to intergrate their leave balances under this Section. Integrating leave balances is defined as using the SDI/PFL benefit combined with an appropriate number of hours per work week of the employee’s available leave balances added together to provide regular, bi- weekly income. Before leave integration will occur, an employee must file a claim as required under SDI/PFL and make a timely election to integrate leave with SDI/PFL benefits which shall be no more than 100 percent of the employee’s normal bi-weekly gross wages (excluding overtime pay) immediately prior to the start of the disability period. A timely election to integrate leave shall be notification to the City as soon as practical, but no later than fourteen (14) calendar days after Formatted: Underline Formatted: Normal, Indent: Left: 0", First line: 0" Formatted: Justified Formatted: Justified, Indent: Left: 0.9", No bullets or numbering Resolution No. FY 2019 Salary Resolution Page 30 commencement of the leave. Notification shall be provided by completing an integration agreement form available in each Department from the Payroll Clerk or Payroll directly. Extensions beyond fourteen (14) calendar days may be given due to exigent good cause circumstances on a case-by- case basis by the Director of Personnel Services or their designee. Employees who elect to integrate as described above must provide Payroll with a copy of the Employment Development Department’s (EDD) Notice of Computation within fourteen (14) calendar days of their receipt of the Notice, and are required to authorize EDD to share benefit computations with the City on their initial claim forms. Extensions beyond fourteen (14) calendar days due to exigent good cause circumstances, such as the employee being incapacitated, may be considered on a case-by-case basis. Leave integration will not be allowed or provided for any period before the City receives the signed integration agreement and the Notice of Computation, including retroactive integration, unless exigent good cause circumstances apply (i.e., integration will occur only on a prospective basis after the City’s receipt of the required leave integration paperwork unless exigent good cause circumstances apply). Integrating leave balances with SDI benefits will continue only if leave balances are available and the employee remains eligible to receive SDI/PFL benefits. Once integration begins, it will continue as long as leave balances are available and SDI/PFL benefits continue. Integration will end, whichever comes first in time, upon: (1) notification from the employee that SDI/PFL benefits have terminated, (2) the employee exhausting all leave balances and/or donated time resulting in leave without pay status, (3) the employee’s return to work, or (4) the employee’s separation from City employment. An employee who is integrating leave and has exhausted all other leave balances may apply for donated time in accordance with City policies. Donated time will be integrated in the same manner as all other available leave time as described in this Section. B. INTEGRATION WITH THE CITY’S LONG TERM DISABILITY PLAN Employees eligible for the City’s Long Term Disability Plan may elect to integrate leave time with those Plan benefits by signing an integration agreement as soon as practical, but no later than fourteen (14) calendar days after commencement of the leave. Notification shall be provided by completing an integration agreement form available in each Department from the Payroll Clerk or Payroll directly. Extensions beyond fourteen (14) Resolution No. FY 2019 Salary Resolution Page 31 calendar days may be given due to exigent good cause circumstances on a case-by-case basis by the Director of Personnel Services or their designee. Employees who elect to integrate as described above must provide Payroll with a copy of the City’s Long Term Disability Plan’s Notice of Award within fourteen (14) calendar days of their receipt of the Notice. Extension beyond fourteen (14) calendar days due to exigent good cause circumstances, such as the employee being incapacitated, may be considered on a case-by-case basis Integration will end, whichever comes first in time, upon: (1) notification from the employee that Plan benefits have terminated, (2) the employee exhausting all leave balances and/or donated time resulting in leave without pay status, (3) the employee’s return to work, or (4) the employee’s separation from City employment. SECTION 254. SALARIES FOR EMPLOYEES IN EXHIBIT 2, EXHIBIT 8, AND PERMANENT PART-TIME EMPLOYEES WHILE ABSENT DUE TO INJURY IN THE LINE OF DUTY The percentage of wages or salary received for an employee who suffers an injury in the course and scope of City employment shall be the percentage established by the State of California Workers’ Compensation laws. SECTION 265. BENCHMARKING DELETED CLASSIFICATIONS Consistent with FMC Section 3-205, the job classifications or pay step identified in Exhibit 16 have been deleted and a pay relationship to calculate retirement benefits for the respective job classifications or pay step has are hereby established as incorporated by this reference. Exhibit 16 reflects benchmarked job classifications from 2016since January 28, 2016. SECTION 27. TEMPORARY EMPLOYMENT OF CITY RETIREE Consistent with Fresno Municipal Code Sections 3-345 and 3-557 former employees who are receiving a retirement benefit from the City of Fresno Fire and Police Retirement System or the City of Fresno Employees Retirement System may be employed on a temporary basis not to exceed 2080 over the course of two consecutive fiscal years if there is a showing made by the appointing authority that the person possesses special skills or experience necessary to perform the duties of the position. Before commencing such temporary employment, there must be a bona-fide employment separation. For the purposes of this Section, “bona fide employment separation” means: (1) there has been no explicit or implicit understanding or agreement before their retirement, and for at least 90 calendar days after their retirement, between the Formatted Formatted: Normal, Indent: Left: 0", First line: 0" Formatted: Font: (Default) Arial Formatted: Heading 1, Left Formatted: Font: (Default) Arial, Underline, English (United States) Formatted: Font: (Default) Arial, Underline, English (United States) Resolution No. FY 2019 Salary Resolution Page 32 employee and the City of their future temporary employment with the City, and (2) upon their retirement, the retired employee provides no work for the City, including work as a full-time, part-time, or seasonal employee; an employee through a third-party contract with the City; an independent contractor; or a leased employee, for at least 90 calendar days. SECTION 286. UNUSUAL CIRCUMSTANCES In any case where, by reason of unusual circumstances, rigid adherence to the foregoing rules would cause a manifest injustice, the City Manager, on recommendation of the appropriate appointing authority and the Director of Personnel Services, may make such order deviating therefrom, as is in the City Manager’s judgment, proper to mitigate the injustice. SECTION 297. CONFLICTING RESOLUTIONS Resolution No. 2018-1592017-176, all amendments thereto, and all other resolutions or parts of resolutions in conflict with this resolution except as such resolutions or parts thereof approve a MOU or T & C, are hereby repealed. SECTION 3028. RESOLUTION EFFECTIVE DATE Upon final legislative approval, this Resolution shall become effective July 1, 201918. SEE APPENDIX FOR FOOTNOTES Page 1.1 2 This is an entry level class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. 7 This class is in a flexibly-staffed series, which allows an employee to “flex” to the journey level after a required training period. 9/3/2018 Fifth Council Amendment Supersedes the Original EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39), effective September 3, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Airports Building Maintenance Technician 310011 12 3470 3643 3825 4016 4217 Airports Operations Leadworker 310010 12 4052 4255 4468 4691 4926 Airports Operations Specialist 310012 12 3684 3868 4061 4264 4477 Automotive Parts Leadworker 145006 12 3684 3868 4061 4264 4477 Automotive Parts Specialist 145005 12 3348 3515 3690 3876 4069 Aviation Mechanic I 4100394 12 4495 4721 4956 5204 5464 Aviation Mechanic II 4100404 12 4945 5192 5451 5725 6010 Aviation Mechanic Leadworker 410041 12 5439 5711 5997 6297 6612 Body & Fender Repairer 320036 12 4495 4721 4956 5204 5464 Body & Fender Repairer Leadworker 320037 12 4945 5192 5451 5725 6010 Body & Fender Repairer Trainee 320035 67 4051 4254 4467 4690 4925 Brake & Front End Specialist 710085 12 4945 5192 5451 5725 6010 Bus Air Conditioning Mechanic 320031 12 4495 4721 4956 5204 5464 Bus Air Conditioning Mechanic Leadworker 320032 12 4945 5192 5451 5725 6010 Bus Air Conditioning Mechanic Trainee 320030 67 4051 4254 4467 4690 4925 Bus Equipment Attendant Leadworker 320040 12 3684 3868 4061 4264 4477 Bus Mechanic I 3200202 - 4051 4254 4467 4690 4925 Bus Mechanic II 320021 12 4495 4721 4956 5204 5464 Bus Mechanic Leadworker 320022 12 4945 5192 5451 5725 6010 Collection System Maintenance Specialist 630002 12 4098 4303 4519 4744 4981 Collection System Maintenance Technician 630001 12 3725 3912 4108 4313 4528 Combination Welder 710067 12 4495 4721 4956 5204 5464 Combination Welder Leadworker 710066 12 4945 5192 5451 5725 6010 Communications Technician I 710050 12 4030 4231 4442 4664 4897 Communications Technician II 710051 12 4442 4664 4897 5142 5399 SEE APPENDIX FOR FOOTNOTES Page 1.2 2 This is an entry level class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39) CLASS TITLE JOB CODE PROB PER A B C D E Cross Connection Control Technician 610040 12 4306 4521 4747 4984 5233 Custodian 810001 12 2751 2888 3032 3184 3343 Electronic Equipment Installer 710060 12 3268 3431 3603 3783 3972 Equipment Service Worker I 710075 12 3348 3515 3690 3876 4069 Equipment Service Worker II 710076 12 3684 3868 4061 4264 4477 Fire Equipment Mechanic I 420010 67 4051 4254 4467 4690 4925 Fire Equipment Mechanic II 420011 12 4495 4721 4956 5204 5464 Fire Equipment Mechanic Leadworker 420012 12 4945 5192 5451 5725 6010 Graffiti Abatement Technician 710009 12 3304 3469 3643 3825 4016 Ground Water Production Specialist 610037 12 4306 4521 4747 4984 5233 Ground W ater Production Technician 610036 12 3915 4111 4316 4531 4758 Heavy Equipment Mechanic I 7101002 - 4051 4254 4467 4690 4925 Heavy Equipment Mechanic II 710101 12 4495 4721 4956 5204 5464 Heavy Equipment Mechanic Leadworker 710102 12 4945 5192 5451 5725 6010 Heavy Equipment Operator 710025 12 4181 4391 4609 4841 5081 Instrumentation Specialist 620025 12 4735 4972 5221 5481 5755 Instrumentation Technician 620026 12 4306 4521 4747 4984 5233 Irrigation Specialist 510005 12 3636 3818 4008 4208 4418 Laborer 710005 12 2792 2920 3053 3192 3343 Light Equipment Mechanic I 7100952 - 4051 4254 4467 4690 4925 Light Equipment Mechanic II 710096 12 4495 4721 4956 5204 5464 Light Equipment Mechanic Leadworker 710097 12 4945 5192 5451 5725 6010 Light Equipment Operator 710020 12 3684 3868 4061 4264 4477 Locksmith 810015 12 3369 3538 3714 3900 4094 Maintenance & Construction Worker 710015 12 3348 3515 3690 3876 4069 Maintenance & Operations Assistant 710001 12 2792 2920 3053 3192 3343 Maintenance Carpenter I 810020 12 3708 3893 4088 4292 4506 Maintenance Carpenter II 810021 12 4090 4294 4509 4734 4971 Park Equipment Mechanic II 710110 12 3684 3868 4061 4264 4477 Park Equipment Mechanic Leadworker 710111 12 4051 4254 4467 4690 4925 SEE APPENDIX FOR FOOTNOTES Page 1.3 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39) CLASS TITLE JOB CODE PROB PER A B C D E Parking Meter Attendant I 7101254 124 3026 3177 3337 3503 3678 Parking Meter Attendant II 7101264 124 3330 3496 3670 3853 4046 Parking Meter Attendant III 710127 12 3662 3844 4037 4238 4450 Parks Maintenance Leadworker 510003 12 3636 3818 4008 4208 4418 Parks Maintenance Worker I 510001 12 2751 2888 3032 3184 3343 Parks Maintenance Worker II 510002 12 3305 3470 3643 3825 4016 Power Generation Operator/Mechanic 620055 12 4989 5238 5500 5774 6063 Property Maintenance Leadworker 810007 12 3715 3901 4096 4301 4516 Property Maintenance Worker 810006 12 3470 3643 3827 4017 4217 Roofer 810010 12 3369 3537 3715 3900 4094 Sanitation Operator 640021 12 3684 3868 4061 4264 4477 Senior Collection System Maintenance Specialist 630004 12 4508 4733 4970 5218 5479 Senior Communications Technician 710052 12 4900 5145 5402 5672 5956 Senior Custodian 810002 12 3026 3177 3337 3503 3678 Senior Ground Water Production Operator 610038 12 5268 5531 5808 6098 6403 Senior Heavy Equipment Operator 710026 12 5147 5404 5674 5958 6256 Senior Sanitation Operator 640022 12 4051 4254 4467 4690 4925 Senior Wastewater Mechanical Specialist 620062 12 4535 4762 5000 5250 5512 Senior Wastewater Treatment Plant Operator 620043 12 5268 5531 5808 6098 6403 Senior Water Distribution/Production Operator 610030 12 5268 5531 5808 6098 6403 Senior Water Treatment Plant Operator 610039 12 5376 5645 5927 6223 6534 Solid Waste Safety & Training Specialist 640005 12 3845 4038 4240 4452 4674 Street Maintenance Leadworker 710040 12 3775 3963 4161 4369 4587 Street Sweeper Lead Operator 710036 12 4051 4254 4467 4690 4925 Street Sweeper Operator 710035 12 3684 3868 4061 4264 4477 Tire Maintenance & Repair Technician 710081 12 3684 3868 4061 4264 4477 Tire Maintenance Worker 710080 12 3348 3515 3690 3876 4069 Traffic Maintenance Leadworker 710046 12 3775 3963 4161 4369 4587 SEE APPENDIX FOR FOOTNOTES Page 1.4 1 This is a training class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39) CLASS TITLE JOB CODE PROB PER A B C D E Traffic Maintenance Worker I 7100444 124 3113 3268 3431 3603 3783 Traffic Maintenance Worker II 7100454 124 3423 3594 3774 3962 4160 Tree Trimmer Leadworker 510010 12 3746 3933 4130 4337 4554 Utility Leadworker 710010 12 3636 3818 4008 4208 4418 Waste Container Maintenance Worker 640010 12 3026 3177 3337 3503 3678 Wastewater Distributor Technician 620050 12 3387 3556 3734 3920 4116 Wastewater Mechanical Specialist 620061 12 4306 4521 4747 4984 5233 Wastewater Mechanical Technician 620060 12 3915 4111 4316 4531 4758 Wastewater Treatment Plant Operator-In- Training 6200401 - 3387 3556 3734 3920 4116 Wastewater Treatment Plant Specialist 620042 12 4535 4762 5000 5250 5512 Wastewater Treatment Plant Technician 620041 12 4306 4521 4747 4984 5233 Water Distribution/Production Specialist 610029 12 4306 4521 4747 4984 5233 Water Distribution/Production Technician 610028 12 3915 4111 4316 4531 4758 Water Maintenance Mechanic Specialist 610032 12 4306 4521 4747 4984 5233 Water Maintenance Mechanic Technician 610031 12 3915 4111 4316 4531 4758 Water Quality Specialist 610034 12 4306 4521 4747 4984 5233 Water Quality Technician 610033 12 3915 4111 4316 4531 4758 Welder 710065 12 4051 4254 4467 4690 4925 SEE APPENDIX FOR FOOTNOTES Page 1.5 2 This is an entry level class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 7 This class is in a flexibly-staffed series, which allows an employee to “flex” to the journey level after a required training period. 9/3/2018 Fifth Council Amendment EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39), effective March 18, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Airports Building Maintenance Technician 310011 12 3557 3735 3921 4117 4323 Airports Operations Leadworker 310010 12 4155 4363 4581 4810 5050 Airports Operations Specialist 310012 12 3777 3965 4163 4371 4589 Automotive Parts Leadworker 145006 12 3777 3965 4163 4371 4589 Automotive Parts Specialist 145005 12 3432 3603 3783 3973 4171 Aviation Mechanic I 4100394 124 4608 4840 5080 5335 5601 Aviation Mechanic II 4100404 124 5070 5323 5589 5869 6161 Aviation Mechanic Leadworker 410041 12 5576 5855 6148 6455 6778 Body & Fender Repairer 320036 12 4608 4840 5080 5335 5601 Body & Fender Repairer Leadworker 320037 12 5070 5323 5589 5869 6161 Body & Fender Repairer Trainee 3200357 67 4154 4362 4580 4809 5049 Brake & Front End Specialist 710085 12 5070 5323 5589 5869 6161 Bus Air Conditioning Mechanic 320031 12 4608 4840 5080 5335 5601 Bus Air Conditioning Mechanic Leadworker 320032 12 5070 5323 5589 5869 6161 Bus Air Conditioning Mechanic Trainee 3200307 67 4154 4362 4580 4809 5049 Bus Equipment Attendant Leadworker 320040 12 3777 3965 4163 4371 4589 Bus Mechanic I 3200204 2 124- 4154 4362 4580 4809 5049 Bus Mechanic II 3200214 124 4608 4840 5080 5335 5601 Bus Mechanic Leadworker 320022 12 5070 5323 5589 5869 6161 Collection System Maintenance Specialist 630002 12 4201 4411 4632 4863 5106 Collection System Maintenance Technician 630001 12 3819 4010 4211 4421 4642 Combination Welder 710067 12 4608 4840 5080 5335 5601 Combination Welder Leadworker 710066 12 5070 5323 5589 5869 6161 Communications Technician I 710050 12 4131 4337 4554 4781 5020 Communications Technician II 710051 12 4554 4781 5020 5271 5534 Formatted: Superscript Formatted: Superscript Formatted: Superscript Formatted: Superscript Commented [KG1]: Ck with Ken – intent when applying? Consistent with job spec and current practice Formatted: Superscript Formatted: Superscript Formatted: Indent: Left: 0.42", First line: 0" Formatted: Font: Bold SEE APPENDIX FOR FOOTNOTES Page 1.5 Supersedes the Original SEE APPENDIX FOR FOOTNOTES Page 1.6 EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39), effective March 18, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Cross Connection Control Technician 610040 12 4414 4635 4866 5109 5364 Custodian 810001 12 2820 2961 3109 3264 3427 Electronic Equipment Installer 710060 12 3350 3517 3694 3878 4072 Equipment Service Worker I 710075 12 3432 3603 3783 3973 4171 Equipment Service Worker II 710076 12 3777 3965 4163 4371 4589 Fire Equipment Mechanic I 4200107 67 4154 4362 4580 4809 5049 Fire Equipment Mechanic II 420011 12 4608 4840 5080 5335 5601 Fire Equipment Mechanic Leadworker 420012 12 5070 5323 5589 5869 6161 Graffiti Abatement Technician 710009 12 3387 3556 3735 3921 4117 Ground Water Production Specialist 610037 12 4414 4635 4866 5109 5364 Ground Water Production Technician 610036 12 4013 4214 4424 4645 4877 Heavy Equipment Mechanic I 7101004 2 124- 4154 4362 4580 4809 5049 Heavy Equipment Mechanic II 7101014 124 4608 4840 5080 5335 5601 Heavy Equipment Mechanic Leadworker 710102 12 5070 5323 5589 5869 6161 Heavy Equipment Operator 710025 12 4286 4501 4725 4963 5209 Instrumentation Specialist 620025 12 4854 5097 5352 5619 5899 Instrumentation Technician 620026 12 4414 4635 4866 5109 5364 Irrigation Specialist 510005 12 3727 3914 4109 4314 4529 Laborer 710005 12 2862 2993 3130 3272 3427 Light Equipment Mechanic I 7100954 2 124- 4154 4362 4580 4809 5049 Light Equipment Mechanic II 7100964 124 4608 4840 5080 5335 5601 Light Equipment Mechanic Leadworker 710097 12 5070 5323 5589 5869 6161 Light Equipment Operator 710020 12 3777 3965 4163 4371 4589 Locksmith 810015 12 3454 3627 3807 3998 4197 Maintenance & Construction Worker 710015 12 3432 3603 3783 3973 4171 Maintenance & Operations Assistant 710001 12 2862 2993 3130 3272 3427 Maintenance Carpenter I 810020 12 3801 3991 4191 4400 4619 Maintenance Carpenter II 810021 12 4193 4402 4622 4853 5096 Park Equipment Mechanic II 710110 12 3777 3965 4163 4371 4589 Park Equipment Mechanic Leadworker 710111 12 4154 4362 4580 4809 5049 Formatted: Superscript Formatted: Superscript Formatted: Superscript Formatted: Superscript Formatted: Superscript SEE APPENDIX FOR FOOTNOTES Page 1.6 2 This is an entry level class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 7 This class is in a flexibly-staffed series, which allows an employee to “flex” to the journey level after a required training period. Formatted: Justified, Indent: Left: 0.42", First line: 0", Space After: 12 pt Formatted: Font: Bold SEE APPENDIX FOR FOOTNOTES Page 1.7 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39), effective March 18, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Parking Meter Attendant I 7101254 124 3102 3257 3421 3591 3770 Parking Meter Attendant II 7101264 124 3414 3584 3762 3950 4148 Parking Meter Attendant III 710127 12 3754 3941 4138 4345 4562 Parks Maintenance Leadworker 510003 12 3727 3914 4109 4314 4529 Parks Maintenance Worker I 510001 12 2820 2961 3109 3264 3427 Parks Maintenance Worker II 510002 12 3388 3557 3735 3921 4117 Power Generation Operator/Mechanic 620055 12 5114 5369 5638 5919 6215 Property Maintenance Leadworker 810007 12 3809 3999 4199 4409 4629 Property Maintenance Worker 810006 12 3557 3735 3923 4118 4323 Roofer 810010 12 3454 3626 3808 3998 4197 Sanitation Operator 640021 12 3777 3965 4163 4371 4589 Senior Collection System Maintenance Specialist 630004 12 4621 4852 5095 5349 5616 Senior Communications Technician 710052 12 5023 5274 5538 5814 6105 Senior Custodian 810002 12 3102 3257 3421 3591 3770 Senior Ground Water Production Operator 610038 12 5400 5670 5954 6251 6564 Senior Heavy Equipment Operator 710026 12 5276 5540 5817 6108 6413 Senior Sanitation Operator 640022 12 4154 4362 4580 4809 5049 Senior Wastewater Mechanical Specialist 620062 12 4649 4882 5125 5382 5650 Senior W astewater Treatment Plant Operator 620043 12 5400 5670 5954 6251 6564 Senior Water Distribution/Production Operator 610030 12 5400 5670 5954 6251 6564 Senior Water Treatment Plant Operator 610039 12 5511 5787 6076 6379 6698 Solid Waste Safety & Training Specialist 640005 12 3942 4139 4346 4564 4791 Street Maintenance Leadworker 710040 12 3870 4063 4266 4479 4702 Street Sweeper Lead Operator 710036 12 4154 4362 4580 4809 5049 Street Sweeper Operator 710035 12 3777 3965 4163 4371 4589 Tire Maintenance & Repair Technician 710081 12 3777 3965 4163 4371 4589 Tire Maintenance Worker 710080 12 3432 3603 3783 3973 4171 Traffic Maintenance Leadworker 710046 12 3870 4063 4266 4479 4702 SEE APPENDIX FOR FOOTNOTES Page 1.8 1 This is a training class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 1 Unit 1 – Non-Supervisory Blue Collar (Local 39), effective March 18, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Traffic Maintenance Worker I 7100444 124 3191 3350 3517 3694 3878 Traffic Maintenance Worker II 7100454 124 3509 3684 3869 4062 4264 Tree Trimmer Leadworker 510010 12 3840 4032 4234 4446 4668 Utility Leadworker 710010 12 3727 3914 4109 4314 4529 Waste Container Maintenance Worker 640010 12 3102 3257 3421 3591 3770 Wastewater Distributor Technician 620050 12 3472 3645 3828 4018 4219 Wastewater Mechanical Specialist 620061 12 4414 4635 4866 5109 5364 Wastewater Mechanical Technician 620060 12 4013 4214 4424 4645 4877 Wastewater Treatment Plant Operator-In- Training 6200401 - 3472 3645 3828 4018 4219 Wastewater Treatment Plant Specialist 620042 12 4649 4882 5125 5382 5650 Wastewater Treatment Plant Technician 620041 12 4414 4635 4866 5109 5364 Water Distribution/Production Specialist 610029 12 4414 4635 4866 5109 5364 Water Distribution/Production Technician 610028 12 4013 4214 4424 4645 4877 Water Maintenance Mechanic Specialist 610032 12 4414 4635 4866 5109 5364 Water Maintenance Mechanic Technician 610031 12 4013 4214 4424 4645 4877 Water Quality Specialist 610034 12 4414 4635 4866 5109 5364 Water Quality Technician 610033 12 4013 4214 4424 4645 4877 Welder 710065 12 4154 4362 4580 4809 5049 SEE APPENDIX FOR FOOTNOTES Page 2.1 EXHIBIT 2 Unit 2 – Non-Represented Management and Confidential Classes CLASS TITLE JOB CODE PROB PER RANGE A B C D E Airport Public Safety Manager 310004e - E7 8128 8291 - 10160 10364 Assistant City Attorney 160008e - E4 11165 11389 - 16023 16344 Assistant City Manager 150135e - E3 14892 15190 - 18615 18988 Assistant Controller 135020e - E5 9400 9588 - 13196 13460 Assistant Director 150160e - E5 9400 9588 - 13196 13460 Assistant Director of Personnel Services 150043e - E5 9400 9588 - 13196 13460 Assistant Director of Public Utilities 620100e - E5 9400 9588 - 13196 13460 Assistant Director of Public Works 210089e - E5 9400 9588 - 13196 13460 Assistant Police Chief 415010e - E5 9400 9588 - 13196 13460 Assistant Retirement Administrator 135040e - E5 9400 9588 - 13196 13460 Budget Analyst 135006e 12 E15 5304 5411 - 6421 6550 Budget Manager 135008e - E5 9400 9588 - 13196 13460 Chief Assistant City Attorney 160015e - E3 14892 15190 - 18615 18988 Chief Information Officer 125067e - E4 11165 11389 - 16023 16344 Chief of Staff to the Mayor 150123e - E5 9400 9588 - 13196 13460 City Attorney 160009e - E1 16954 17294 - 21193 21617 City Attorney Investigator 160003 - E15 5304 5411 - 6421 6550 City Clerk 150125e - E5 9400 9588 - 13196 13460 City Engineer 210080e - E4 11165 - 16023 SEE APPENDIX FOR FOOTNOTES Page 2.1 e Exempt class, see Section 4. 11389 16344 City Manager 150130e - E1 16954 17294 - 21193 21617 Community Coordinator 150075e - E16 4005 4086 - 5635 5748 Community Outreach Specialist 150230e - E16 4005 4086 - 5635 5748 Controller 135021e - E4 11165 11389 - 16023 16344 Council Assistant 150085e - E10 3062 3124 - 9236 9421 Council Chief of Staff 150086e - E10 3062 3124 - 9236 9421 Deputy City Attorney II 160006e - E8 7389 7537 - 9236 9421 Deputy City Attorney III 160007e - E7 8128 8291 - 10160 10364 Deputy City Manager 150140e - E7 8128 8291 - 10160 10364 Director 150170e - E4 11165 11389 - 16023 16344 Director of Aviation 310045e - E4 11165 11389 - 16023 16344 SEE APPENDIX FOR FOOTNOTES Page 2.2 EXHIBIT 2 Unit 2 – Non-Represented Management and Confidential Classes CLASS TITLE JOB CODE PROB PER RANGE A B C D E Director of Development 220020e - E4 11165 11389 - 16023 16344 Director of Personnel Services 150042e - E4 11165 11389 - 16023 16344 Director of Public Utilities 620101e - E4 11165 11389 - 16023 16344 Director of Transportation 310040e - E4 11165 11389 - 16023 16344 Economic Development Coordinator 150090e - E10 3062 3124 - 9236 9421 Economic Development Director 150099e - E4 11165 11389 - 16023 16344 Executive Assistant to Department Director 115003e - E19 3900 3978 - 5498 5608 Executive Assistant to the City Attorney 115004e - E17 3900 3978 - 6021 6142 Executive Assistant to the City Manager 115001e - E17 3900 3978 - 6021 6142 Fire Chief 425007e - E3 14892 15190 - 18615 18988 Governmental Affairs Manager 150240e - E10 3062 3124 - 9236 9421 Human Resources Manager 150025e - E7 8128 8291 - 10160 10364 Independent Reviewer 150220e - E5 9400 9588 - 13196 13460 Internal Auditor 135010e 12 E15 5304 5411 - 6421 6550 Investment Officer 135014e - E6 8390 8558 - 11747 11982 Labor Relations Manager 150030e - E7 8128 8291 - 10160 10364 Management Analyst II 150032e† 12 E15 5304 5411 - 6421 6550 Payroll Accountant 130016e 12 E20 5304 5593 - 6603 6769 SEE APPENDIX FOR FOOTNOTES Page 2.2 † This is one position assigned to the Labor Relations Division in the Personnel Services Department, working on confidential issues related to negotiations with bargaining units. e Exempt class, see Section 4. 11/29/2018 Eighth Council Amendment Supersedes the Original Payroll Manager 135012e - E7 8128 8291 - 10160 10364 Police Chief 415008e - E2 15264 15570 - 19080 19472 Principal Budget Analyst 135009e - E7 8128 8291 - 10160 10364 Principal Internal Auditor 135011e - E8 7389 7537 - 9236 9421 Public Affairs Officer 150118e - E8 7389 7537 - 9236 9421 Public Works Director 210085e - E4 11165 11389 - 16023 16344 Retirement Administrator 135030e - E3 14892 15190 - 18615 18988 Retirement Benefits Manager 135045e - E7 8128 8291 - 10160 10364 SEE APPENDIX FOR FOOTNOTES Page 2.3 EXHIBIT 2 Unit 2 – Non-Represented Management and Confidential Classes, effective April 15, 2019 CLASS TITLE JOB CODE PROB PER RANGE A B C D E Senior Budget Analyst 135007e – E8 7389 7537 - 9236 9421 Senior Deputy City Attorney I 160013e – E6 8390 8558 - 11747 11982 Senior Deputy City Attorney II 160014e – E21 9229 9414 – 12922 13181 Senior Deputy City Attorney III 160016e – E22 9690 9884 – 13568 13840 Senior Human Resources/Risk Analyst 150017e – E8 7389 7537 - 9236 9421 Senior Law Clerk 11502210 – E16 4005 4086 – 5635 5748 Supervising Deputy City Attorney 160010e – E5 9400 9588 - 13196 13460 e Exempt class, see Section 4. 10 Persons in this classification are limited to no more than two (2) consecutive years in this class. 4/11/2019 Eleventh Amendment Supersedes Original Formatted Table Formatted: Superscript SEE APPENDIX FOR FOOTNOTES Page 3.1 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 6/24/2019 Twelfth Council Amendment Supersedes Eleventh Council Amendment EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 24, 2019 CLASS TITLE JOB CODE PROB PER A B C D E F Account Clerk I 1300013 63 2689 2811 2938 3075 3220 - Account Clerk II 1300023 123 2938 3075 3220 3366 3521 - Accountant-Auditor I 1300114 124 4013 4197 4392 4605 4821 - Accountant-Auditor II 1300124 124 4647 4862 5099 5341 5594 - Accounting Technician 130010 12 3521 3687 3861 4039 4231 - Administrative Clerk I 1100013 63 2495 2611 2727 2853 2983 - Administrative Clerk II 1100023 123 2768 2896 3028 3169 3316 - Airports Operations Officer I 3100064 124 4355 4568 4788 5028 5279 - Airports Operations Officer II 3100094 124 4788 5028 5279 5544 5821 - Airports Property Specialist I 1750014 124 4659 4884 5116 5357 5616 Airports Property Specialist II 1750024 124 5399 5657 5930 6211 6512 - Associate Electrical Safety Consultant I 230022 12 5389 5645 5917 6196 6495 - Associate Electrical Safety Consultant II 230023 12 5645 5917 6196 6495 6809 - Associate Environmental & Safety Consultant I 230003 12 5389 5645 5917 6196 6495 - Associate Environmental & Safety Consultant II 230004 12 5645 5917 6196 6495 6809 - Associate Plumbing & Mechanical Consultant I 230012 12 5389 5645 5917 6196 6495 - Associate Plumbing & Mechanical Consultant II 230013 12 5645 5917 6196 6495 6809 - Billing System Specialist 125075 12 3953 4138 4334 4530 4742 - Budget Technician 135005 12 3577 3743 3919 4103 4297 - Building Inspector I 2300074 124 4970 5206 5453 5716 5985 - Building Inspector II 2300084 124 5389 5645 5917 6196 6495 - Building Inspector III 230009 12 5645 5917 6196 6495 6809 - SEE APPENDIX FOR FOOTNOTES Page 3.2 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those c ases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 5 This class is in a flexibly-staffed series. The probationary period for employees in the Emergency Services Dispatcher I these classes shall be up to 18 months, at the discretion of management. An employee in this series must serve a minimum one year probationary period. * New class effective July 23, 2018 6/24/2019 Twelfth Council Amendment EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 24, 2019 CLASS TITLE JOB CODE PROB PER A B C D E F Call Center Representative I 1150703 63 2938 3075 3226 3366 3521 - Call Center Representative II 1150713 123 3220 3366 3521 3687 3861 - Central Printing Clerk 120005 12 2768 2896 3028 3169 3316 - Chemist 620020 12 4735 4964 5199 5447 5707 City Records Specialist 115025 12 3577 3743 3919 4103 4297 - Commercial Building Inspector 230015 12 5389 5645 5917 6196 6495 - Community Recreation Assistant 520010 12 3014 3149 3280 3412 3562 - Community Revitalization Specialist 230053 12 4850 5083 5328 5619 5853 - Community Revitalization Technician 230059 12 3374 3531 3695 3870 4052 - Community Services Officer I 4100254 124 3131 3274 3425 3584 3751 - Community Services Officer II 4100264 124 3425 3584 3751 3928 4114 - Computer Systems Specialist I 1250104 124 4249 4447 4658 4882 5113 - Computer Systems Specialist II 1250114 124 5375 5629 5898 6180 6480 - Computer Systems Specialist III 125012 12 5933 6217 6517 6829 7160 - Construction Compliance Specialist 150055 12 4159 4349 4556 4773 4996 - Crime Scene Technician I 4100104 124 3980 4166 4362 4570 4787 - Crime Scene Technician II 4100114 124 4362 4570 4787 5014 5256 - Crime Specialist 410008 12 4992 5228 5479 5740 6018 - Customer Services Clerk I 1150603 63 2941 3074 3214 3364 3521 - Customer Services Clerk II 1150613 123 3221 3372 3531 3690 3861 - Deputy City Clerk 115028* 12 3169 3316 3470 3631 3799 - Development Services Coordinator 230057 12 4915 5185 5437 5697 5970 - Digital Forensics Analyst 410050 12 6555 6883 7227 7588 7967 - Emergency Services Dispatcher I 4100015 125 3729 3880 4041 4227 4404 - Emergency Services Dispatcher II 4100025 125 4100 4294 4499 4711 4927 - Emergency Services Dispatcher III 410003 12 4583 4793 5026 5258 5507 - SEE APPENDIX FOR FOOTNOTES Page 3.2 Supersedes Eleventh Council Amendment SEE APPENDIX FOR FOOTNOTES Page 3.3 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 5 This class is in a flexibly-staffed series. The probationary period for employees in these classes shall be up to 18 months, at the discretion of management. An employee in this series must serve a minimum one year probationary period. 6/24/2019 Twelfth Council Amendment Supersedes Eleventh Council Amendment EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 24, 2019 CLASS TITLE JOB CODE PROB PER A B C D E F Engineer I 2100154 124 5605 5868 6144 6441 6738 - Engineer II 2100164 124 6148 6430 6739 7057 7411 - Engineering Aide I 2100013 63 3113 3251 3400 3558 3727 - Engineering Aide II 2100023 123 3636 3806 3979 4164 4366 - Engineering Inspector I 2300754 124 4789 5033 5260 5508 5775 - Engineering Inspector II 2300764 124 5239 5486 5751 6025 6314 - Engineering Technician I 2100054 124 3657 3828 4012 4192 4389 - Engineering Technician II 2100064 124 4279 4487 4694 4912 5148 - Environmental Control Officer 620001 12 4671 4894 5120 5364 5617 - Facilities Construction Specialist 230085 12 4773 4995 5234 5482 5746 - Fire Prevention Inspector I 4200014 124 4218 4416 4617 4843 5074 - Fire Prevention Inspector II 4200024 124 4862 5083 5328 5589 5853 - Fleet Operations Specialist 710105 12 4460 4668 4893 5123 5369 - Geographic Information System (GIS) Specialist 125025 12 5933 6217 6517 6829 7160 - Graphics Technician 120013 12 3840 4026 4222 4426 4643 - Helicopter Pilot 410033 12 5849 6134 6436 6751 7083 - Housing Rehabilitation Specialist 230056 12 4835 5071 5321 5582 5853 - Industrial/Commercial Water Conservation Representative 610015 12 4679 4902 5129 5373 5627 - Laboratory Assistant 620010 12 3265 3420 3578 3745 3919 - Laboratory Technician I 6200114 124 3925 4109 4302 4504 4715 - Laboratory Technician II 6200124 124 4312 4513 4725 4952 5187 - Landscape Water Conservation Specialist 610005 12 4665 4887 5120 5363 5617 - SEE APPENDIX FOR FOOTNOTES Page 3.4 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 6/24/2019 Twelfth Council Amendment Supersedes Seventh Council Amendment EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 24, 2019 CLASS TITLE JOB CODE PROB PER A B C D E F Law Office Assistant 115021 12 3795 3979 4173 4376 4588 - Network Systems Specialist 125030 12 5933 6217 6517 6829 7160 - PAR Program Specialist 410023 12 3374 3531 3695 3870 4052 - Paratransit Specialist 320005 12 3594 3763 3941 4119 4312 - Parking Controller I 7101204 124 2680 2790 2905 3020 3149 - Parking Controller II 7101214 124 2913 3036 3161 3289 3439 - Parking Controller III 710122 12 3161 3289 3439 3578 3733 - Phlebotomist 410007 12 3265 3420 3578 3745 3919 - Planner I 2200053 63 4439 4640 4861 5095 5339 - Planner II 2200063 123 5001 5276 5532 5797 6075 - Plans and Permit Technician 220002 12 4752 4975 5201 5456 5716 - Plans Examiner 210041 12 5214 5450 5713 5992 6275 - Police Data Transcriptionist 115035 12 3703 3873 4053 4241 4441 - Police Support Services Clerk 115043 12 3084 3225 3374 3531 3695 - Police Support Services Technician 115044 12 3374 3531 3695 3870 4052 - Principal Account Clerk 130004 12 3521 3687 3861 4039 4231 - Procurement Specialist 140002 12 4508 4723 4946 5181 5430 - Program Compliance Officer 640026 12 3854 4044 4241 4448 4665 - Programmer/Analyst I 1250204 124 4249 4447 4658 4882 5113 - Programmer/Analyst II 1250214 124 5375 5629 5898 6180 6480 - Programmer/Analyst III 125022 12 5933 6217 6517 6829 7160 - Programmer/Analyst IV 125023 12 6484 6800 7129 7469 7829 - Property & Evidence Technician 145010 12 3762 3938 4123 4319 4521 - Radio Dispatcher 120015 12 3312 3461 3605 3764 3919 - Rangemaster/Armorer 410035 12 4570 4787 5014 5256 5505 - Real Estate Finance Specialist I 1700014 124 3777 3954 4134 4331 4536 - Real Estate Finance Specialist II 1700024 124 4365 4572 4790 5016 5254 - SEE APPENDIX FOR FOOTNOTES Page 3.5 EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 24, 2019 CLASS TITLE JOB CODE PROB PER A B C D E F Recreation Specialist 520005 12 3645 3813 3993 4181 4377 - Retirement Counselor I 1350504 124 3588 3757 3934 4118 4312 - Retirement Counselor II 1350514 124 3945 4129 4323 4527 4742 - Safety and Training Specialist 150050 12 4212 4417 4635 4861 5099 - Secretary 110050 12 3316 3470 3631 3799 3979 - Senior Account Clerk 130003 12 3220 3366 3521 3687 3861 - Senior Administrative Clerk 110003 12 3028 3169 3316 3470 3631 - Senior Call Center Representative 115072 12 3708 3886 4074 4272 4480 - Senior Commercial Building Inspector 230016 12 5645 5917 6196 6495 6809 - Senior Community Revitalization Specialist 230054 12 5437 5692 5958 6246 6549 - Senior Community Services Officer 410027 12 3674 3845 4026 4212 4413 - Senior Crime Scene Technician 410012 12 4570 4787 5014 5256 5505 - Senior Customer Services Clerk 115062 12 3681 3847 4026 4215 4413 - Senior Deputy City Clerk 115029* 12 3589 3755 3932 4116 4312 - Senior Engineering Technician 210007 12 4827 5054 5292 5547 5802 - Senior Fire Prevention Inspector 420003 12 5437 5692 5958 6246 6549 - Senior Laboratory Technician 620013 12 4806 5037 5276 5527 5791 - Senior Network Systems Specialist 125031 12 6646 6969 7307 7655 8025 - Senior Plans Examiner 210042 12 5727 5996 6276 6579 6899 - Senior Procurement Specialist 140003 12 4946 5181 5430 5689 5959 - Senior Property & Evidence Technician 145011 12 4123 4319 4521 4733 4960 - Senior Records Clerk 110101 12 3169 3316 3470 3631 3799 - Senior Secretary 110051 12 3589 3755 3932 4116 4312 - 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. * New class effective July 23, 2018 6/24/2019 Twelfth Council Amendment Supersedes Seventh Council Amendment SEE APPENDIX FOR FOOTNOTES Page 3.6 EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA) , effective June 24, 2019 CLASS TITLE JOB CODE PROB PER A B C D E F Senior Storeskeeper 145002 12 3762 3938 4123 4319 4521 - Senior Utility Service Representative 230092 12 3943 4128 4323 4525 4742 - Senior Water Systems Telemetry & Distributed Control Specialist 610022 12 6646 6969 7251 7655 8025 - Staff Assistant 150001 12 3564 3731 3908 4084 4276 - Storeskeeper 145001 12 3562 3729 3902 4084 4277 - Survey Party Technician 210030 12 4279 4487 4694 4912 5148 - Tax/Permit Inspector 135001 12 4218 4417 4618 4845 5075 - Traffic Signal Operations Specialist 710150 12 6045 6334 6640 6957 7295 - Transit Scheduler 320049 12 6045 6334 6640 6957 7295 - Tree Program Specialist 510015 12 4459 4670 4895 5127 5369 - Utility Service Representative I 2300904 124 3269 3419 3577 3745 3919 - Utility Service Representative II 2300914 124 3588 3757 3932 4117 4311 - Wastewater Reclamation Coordinator 620035 12 4659 4884 5116 5357 5616 - Water Conservation Representative 610001 12 3373 3531 3695 3869 4051 - Water Systems Telemetry & Distributed Control Specialist 610021 12 5502 5762 6039 6327 6632 - 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 6/24/2019 Twelfth Council Amendment Supersedes Seventh Council Amendment SEE APPENDIX FOR FOOTNOTES Page 3.7 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hir ed at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that requ ire one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 22, 2020 CLASS TITLE JOB CODE PROB PER A B C D E F Account Clerk I 1300013 63 2757 2882 3012 3152 3301 - Account Clerk II 1300023 123 3012 3152 3301 3451 3610 - Accountant-Auditor I 1300114 124 4114 4302 4502 4721 4942 - Accountant-Auditor II 1300124 124 4764 4984 5227 5475 5734 - Accounting Technician 130010 12 3610 3780 3958 4140 4337 - Administrative Clerk I 1100013 63 2558 2677 2796 2925 3058 - Administrative Clerk II 1100023 123 2838 2969 3104 3249 3399 - Airports Operations Officer I 3100064 124 4464 4683 4908 5154 5411 - Airports Operations Officer II 3100094 124 4908 5154 5411 5683 5967 - Airports Property Specialist I 1750014 124 4776 5007 5244 5491 5757 Airports Property Specialist II 1750024 124 5534 5799 6079 6367 6675 - Associate Electrical Safety Consultant I 230022 12 5524 5787 6065 6351 6658 - Associate Electrical Safety Consultant II 230023 12 5787 6065 6351 6658 6980 - Associate Environmental & Safety Consultant I 230003 12 5524 5787 6065 6351 6658 - Associate Environmental & Safety Consultant II 230004 12 5787 6065 6351 6658 6980 - Associate Plumbing & Mechanical Consultant I 230012 12 5524 5787 6065 6351 6658 - Associate Plumbing & Mechanical Consultant II 230013 12 5787 6065 6351 6658 6980 - Billing System Specialist 125075 12 4052 4242 4443 4644 4861 - Budget Technician 135005 12 3667 3837 4017 4206 4405 - Building Inspector I 2300074 124 5095 5337 5590 5859 6135 - Building Inspector II 2300084 124 5524 5787 6065 6351 6658 - Building Inspector III 230009 12 5787 6065 6351 6658 6980 - SEE APPENDIX FOR FOOTNOTES Page 3.8 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 5 This class is in a flexibly-staffed series. The probationary period for employees in these classes shall be up to 18 months, at the discretion of management. An employee in this series must serve a minimum one year probationary period. EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 22, 2020 CLASS TITLE JOB CODE PROB PER A B C D E F Call Center Representative I 1150703 63 3012 3152 3307 3451 3610 - Call Center Representative II 1150713 123 3301 3451 3610 3780 3958 - Central Printing Clerk 120005 12 2838 2969 3104 3249 3399 - Chemist 620020 12 4854 5089 5329 5584 5850 City Records Specialist 115025 12 3667 3837 4017 4206 4405 - Commercial Building Inspector 230015 12 5524 5787 6065 6351 6658 - Community Recreation Assistant 520010 12 3090 3228 3362 3498 3652 - Community Revitalization Specialist 230053 12 4972 5211 5462 5760 6000 - Community Revitalization Technician 230059 12 3459 3620 3788 3967 4154 - Community Services Officer I 4100254 124 3210 3356 3511 3674 3845 - Community Services Officer II 4100264 124 3511 3674 3845 4027 4217 - Computer Systems Specialist I 1250104 124 4356 4559 4775 5005 5241 - Computer Systems Specialist II 1250114 124 5510 5770 6046 6335 6642 - Computer Systems Specialist III 125012 12 6082 6373 6680 7000 7339 - Construction Compliance Specialist 150055 12 4263 4458 4670 4893 5121 - Crime Scene Technician I 4100104 124 4080 4271 4472 4685 4907 - Crime Scene Technician II 4100114 124 4472 4685 4907 5140 5388 - Crime Specialist 410008 12 5117 5359 5616 5884 6169 - Customer Services Clerk I 1150603 63 3015 3151 3295 3449 3610 - Customer Services Clerk II 1150613 123 3302 3457 3620 3783 3958 - Deputy City Clerk 115028* 12 3249 3399 3557 3722 3894 - Development Services Coordinator 230057 12 5038 5315 5573 5840 6120 - Digital Forensics Analyst 410050 12 6719 7056 7408 7778 8167 - Emergency Services Dispatcher I 4100015 125 3823 3977 4143 4333 4515 - Emergency Services Dispatcher II 4100025 125 4203 4402 4612 4829 5051 - Emergency Services Dispatcher III 410003 12 4698 4913 5152 5390 5645 - SEE APPENDIX FOR FOOTNOTES Page 3.9 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an emplo yee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 5 This class is in a flexibly-staffed series. The probationary period for employees in these classes shall be up to 18 months, at the discretion of management. An employee in this series must serve a minimum one year probationary period. EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 22, 2020 CLASS TITLE JOB CODE PROB PER A B C D E F Engineer I 2100154 124 5746 6015 6298 6603 6907 - Engineer II 2100164 124 6302 6591 6908 7234 7597 - Engineering Aide I 2100013 63 3191 3333 3485 3647 3821 - Engineering Aide II 2100023 123 3727 3902 4079 4269 4476 - Engineering Inspector I 2300754 124 4909 5159 5392 5646 5920 - Engineering Inspector II 2300764 124 5370 5624 5895 6176 6472 - Engineering Technician I 2100054 124 3749 3924 4113 4297 4499 - Engineering Technician II 2100064 124 4386 4600 4812 5035 5277 - Environmental Control Officer 620001 12 4788 5017 5248 5499 5758 - Facilities Construction Specialist 230085 12 4893 5120 5365 5620 5890 - Fire Prevention Inspector I 4200014 124 4324 4527 4733 4965 5201 - Fire Prevention Inspector II 4200024 124 4984 5211 5462 5729 6000 - Fleet Operations Specialist 710105 12 4572 4785 5016 5252 5504 - Geographic Information System (GIS) Specialist 125025 12 6082 6373 6680 7000 7339 - Graphics Technician 120013 12 3936 4127 4328 4537 4760 - Helicopter Pilot 410033 12 5996 6288 6597 6920 7261 - Housing Rehabilitation Specialist 230056 12 4956 5198 5455 5722 6000 - Industrial/Commercial Water Conservation Representative 610015 12 4796 5025 5258 5508 5768 - Laboratory Assistant 620010 12 3347 3506 3668 3839 4017 - Laboratory Technician I 6200114 124 4024 4212 4410 4617 4833 - Laboratory Technician II 6200124 124 4420 4626 4844 5076 5317 - Landscape Water Conservation Specialist 610005 12 4782 5010 5248 5498 5758 - SEE APPENDIX FOR FOOTNOTES Page 3.10 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an ad ditional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 22, 2020 CLASS TITLE JOB CODE PROB PER A B C D E F Law Office Assistant 115021 12 3890 4079 4278 4486 4703 - Network Systems Specialist 125030 12 6082 6373 6680 7000 7339 - PAR Program Specialist 410023 12 3459 3620 3788 3967 4154 - Paratransit Specialist 320005 12 3684 3858 4040 4222 4420 - Parking Controller I 7101204 124 2747 2860 2978 3096 3228 - Parking Controller II 7101214 124 2986 3112 3241 3372 3525 - Parking Controller III 710122 12 3241 3372 3525 3668 3827 - Phlebotomist 410007 12 3347 3506 3668 3839 4017 - Planner I 2200053 63 4550 4756 4983 5223 5473 - Planner II 2200063 123 5127 5408 5671 5942 6227 - Plans and Permit Technician 220002 12 4871 5100 5332 5593 5859 - Plans Examiner 210041 12 5345 5587 5856 6142 6432 - Police Data Transcriptionist 115035 12 3796 3970 4155 4348 4553 - Police Support Services Clerk 115043 12 3162 3306 3459 3620 3788 - Police Support Services Technician 115044 12 3459 3620 3788 3967 4154 - Principal Account Clerk 130004 12 3610 3780 3958 4140 4337 - Procurement Specialist 140002 12 4621 4842 5070 5311 5566 - Program Compliance Officer 640026 12 3951 4146 4348 4560 4782 - Programmer/Analyst I 1250204 124 4356 4559 4775 5005 5241 - Programmer/Analyst II 1250214 124 5510 5770 6046 6335 6642 - Programmer/Analyst III 125022 12 6082 6373 6680 7000 7339 - Programmer/Analyst IV 125023 12 6647 6970 7308 7656 8025 - Property & Evidence Technician 145010 12 3857 4037 4227 4427 4635 - Radio Dispatcher 120015 12 3395 3548 3696 3859 4017 - Rangemaster/Armorer 410035 12 4685 4907 5140 5388 5643 - Real Estate Finance Specialist I 1700014 124 3872 4053 4238 4440 4650 - Real Estate Finance Specialist II 1700024 124 4475 4687 4910 5142 5386 - SEE APPENDIX FOR FOOTNOTES Page 3.11 EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 22, 2020 CLASS TITLE JOB CODE PROB PER A B C D E F Recreation Specialist 520005 12 3737 3909 4093 4286 4487 - Retirement Counselor I 1350504 124 3678 3851 4033 4221 4420 - Retirement Counselor II 1350514 124 4044 4233 4432 4641 4861 - Safety and Training Specialist 150050 12 4318 4528 4751 4983 5227 - Secretary 110050 12 3399 3557 3722 3894 4079 - Senior Account Clerk 130003 12 3301 3451 3610 3780 3958 - Senior Administrative Clerk 110003 12 3104 3249 3399 3557 3722 - Senior Call Center Representative 115072 12 3801 3984 4176 4379 4592 - Senior Commercial Building Inspector 230016 12 5787 6065 6351 6658 6980 - Senior Community Revitalization Specialist 230054 12 5573 5835 6107 6403 6713 - Senior Community Services Officer 410027 12 3766 3942 4127 4318 4524 - Senior Crime Scene Technician 410012 12 4685 4907 5140 5388 5643 - Senior Customer Services Clerk 115062 12 3774 3944 4127 4321 4524 - Senior Deputy City Clerk 115029* 12 3679 3849 4031 4219 4420 - Senior Engineering Technician 210007 12 4948 5181 5425 5686 5948 - Senior Fire Prevention Inspector 420003 12 5573 5835 6107 6403 6713 - Senior Laboratory Technician 620013 12 4927 5163 5408 5666 5936 - Senior Network Systems Specialist 125031 12 6813 7144 7490 7847 8226 - Senior Plans Examiner 210042 12 5871 6146 6433 6744 7072 - Senior Procurement Specialist 140003 12 5070 5311 5566 5832 6108 - Senior Property & Evidence Technician 145011 12 4227 4427 4635 4852 5084 - Senior Records Clerk 110101 12 3249 3399 3557 3722 3894 - Senior Secretary 110051 12 3679 3849 4031 4219 4420 - 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serv e an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. SEE APPENDIX FOR FOOTNOTES Page 3.12 EXHIBIT 3 Unit 3 – Non-Supervisory White Collar (FCEA), effective June 22, 2020 CLASS TITLE JOB CODE PROB PER A B C D E F Senior Storeskeeper 145002 12 3857 4037 4227 4427 4635 - Senior Utility Service Representative 230092 12 4042 4232 4432 4639 4861 - Senior Water Systems Telemetry & Distributed Control Specialist 610022 12 6813 7144 7433 7847 8226 - Staff Assistant 150001 12 3654 3825 4006 4187 4383 - Storeskeeper 145001 12 3652 3823 4000 4187 4384 - Survey Party Technician 210030 12 4386 4600 4812 5035 5277 - Tax/Permit Inspector 135001 12 4324 4528 4734 4967 5202 - Traffic Signal Operations Specialist 710150 12 6197 6493 6806 7131 7478 - Transit Scheduler 320049 12 6197 6493 6806 7131 7478 - Tree Program Specialist 510015 12 4571 4787 5018 5256 5504 - Utility Service Representative I 2300904 124 3351 3505 3667 3839 4017 - Utility Service Representative II 2300914 124 3678 3851 4031 4220 4419 - Wastewater Reclamation Coordinator 620035 12 4776 5007 5244 5491 5757 - Water Conservation Representative 610001 12 3458 3620 3788 3966 4153 - Water Systems Telemetry & Distributed Control Specialist 610021 12 5640 5907 6190 6486 6798 - 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. SEE APPENDIX FOR FOOTNOTES Page 3.12 EXHIBIT 4 Unit 4 - Non-Management Police (FPOA) CLASS TITLE JOB CODE PROB PER A B C D E F G Police Officer Recruit 415001 12 4707 4942 – – – – – Police Officer 4150026 126 5438 5710 5996 6296 6611 6943 7290 Police Sergeant 415004 12 6554 6882 7227 7589 7969 8368 8787 Police Specialist 415003 – 5438 5710 5996 6296 6611 6943 7290 6 A person promoting from Police Officer Recruit to Police Officer after one year of serviceat “A” step must serve a probationary period of six months in the Police Officer class. A person who is hired as a Police Officer – Lateral (from another agency) must serve a probationary period of one year in the Police Officer class. Formatted: Superscript SEE APPENDIX FOR FOOTNOTES Page 5.1 EXHIBIT 5 Unit 5 – Fire Non-Management (IAFF) CLASS TITLE JOB CODE PROB PER A B C D E F Firefighter Trainee 425001 -- 4788 Firefighter 425002 12 5320 5585 5866 6158 6486 6794 Firefighter Specialist 425003 12 5958 6255 6570 6896 7242 7604 Fire Captain 425004 12 6650 6983 7332 7700 8086 8491 Fire Investigation Unit Supervisor 425010 12 6650 6983 7332 7700 8086 8491 EXHIBIT 5 Unit 5 – Fire Non-Management (IAFF), effective December 24, 2018 CLASS TITLE JOB CODE PROB PER A B C D E F Firefighter Trainee 425001 -- 4932 Firefighter 425002 12 5480 5753 6042 6343 6681 6998 Firefighter Specialist 425003 12 6137 6443 6768 7103 7460 7833 Fire Captain 425004 12 6850 7193 7552 7931 8329 8746 Fire Investigation Unit Supervisor 425010 12 6850 7193 7552 7931 8329 8746 8/20/2018 Fourth Council Amendment Supersedes Original EXHIBIT 5 Unit 5 – Fire Non-Management (IAFF), effective December 23, 2019 CLASS TITLE JOB CODE PROB PER A B C D E F G Firefighter Trainee 425001 -- 4932 Firefighter 425002 12 5480 5753 6042 6343 6681 6998 7348 Firefighter Specialist 425003 12 6137 6443 6768 7103 7460 7833 8225 Fire Captain 425004 12 6850 7193 7552 7931 8329 8746 9184 Fire Investigation Unit Supervisor 425010 12 6850 7193 7552 7931 8329 8746 9184 Formatted Table SEE APPENDIX FOR FOOTNOTES Page 5.1 SEE APPENDIX FOR FOOTNOTES Page 6.1 EXHIBIT 6 Unit 6 – Bus Drivers and Student Drivers (ATU), effective October 29, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Bus Driver 320015 9 22.419231 23.544231 24.721154 25.955769 27.253846 Bus Driver 320015 9 3886 4081 4285 4499 4724 Student Driver 3200141 - 20.382692 Student Driver 3200141 - 3533 1 This is a training class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 10/29/2018 Sixth Council Amendment Supersedes the Original EXHIBIT 6 Unit 6 – Bus Drivers and Student Drivers (ATU), effective October 28, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Bus Driver 320015 9 22.984615 24.138462 25.344231 26.607692 27.940385 Bus Driver 320015 9 3984 4184 4393 4612 4843 Student Driver 3200141 - 20.896154 Student Driver 3200141 - 3622 1 This is a training class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). Formatted Table Formatted: Font: 12 pt Formatted: Font: 12 pt Formatted: Font: 12 pt Formatted: Font: 12 pt Formatted: Font: 12 pt Formatted: Font: 12 pt Formatted: Font: 12 pt Formatted: Font: 12 pt Formatted: Font: 12 pt Formatted: Font: 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Default, Space Before: 0 pt, After: 0 pt Formatted: Font: (Default) Arial, 12 pt SEE APPENDIX FOR FOOTNOTES Page 7.1 EXHIBIT 7 Unit 7 – Non-Supervisory Groups and Crafts (IBEW), effective February 18, 2019 CLASS TITLE JOB CODE PROB PER RANGE SALARY Air Conditioning Mechanic 730001 12 Flat Rate 6495 Airports Electrician 730011 12 Flat Rate 5875 Concrete Finisher 730005 12 Flat Rate 5665 Electrician 730010 12 Flat Rate 5875 Industrial Electrician 730012 12 Flat Rate 6495 Painter 730015 12 Flat Rate 5161 Plumber 730030 12 Flat Rate 5875 2/14/2019 Tenth Council Amendment Supersedes Original EXHIBIT 7 Unit 7 – Non-Supervisory Groups and Crafts (IBEW), effective September 16, 2019 CLASS TITLE JOB CODE PROB PER RANGE SALARY Air Conditioning Mechanic 730001 12 Flat Rate 6658 Airports Electrician 730011 12 Flat Rate 6022 Concrete Finisher 730005 12 Flat Rate 5807 Electrician 730010 12 Flat Rate 6022 Industrial Electrician 730012 12 Flat Rate 6658 Painter 730015 12 Flat Rate 5291 Plumber 730030 12 Flat Rate 6022 SEE APPENDIX FOR FOOTNOTES Page 8.1 EXHIBIT 8 Unit 8 – Non-Represented CLASS TITLE JOB CODE PROB PER RANGE SALARY Background Investigator 940030 – Hourly $18.00 - $25.00 Per Hour Cashier Clerk 910010 – Flat Rate $11.00 Per Hour Law Clerk 910015 - Hourly $20.00 - $25.00 Per Hour Law Enforcement Instructor 940020 – Hourly $18.00 - $22.00 Per Hour Lifeguard 950001 – Hourly $11.00 - $11.50 Per Hour Police Cadet I 940005 48 mos. Hourly $11.00 - $13.48 Per Hour Police Cadet II 940006 48 mos. Hourly $13.49 - $17.00 Per Hour Pool Supervisor 950015 – Hourly $12.50 - $22.00 Per Hour Senior Lifeguard 950002 – Hourly $11.50 - $13.00 Per Hour Services Aide 910005 – Hourly $11.00 - $15.00 Per Hour Sports Official 950010 – $11.00 - $50.00 Per Game Student Aide II 910002 – Hourly $11.00 Per Hour EXHIBIT 8 Unit 8 – Non-Represented, effective January 1, 2019 CLASS TITLE JOB CODE PROB PER RANGE SALARY Background Investigator 940030 – Hourly $18.00 - $25.00 Per Hour Cashier Clerk 910010 – Flat Rate $12.00 Per Hour Law Clerk 910015 - Hourly $20.00 - $25.00 Per Hour Law Enforcement Instructor 940020 – Hourly $18.00 - $252.00 Per Hour Lifeguard 950001 – Hourly $12.00 - $12.50 Per Hour Police Cadet I 9400059 48 mos. Hourly $12.00 - $14.48 Per Hour Police Cadet II 9400069 48 mos. Hourly $14.49 - $18.00 Per Hour Pool Supervisor 950015 – Hourly $13.50 - $22.00 Per Hour Senior Lifeguard 950002 – Hourly $12.50 - $14.00 Per Hour Services Aide 910005 – Hourly $12.00 - $15.00 Per Hour Sports Official 950010 – $12.00 - $50.00 Per Game InternStudent Aide II 910002 – Hourly $12.00 - $15.00 Per Hour 9 The classifications of Police Cadet I and II have a 48-month tenure limitation in the Police Cadet program pursuant to FMC 3-266(d). Formatted: Superscript Formatted: Superscript SEE APPENDIX FOR FOOTNOTES Page 8.1 EXHIBIT 8 Unit 8 – Non-Represented, effective January 1, 2020 CLASS TITLE JOB CODE PROB PER RANGE SALARY Background Investigator 940030 – Hourly $18.00 - $25.00 Per Hour Cashier Clerk 910010 – Flat Rate $13.00 Per Hour Law Clerk 910015 - Hourly $20.00 - $25.00 Per Hour Law Enforcement Instructor 940020 – Hourly $18.00 - $25.00 Per Hour Lifeguard 950001 – Hourly $13.00 - $13.50 Per Hour Police Cadet I 9400059 48 mos. Hourly $13.00 - $15.48 Per Hour Police Cadet II 9400069 48 mos. Hourly $15.49 - $19.00 Per Hour Pool Supervisor 950015 – Hourly $14.50 - $25.00 Per Hour Senior Lifeguard 950002 – Hourly $13.50 - $15.00 Per Hour Services Aide 910005 – Hourly $13.00 - $16.00 Per Hour Sports Official 950010 – $13.00 - $50.00 Per Game Intern 910002 – Hourly $13.00 - $16.00 Per Hour 9 The classifications of Police Cadet I and II have a 48-month tenure limitation in the Police Cadet program pursuant to FMC 3-266(d). Formatted: Footnote Text, Indent: Left: 0", First line: 0", Line spacing: single Formatted: Font: Not Italic SEE APPENDIX FOR FOOTNOTES Page 9.1 EXHIBIT 9 Unit 9 – Police Management CLASS TITLE JOB CODE PROB PER RANGE A B C D E F G Deputy Police Chief 415007e -- E9 10634 - 13825 Police Captain 415006e 12 9334 9802 10292 10807 11349 11917 12513 Police Lieutenant 415005e 12 8107 8512 8939 9386 9856 10349 10867 e Exempt class, see Section 4. SEE APPENDIX FOR FOOTNOTES Page 10.1 EXHIBIT 10 Unit 10 – Fire Management CLASS TITLE JOB CODE PROB PER A B C D E F Fire Battalion Chief 425005e 12 8495 8922 9366 9833 10325 10840 Deputy Fire Chief 425006e -- 10770 11309 11876 12470 13094 13751 e Exempt class, see Section 4. EXHIBIT 10 Unit 10 – Fire Management, effective October 1, 2018 CLASS TITLE JOB CODE PROB PER A B C D E F Fire Battalion Chief 425005e 12 8750 9190 9647 10128 10635 11166 Deputy Fire Deputy Chief 425006e -- 11094 11649 12233 12845 13487 14164 e Exempt class, see Section 4. 7/1/2018 First Council Amendment Supersedes Original EXHIBIT 10 Unit 10 – Fire Management, effective September 30, 2019 CLASS TITLE JOB CODE PROB PER A B C D E F G Fire Battalion Chief 425005e 12 8750 9190 9647 10128 10635 11166 11725 Fire Deputy Chief 425006e -- 11094 11649 12233 12845 13487 14164 14873 e Exempt class, see Section 4. Formatted Table SEE APPENDIX FOR FOOTNOTES Page 10.1 SEE APPENDIX FOR FOOTNOTES Page 11.1 EXHIBIT 11 Unit 11 – Airport Public Safety Officers CLASS TITLE JOB CODE PROB PER A B C D E Airport Public Safety Officer 310002 12 5107 5360 5614 5892 6183 EXHIBIT 11 Unit 11 – Airport Public Safety Officers, effective September 3, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Airport Public Safety Officer 310002 12 5,261 5,521 5,783 6,069 6,369 EXHIBIT 11 Unit 11 – Airport Public Safety Officers, effective September 2, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Airport Public Safety Officer 310002 12 5419 5687 5957 6252 6561 9/3/2018 Second Council Amendment Supersedes Original SEE APPENDIX FOR FOOTNOTES Page 12.1 EXHIBIT 12 Unit 12 – Board and Commission Members CLASS TITLE JOB CODE RANGE SALARY Civil Service Board Member 156015 Stipend $25 Per Meeting Attended Housing and Community Development Commissioner 156005 Stipend $25 Per Meeting Attended, not to exceed 24 meetings per fiscal year Human Relations Commissioner 156025 Stipend $25 Per Meeting Attended, not to exceed 24 meetings per fiscal year Planning Commissioner 156001 Stipend $100 Per Meeting Attended, not to exceed 36 meetings per fiscal year Retirement Board Member8 156030 Stipend $100 Per Meeting Attended, not to exceed $300 per month 8 Not applicable for current City employees. SEE APPENDIX FOR FOOTNOTES Page 13-1.1 e Exempt class, see Section 4. 6/25/2018 Third Council Amendment Supersedes Original EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective June 25, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Acoustical Program Coordinator 310100e 12 5339 5601 5873 6164 6464 Airports Airside/Landside Superintendent 310018e 12 5510 5780 6065 6362 6674 Airports Projects Supervisor 310016e 12 6177 6480 6799 7132 7485 Airports Property Supervisor 175005e 12 5396 5662 5940 6233 6538 Architect 210045e 12 5591 5864 6152 6455 6772 Call Center Supervisor 115073e 12 4067 4265 4472 4687 4917 Capital Development Specialist 310007e 12 5716 5999 6295 6601 6926 Chief Engineering Inspector 230078e 12 5708 5987 6281 6591 6914 Chief Engineering Technician 210009e 12 6683 7012 7357 7721 8101 Chief of Facilities Maintenance 810037e 12 6207 6514 6833 7169 7521 Chief of Wastewater Environmental Services 620075e 12 5940 6233 6538 6859 7196 Chief of Wastewater Facilities Maintenance 620085e 12 6207 6514 6833 7169 7521 Chief of Wastewater Treatment Operations 620080e 12 6277 6590 6913 7252 7608 Chief of Water Operations 610070e 12 6379 6691 7023 7368 7729 Chief Police Pilot 410031e 12 7012 7357 7721 8101 8503 Chief Surveyor 210032e 12 7012 7357 7721 8101 8503 Community Recreation Supervisor I 520015e 12 4325 4539 4760 4994 5236 Community Recreation Supervisor II 520016e 12 4747 4979 5225 5483 5749 Contract Compliance Officer 150061e 12 4419 4633 4859 5100 5345 Custodial Supervisor 810025e 12 4325 4539 4760 4994 5236 Database Administrator 125045e 12 5917 6203 6509 6827 7162 DBE/Small Business Coordinator 150070e 12 5102 5349 5611 5886 6178 SEE APPENDIX FOR FOOTNOTES Page 13-1.2 e Exempt class, see Section 4. 4 This is a flexibly staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. 6/25/2018 Third Council Amendment Supersedes Original EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective June 25, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Emergency Services Communications Supervisor 410004e 12 4657 4885 5122 5374 5637 Energy Efficiency Supervisor 230058e 12 4979 5224 5479 5749 6031 Equipment Supervisor 720031e 12 5654 5929 6220 6526 6848 Fire Prevention Engineer 210055e 12 6177 6480 6799 7132 7485 Fleet Administration Supervisor 720025e 12 5483 5749 6031 6328 6639 Forestry Supervisor I 510030e 12 4325 4539 4760 4994 5236 Forestry Supervisor II 510031e 12 4747 4979 5225 5483 5749 Grant Writer 150105e 12 4446 4669 4903 5148 5405 Historic Preservation Specialist 230066e 12 5716 5999 6295 6601 6926 Housing Program Supervisor 230055e 12 6069 6373 6691 7025 7378 Human Resources Analyst 150016e 12 4568 4791 5024 5270 5529 Human Resources Records Supervisor 115050e 12 4437 4654 4882 5119 5372 Information Services Supervisor 125032e 12 6400 6715 7043 7390 7757 Landscape Maintenance Superintendent 510027e 12 5940 6233 6538 6859 7196 Lead Risk Analyst 150008e 12 5016 5266 5529 5806 6097 Management Analyst I 150020e4 12 3390 3555 3728 3909 4102 Management Analyst II 150021e4 12 4156 4360 4572 4796 5029 Parking Supervisor 720035e 12 3189 3341 3502 3673 4017 Parks Supervisor I 510025e 12 4325 4539 4760 4994 5236 Parks Supervisor II 510026e 12 4747 4979 5225 5483 5749 Planner III 220007e 12 5087 5337 5597 5873 6162 Principal Accountant 130014e 12 5641 5918 6209 6514 6833 Procurement Supervisor 140004e 12 5518 5794 6083 6388 6708 SEE APPENDIX FOR FOOTNOTES Page 13-1.3 e Exempt class, see Section 4. 6/25/2018 Third Council Amendment Supersedes Original EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective June 25, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Professional Engineer 210100e 12 6177 6480 6799 7132 7485 Project Manager 150065e 12 5716 5999 6295 6601 6926 Records Supervisor 115045e 12 4437 4654 4882 5119 5372 Recycling Coordinator 640001e 12 4315 4525 4745 4976 5221 Revenue Supervisor 135025e 12 4067 4265 4472 4687 4917 Risk Analyst 150010e 12 4568 4791 5024 5270 5529 Sanitation Supervisor 640029e 12 5246 5502 5773 6056 6353 Senior Accountant-Auditor 130013e 12 4682 4910 5152 5404 5667 Senior Building Inspector 230034e 12 5195 5451 5718 6000 6296 Senior Database Administrator 125046e 12 6522 6834 7162 7505 7879 Senior Electrical Safety Consultant 230024e 12 5195 5451 5718 6000 6296 Senior Engineering Inspector 230077e 12 5195 5451 5718 6000 6296 Senior Environmental & Safety Consultant 230005e 12 5195 5451 5718 6000 6296 Senior Plumbing & Mechanical Consultant 230014e 12 5195 5451 5718 6000 6296 Senior Real Estate Agent 170012e 12 5559 5831 6117 6418 6733 Senior Retirement Counselor 135052e 12 4525 4753 4990 5239 5502 Street Maintenance Superintendent 720004e 12 6490 6814 7156 7515 7891 Street Maintenance Supervisor 720001e 12 5989 6284 6593 6917 7257 Supervising Airports Building Maintenance Technician 310014e 12 4325 4539 4760 4994 5236 Supervising Airports Operations Officer 310013e 12 4419 4633 4859 5100 5345 Supervising Commercial Building Inspector 230036e 12 5195 5451 5718 6000 6296 Supervising Engineering Technician 210008e 12 5884 6177 6480 6799 7132 Supervising Fire Prevention Inspector 420005e 12 5440 5706 5988 6282 6592 Supervising Planner 220008e 12 5588 5861 6147 6449 6764 SEE APPENDIX FOR FOOTNOTES Page 13-1.4 e Exempt class, see Section 4. 6/25/2018 Third Council Amendment Supersedes Original EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective June 25, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Supervising Plans Examiner 210044e 12 5716 5999 6295 6601 6926 Supervising Professional Engineer 210110e 12 7012 7357 7721 8101 8503 Supervising Real Estate Agent 170013e 12 6105 6404 6719 7049 7396 Supervising Traffic Signal Operations Specialist 720050e 12 6379 6691 7023 7368 7729 Survey Party Chief 210031e 12 4671 4898 5138 5388 5655 Systems Security Administrator 125050e 12 5366 5626 5904 6191 6495 Transit Supervisor I 320050e 12 5216 5471 5735 6018 6312 Transit Supervisor II 320051e 12 5654 5929 6220 6526 6848 Treasury Officer 135015e 12 5641 5918 6209 6514 6833 Wastewater Environmental Supervisor 620073e 12 6101 6398 6714 7045 7390 Wastewater Operations Supervisor 620072e 12 6101 6398 6714 7045 7390 Wastewater System Supervisor 620071e 12 6101 6398 6714 7045 7390 Water Conservation Supervisor 610045e 12 5809 6094 6393 6709 7037 Water System Supervisor 610055e 12 6101 6398 6714 7045 7390 SEE APPENDIX FOR FOOTNOTES Page 13-1.5 e Exempt class, see Section 4. 4/11/2019 Eleventh Council Amendment Supersedes Eighth Council Amendment EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective April 15, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Acoustical Program Coordinator 310100e 12 5473 5742 6020 6319 6626 Airports Airside/Landside Superintendent 310018e 12 6326 6636 6963 7304 7663 Airports Projects Supervisor 310016e 12 6649 6975 7318 7677 8057 Airports Property Supervisor 175005e 12 5757 6038 6331 6644 6964 Architect 210045e 12 5846 6132 6433 6750 7081 Business Process & Systems Analyst 125044e 12 6187 6487 6806 7138 7489 Call Center Supervisor 115073e 12 4253 4460 4676 4902 5141 Capital Development Specialist 310007e 12 6035 6334 6647 6971 7313 Chief Engineering Inspector 230078e 12 6320 6628 6955 7297 7654 Chief Engineering Technician 210009e 12 7299 7657 8034 8431 8845 Chief of Facilities Maintenance 810037e 12 6363 6677 7004 7349 7710 Chief of Wastewater Environmental Services 620075e 12 6089 6389 6702 7031 7376 Chief of Wastewater Facilities Maintenance 620085e 12 6363 6677 7004 7349 7710 Chief of Wastewater Treatment Operations 620080e 12 6434 6755 7086 7434 7799 Chief of Water Operations 610070e 12 6539 6859 7199 7553 7923 Chief Police Pilot 410031e 12 7188 7541 7915 8304 8716 Chief Surveyor 210032e 12 8390 8802 9238 9692 10173 Community Recreation Supervisor I 520015e 12 4512 4735 4965 5209 5461 Community Recreation Supervisor II 520016e 12 4866 5104 5356 5621 5893 Contract Compliance Officer 150061e 12 5757 6038 6331 6644 6964 Custodial Supervisor 810025e 12 5757 6038 6331 6644 6964 Database Administrator 125045e 12 6187 6487 6806 7138 7489 DBE/Small Business Coordinator 150070e 12 5335 5593 5868 6155 6460 SEE APPENDIX FOR FOOTNOTES Page 13-1.6 e Exempt class, see Section 4. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 6/25/2018 Third Council Amendment Supersedes Original EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective July 23, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Emergency Services Communications Supervisor 410004e 12 5085 5334 5593 5868 6154 Energy Efficiency Supervisor 230058e 12 5104 5355 5616 5893 6182 Equipment Supervisor 720031e 12 6260 6565 6887 7226 7582 Fire Prevention Engineer 210055e 12 6332 6642 6969 7311 7673 Fleet Administration Supervisor 720025e 12 5757 6038 6331 6644 6964 Forestry Supervisor I 510030e 12 4657 4887 5124 5376 5637 Forestry Supervisor II 510031e 12 4866 5104 5356 5621 5893 Grant Writer 150105e 12 4580 4805 5039 5285 5542 Historic Preservation Specialist 230066e 12 5859 6149 6453 6767 7100 Housing Program Supervisor 230055e 12 6221 6533 6859 7201 7563 Human Resources Analyst 150016e 12 4777 5010 5253 5511 5782 Human Resources Records Supervisor 115050e 12 4639 4867 5106 5352 5618 Information Services Supervisor 125032e 12 6692 7021 7365 7727 8111 Landscape Maintenance Superintendent 510027e 12 7170 7524 7892 8280 8686 Lead Risk Analyst 150008e 12 5245 5506 5782 6072 6375 Management Analyst I 150020e4 124 3475 3644 3822 4007 4205 Management Analyst II 150021e4 124 4580 4805 5039 5285 5542 Parking Supervisor 720035e 12 3515 3682 3860 4048 4427 Parks Supervisor I 510025e 12 4657 4887 5124 5376 5637 Parks Supervisor II 510026e 12 5645 5921 6213 6521 6836 Planner III 220007e 12 5320 5581 5852 6141 6444 Principal Accountant 130014e 12 5928 6218 6525 6844 7180 Procurement Supervisor 140004e 12 5656 5939 6236 6548 6876 Formatted: Superscript Formatted: Superscript Formatted: Superscript SEE APPENDIX FOR FOOTNOTES Page 13-1.7 e Exempt class, see Section 4. 11/29/2018 Eighth Council Amendment Supersedes Third Council Amendment EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective November 12, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Professional Engineer 210100e 12 7299 7657 8034 8431 8845 Project Manager 150065e 12 6035 6334 6647 6971 7313 Records Supervisor 115045e 12 4639 4867 5106 5352 5618 Recycling Coordinator 640001e 12 4804 5038 5283 5540 5813 Revenue Supervisor 135025e 12 4253 4460 4676 4902 5141 Risk Analyst 150010e 12 4777 5010 5253 5511 5782 Sanitation Supervisor 640029e 12 5757 6038 6331 6644 6964 Senior Accountant-Auditor 130013e 12 4960 5201 5457 5724 6002 Senior Building Inspector 230034e 12 5912 6204 6507 6828 7166 Senior Database Administrator 125046e 12 6686 7005 7342 7693 8076 Senior Electrical Safety Consultant 230024e 12 5912 6204 6507 6828 7166 Senior Engineering Inspector 230077e 12 5738 6022 6316 6627 6955 Senior Environmental & Safety Consultant 230005e 12 5912 6204 6507 6828 7166 Senior Plumbing & Mechanical Consultant 230014e 12 5912 6204 6507 6828 7166 Senior Real Estate Agent 170012e 12 5757 6038 6331 6644 6964 Senior Retirement Counselor 135052e 12 4732 4970 5218 5478 5753 Street Maintenance Superintendent 720004e 12 7170 7524 7892 8280 8686 Street Maintenance Supervisor 720001e 12 6326 6636 6963 7304 7663 Supervising Airports Building Maintenance Technician 310014e 12 5757 6038 6331 6644 6964 Supervising Airports Operations Officer 310013e 12 5757 6038 6331 6644 6964 Supervising Commercial Building Inspector 230036e 12 5912 6204 6507 6828 7166 Supervising Engineering Technician 210008e 12 6153 6459 6775 7109 7458 Supervising Fire Prevention Inspector 420005e 12 5897 6186 6491 6811 7146 Supervising Planner 220008e 12 5883 6171 6472 6790 7122 SEE APPENDIX FOR FOOTNOTES Page 13-1.8 e Exempt class, see Section 4. 6/25/2018 Third Council Amendment Supersedes Original EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective July 23, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Supervising Plans Examiner 210044e 12 6826 7164 7518 7884 8272 Supervising Professional Engineer 210110e 12 8390 8802 9238 9692 10173 Supervising Real Estate Agent 170013e 12 6326 6636 6963 7304 7663 Supervising Traffic Signal Operations Specialist 720050e 12 6558 6879 7220 7575 7946 Survey Party Chief 210031e 12 5124 5373 5636 5910 6203 Systems Security Administrator 125050e 12 5612 5883 6174 6473 6792 Transit Supervisor I 320050e 12 5561 5833 6115 6416 6729 Transit Supervisor II 320051e 12 6217 6519 6839 7176 7529 Treasury Officer 135015e 12 5928 6218 6525 6844 7180 Wastewater Environmental Supervisor 620073e 12 6739 7067 7416 7782 8163 Wastewater Operations Supervisor 620072e 12 6739 7067 7416 7782 8163 Wastewater System Supervisor 620071e 12 6739 7067 7416 7782 8163 Water Conservation Supervisor 610045e 12 5955 6247 6553 6877 7213 Water System Supervisor 610055e 12 6739 7067 7416 7782 8163 SEE APPENDIX FOR FOOTNOTES Page 13-2.1 e Exempt class, see Section 4. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective July 22, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Acoustical Program Coordinator 310100e 12 5610 5886 6171 6477 6792 Airports Airside/Landside Superintendent 310018e 12 6485 6802 7138 7487 7855 Airports Projects Supervisor 310016e 12 6816 7150 7501 7869 8259 Airports Property Supervisor 175005e 12 5901 6189 6490 6811 7139 Architect 210045e 12 5993 6286 6594 6919 7259 Business Process & Systems Analyst 125044e 12 6342 6650 6977 7317 7677 Call Center Supervisor 115073e 12 4360 4572 4793 5025 5270 Capital Development Specialist 310007e 12 6186 6493 6814 7146 7496 Chief Engineering Inspector 230078e 12 6478 6794 7129 7480 7846 Chief Engineering Technician 210009e 12 7482 7849 8235 8642 9067 Chief of Facilities Maintenance 810037e 12 6523 6844 7180 7533 7903 Chief of Wastewater Environmental Services 620075e 12 6242 6549 6870 7207 7561 Chief of Wastewater Facilities Maintenance 620085e 12 6523 6844 7180 7533 7903 Chief of Wastewater Treatment Operations 620080e 12 6595 6924 7264 7620 7994 Chief of Water Operations 610070e 12 6703 7031 7379 7742 8122 Chief Police Pilot 410031e 12 7368 7730 8113 8512 8934 Chief Surveyor 210032e 12 8600 9023 9469 9935 10428 Community Recreation Supervisor I 520015e 12 4625 4854 5090 5340 5598 Community Recreation Supervisor II 520016e 12 4988 5232 5490 5762 6041 Contract Compliance Officer 150061e 12 5901 6189 6490 6811 7139 Custodial Supervisor 810025e 12 5901 6189 6490 6811 7139 Database Administrator 125045e 12 6342 6650 6977 7317 7677 DBE/Small Business Coordinator 150070e 12 5469 5733 6015 6309 6622 Formatted Table SEE APPENDIX FOR FOOTNOTES Page 13-2.1 e Exempt class, see Section 4. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in classes that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective July 22, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Emergency Services Communications Supervisor 410004e 12 5213 5468 5733 6015 6308 Energy Efficiency Supervisor 230058e 12 5232 5489 5757 6041 6337 Equipment Supervisor 720031e 12 6417 6730 7060 7407 7772 Fire Prevention Engineer 210055e 12 6491 6809 7144 7494 7865 Fleet Administration Supervisor 720025e 12 5901 6189 6490 6811 7139 Forestry Supervisor I 510030e 12 4774 5010 5253 5511 5778 Forestry Supervisor II 510031e 12 4988 5232 5490 5762 6041 Grant Writer 150105e 12 4695 4926 5165 5418 5681 Historic Preservation Specialist 230066e 12 6006 6303 6615 6937 7278 Housing Program Supervisor 230055e 12 6377 6697 7031 7382 7753 Human Resources Analyst 150016e 12 4897 5136 5385 5649 5927 Human Resources Records Supervisor 115050e 12 4755 4989 5234 5486 5759 Information Services Supervisor 125032e 12 6860 7197 7550 7921 8314 Landscape Maintenance Superintendent 510027e 12 7350 7713 8090 8487 8904 Lead Risk Analyst 150008e 12 5377 5644 5927 6224 6535 Management Analyst I 150020e4 124 3562 3736 3918 4108 4311 Management Analyst II 150021e4 124 4695 4926 5165 5418 5681 Parking Supervisor 720035e 12 3603 3775 3957 4150 4538 Parks Supervisor I 510025e 12 4774 5010 5253 5511 5778 Parks Supervisor II 510026e 12 5787 6070 6369 6685 7007 Planner III 220007e 12 5453 5721 5999 6295 6606 Principal Accountant 130014e 12 6077 6374 6689 7016 7360 Procurement Supervisor 140004e 12 5798 6088 6392 6712 7048 Formatted Table Formatted: Indent: Left: 0", Hanging: 0.65" SEE APPENDIX FOR FOOTNOTES Page 13-2.1 e Exempt class, see Section 4. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective July 22, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Professional Engineer 210100e 12 7482 7849 8235 8642 9067 Project Manager 150065e 12 6186 6493 6814 7146 7496 Records Supervisor 115045e 12 4755 4989 5234 5486 5759 Recycling Coordinator 640001e 12 4925 5164 5416 5679 5959 Revenue Supervisor 135025e 12 4360 4572 4793 5025 5270 Risk Analyst 150010e 12 4897 5136 5385 5649 5927 Sanitation Supervisor 640029e 12 5901 6189 6490 6811 7139 Senior Accountant-Auditor 130013e 12 5084 5332 5594 5868 6153 Senior Building Inspector 230034e 12 6060 6360 6670 6999 7346 Senior Database Administrator 125046e 12 6854 7181 7526 7886 8278 Senior Electrical Safety Consultant 230024e 12 6060 6360 6670 6999 7346 Senior Engineering Inspector 230077e 12 5882 6173 6474 6793 7129 Senior Environmental & Safety Consultant 230005e 12 6060 6360 6670 6999 7346 Senior Plumbing & Mechanical Consultant 230014e 12 6060 6360 6670 6999 7346 Senior Real Estate Agent 170012e 12 5901 6189 6490 6811 7139 Senior Retirement Counselor 135052e 12 4851 5095 5349 5615 5897 Street Maintenance Superintendent 720004e 12 7350 7713 8090 8487 8904 Street Maintenance Supervisor 720001e 12 6485 6802 7138 7487 7855 Supervising Airports Building Maintenance Technician 310014e 12 5901 6189 6490 6811 7139 Supervising Airports Operations Officer 310013e 12 5901 6189 6490 6811 7139 Supervising Commercial Building Inspector 230036e 12 6060 6360 6670 6999 7346 Supervising Engineering Technician 210008e 12 6307 6621 6945 7287 7645 Supervising Fire Prevention Inspector 420005e 12 6045 6341 6654 6982 7325 Supervising Planner 220008e 12 6031 6326 6634 6960 7301 Formatted Table SEE APPENDIX FOR FOOTNOTES Page 13-2.1 e Exempt class, see Section 4. EXHIBIT 13-1 Unit 13 – Exempt Supervisory and Professional (CFPEA), effective July 22, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Supervising Plans Examiner 210044e 12 6997 7344 7706 8082 8479 Supervising Professional Engineer 210110e 12 8600 9023 9469 9935 10428 Supervising Real Estate Agent 170013e 12 6485 6802 7138 7487 7855 Supervising Traffic Signal Operations Specialist 720050e 12 6722 7051 7401 7765 8145 Survey Party Chief 210031e 12 5253 5508 5777 6058 6359 Systems Security Administrator 125050e 12 5753 6031 6329 6635 6962 Transit Supervisor I 320050e 12 5701 5979 6268 6577 6898 Transit Supervisor II 320051e 12 6373 6682 7010 7356 7718 Treasury Officer 135015e 12 6077 6374 6689 7016 7360 Wastewater Environmental Supervisor 620073e 12 6908 7244 7602 7977 8368 Wastewater Operations Supervisor 620072e 12 6908 7244 7602 7977 8368 Wastewater System Supervisor 620071e 12 6908 7244 7602 7977 8368 Water Conservation Supervisor 610045e 12 6104 6404 6717 7049 7394 Water System Supervisor 610055e 12 6908 7244 7602 7977 8368 SEE APPENDIX FOR FOOTNOTES Page 13-2.1 EXHIBIT 13-2 Unit 13 – Non-Exempt Professional (CFPEA) CLASS TITLE JOB CODE PROB PER A B C D E Legal Secretary I 115015 12 3101 3250 3406 3570 3744 Legal Secretary II 115016 12 3427 3594 3765 3949 4140 Paralegal 160001 12 4500 4720 4949 5192 5447 Senior Human Resources Technician 150014 12 3326 3485 3652 3830 4016 Senior Paralegal 160002 12 4941 5188 5447 5720 6006 Supervising Crime Scene Technician 410013 12 4482 4701 4930 5172 5424 SEE APPENDIX FOR FOOTNOTES Page 13-2.2 EXHIBIT 13-2 Unit 13 – Non-Exempt Professional (CFPEA), effective December 10, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Legal Secretary I 115015 12 3179 3332 3492 3660 3838 Legal Secretary II 115016 12 3584 3758 3938 4129 4329 Paralegal 160001 12 4706 4935 5175 5429 5696 Senior Human Resources Technician 150014 12 3479 3645 3819 4005 4200 Senior Legal Secretary 115017 12 4124 4330 4547 4774 5013 Senior Paralegal 160002 12 5167 5425 5696 5981 6281 Supervising Crime Scene Technician 410013 12 4883 5121 5370 5634 5908 12/10/2018 Ninth Amendment Supersedes Third Council Amendment EXHIBIT 13-2 Unit 13 – Non-Exempt Professional (CFPEA), effective July 22, 2019 CLASS TITLE JOB CODE PROB PER A B C D E Legal Secretary I 115015 12 3259 3416 3580 3752 3934 Legal Secretary II 115016 12 3674 3852 4037 4233 4438 Paralegal 160001 12 4824 5059 5305 5565 5839 Senior Human Resources Technician 150014 12 3566 3737 3915 4106 4305 Senior Legal Secretary 115017 12 4228 4439 4661 4894 5139 Senior Paralegal 160002 12 5297 5561 5839 6131 6439 Supervising Crime Scene Technician 410013 12 5006 5250 5505 5775 6056 Formatted Table Formatted Table SEE APPENDIX FOR FOOTNOTES Page 14.1 e Exempt class, see Section 4. 2/14/2019 Tenth Council Amendment Supersedes Ninth Council Amendment EXHIBIT 14 Unit 14 – Management Classes (CFMEA), effective February 18, 2019 CLASS TITLE JOB CODE PROB PER RANGE A B C D E ADA Coordinator 150231e - E14 6143 7671 Administrative Manager 220025e – E11 8096 - 10111 Airports Marketing & Public Relations Coordinator 310150e – E14 6143 - 7671 Airports Operations Manager 310020e – E12 7361 - 9192 Airports Planning Manager 310019e – E11 8096 - 10111 Airports Properties Manager 310021e – E12 7361 - 9192 Airports Safety Management Systems Manager 310161e - E12 7361 - 9192 Assistant City Clerk 115030e – E14 6143 - 7671 Building Services Manager 230031e – E18 9593 - 11991 Business Manager 150019e – E12 7361 - 9192 Communications Manager 125060e – E11 8096 - 10111 Community Sanitation Manager 720040e – E14 6143 - 7671 Construction Manager 210096e – E12 7361 - 9192 Crime Scene Investigation Bureau Manager 410015e – E12 7361 - 9192 Deputy City Engineer 210081e – E18 9593 - 11991 Division Manager 150024e – E12 7361 - 9192 Economic Development Analyst 150095e – E14 6143 - 7671 Facilities Manager 810040e – E12 7361 - 9192 Fleet Manager 720032e – E12 7361 - 9192 Housing & Neighborhood Revitalization Manager 230065e – E11 8096 - 10111 Information Services Manager 125055e – E11 8096 - 10111 Law Office Manager 115020e _ E12 7361 - 9192 Parks Manager 510035e – E12 7361 - 9192 Personnel Manager 150026e – E12 7361 - 9192 Planning Manager 220010e – E11 8096 - 10111 Projects Administrator 150063e – E11 8096 - 10111 Public Works/Public Utilities Manager 210095e – E11 8096 - 10111 SEE APPENDIX FOR FOOTNOTES Page 14.2 EXHIBIT 14 Unit 14 – Management Classes (CFMEA), effective April 15, 2019 CLASS TITLE JOB CODE PROB PER RANGE A B C D E Public Works/Public Utilities Manager – Licensed Engineer 210094e - E13 9359 - 11698 Purchasing Manager 140005e – E12 7361 - 9192 Records Manager 115046e – E12 7361 - 9192 Recreation Manager 520025e – E12 7361 - 9192 Revenue Manager 135026e – E12 7361 - 9192 Senior Management Analyst 150023e – E14 6143 - 7671 Solid Waste Manager 640040e – E12 7361 - 9192 Training Officer 150046e – E14 6143 - 7671 Transit Maintenance Manager 320060e – E12 7361 - 9192 Transit Operations Manager 320055e – E12 7361 - 9192 Wastewater Manager 620095e – E12 7361 - 9192 Water Manager 610075e – E12 7361 - 9192 Water/Wastewater Manager- Certified 620096e – E23 8456 - 10570 e Exempt class, see Section 4. 4/11/2019 Eleventh Council Amendment Supersedes Original SEE APPENDIX FOR FOOTNOTES Page 15.1 EXHIBIT 15 Unit 15 – Airport Public Safety Supervisors (FAPSS) CLASS TITLE JOB CODE PROB PER A B C D E Airport Public Safety Supervisor* 310003 12 6617 6947 7295 7660 8043 Airport Public Safety Supervisor** 310005 12 5784 6071 6376 6695 7028 * Hired before July 1, 2010 ** Hired after July 1, 2010 EXHIBIT 15 Unit 15 – Airport Public Safety Supervisors (FAPSS), effective October 15, 2018 CLASS TITLE JOB CODE PROB PER A B C D E Airport Public Safety Supervisor* 310003 12 6816 7156 7514 7890 8285 Airport Public Safety Supervisor** 310005 12 5958 6254 6568 6896 7239 * Hired before July 1, 2010 ** Hired after July 1, 2010 Page 16.1 EXHIBIT 16 Benchmarked Deleted Job Classifications or Deleted Pay Step, effective 2016since 1/28/16 Classification Title Deleted Benchmarked To Percent Effective Assistant Chief of Wastewater Treatment Operations (620079) 7/1/18 Wastewater Operations Supervisor (620072) 100% 7/1/18 Buyer I (140001) 1/28/16 Procurement Specialist (140002) 90% 1/28/16 Chief of Solid Waste Operations (640035) 7/1/18 Landscape Maintenance Superintendent (510027) 100% 7/1/18 City Traffic Engineer (210076) 7/1/18 Construction Manager (210096) 100% 7/1/18 Collection System Maintenance Operator I (630003) 5/29/17 Collection System Maintenance Technician (630001) 90% 5/29/17 Collection System Maintenance Supervisor (630005) 7/1/18 Wastewater Operations Supervisor (620072) 100% 7/1/18 Community Sanitation Supervisor I (720042) 7/1/18 Sanitation Supervisor (640029) 100% 7/1/18 Emergency Preparedness Officer (420020) 7/1/18 Management Analyst II (150021) 100% 7/1/18 Industrial Electrician Supervisor (720020) 7/1/18 Wastewater System Supervisor (620071) 100% 7/1/18 Labor Relations Secretary (115010) 7/1/18 Executive Assistant to Department Director (115003) 100% 7/1/18 Laboratory Supervisor (620014) 7/1/18 Wastewater Environmental Supervisor (620073) 100% 7/1/18 Management Analyst III (150022) 7/1/18 Business Manager (150019) 100% 7/1/18 Plans Examiner I (210040) 10/3/16 Plans Examiner (210041) 84.61% 10/3/16 Police Specialist (415003) 7/1/19 Police Officer (415002) 100% 7/1/19 Power Generation System Supervisor (620056) 7/1/18 Wastewater System Supervisor (620071) 100% 7/1/18 Risk/Safety Manager (150035) 7/1/18 Human Resources Manager (150025) 100% 7/1/18 Page 16.2 EXHIBIT 16 Benchmarked Deleted Job Classifications or Deleted Pay Step, effective 2016since 1/28/16 Classification Title Deleted Benchmarked To Percent Effective Redevelopment Administrator (150080) 7/1/18 Assistant Director of Personnel Services (150043) 100% 7/1/18 Sewer Maintenance Manager (630010) 7/1/18 Wastewater Manager (620095) 100% 7/1/18 Solid Waste System Supervisor (640030) 7/1/18 Sanitation Supervisor (640029) 100% 7/1/18 Supervising Environmental Control Officer (620005) 7/1/18 Wastewater Environmental Supervisor (620073) 100% 7/1/18 Transit Maintenance Manager (320060) 7/1/18 Transit Operations Manager (320055) 100% 7/1/18 Waste Collector II (640020) 9/5/16 Sanitation Operator (640021) 84.19% 9/5/16 Waste Container Maintenance Worker (640011) 9/5/16 Waste Container Maintenance Worker (640010) 117.65% 9/5/16 Wastewater Lead Distributor (620051) 9/5/16 Wastewater Distributor Technician (620050) 118.92% 9/5/16 Wastewater Treatment Maintenance Supervisor (620070) 7/1/18 Wastewater System Supervisor (620071) 100% 7/1/18 Water System Operator I (610025) 7/1/18 Water Distribution/Production Technician (610028) 100% 7/1/18 Water System Operator II (610026) 7/1/18 Water Distribution/Production Specialist (610029) 100% 7/1/18 Water System Operator III (610027) 7/1/18 Senior Water Treatment Plant Operator (610039) 90.79% 7/1/18 Bus Driver – F Step (320015) 1/1/17 Bus Driver – E Step (320015) 100% 1/1/17 Community Revitalization Specialist – F Step (230053) 10/3/16 Community Revitalization Specialist – E Step (230053) 100% 10/3/16 APPENDIX TO SALARY RESOLUTION 1 This is a training class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 2 This is an entry level class in which incumbents do not achieve permanent status within the classified service, as defined in FMC Section 3-202 (p)(5). 3 This class is in a flexibly-staffed series which allows an employee to “flex” to the journey level after six months of satisfactory service for a total probationary period of twelve months. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 4 This class is in a flexibly-staffed series, which requires one year of satisfactory service before an employee can “flex” to the journey level. Employees in cl asses that require one year of service for flexing will not serve an additional probationary period at the journey level. In those cases in which an employee is hired at the journey level, twelve months of satisfactory service is required. 5 This class is in a flexibly-staffed series. The probationary period for employees in the Emergency Services Dispatcher I and Fire Prevention Inspector Ithese classes shall be up to 18 months, at the discretion of management. An employee in this series must serve a minimum one year probationary period. 6 A person promoting from Police Officer Recruit to Police Officer after one year of service at “A” step must serve a probationary period of six months in the Police Officer class. A person who is hired as a Police Officer – Lateral (from another agency) must serve a probationary period of one year in the Police Officer class. 7 This class is in a flexibly-staffed series, which allows an employee to “flex” to the journey level after a required training period. 8 Not applicable to current City employees. 9 The classifications of Police Cadet I and II have a 48-month tenure limitation in the Police Cadet program pursuant to FMC 3-266(d). 10 Persons in this classification are limited to no more than two (2) consecutive years in this class. e Exempt class, see Section 4. Formatted: Indent: First line: 0.42", Line spacing: Double * * * * * * * * * * * * * * STATE OF CALIFORNIA ) COUNTY OF FRESNO ) ss. CITY OF FRESNO ) I, YVONNE SPENCE, City Clerk of the City of Fresno, certify that the foregoing resolution was adopted by the Council of the City of Fresno, at a regular meeting held on the day of , 20182019. AYES : NOES : ABSENT : ABSTAIN : Mayor Approval: , 20182019 Mayor Approval/No Return: , 20182019 Mayor Veto: , 20182019 Council Override Vote: , 20182019 YVONNE SPENCE, CMCCRM MMC City Clerk BY: Deputy APPROVED AS TO FORM: CITY ATTORNEY'S OFFICE BY: Tina R. Griffin, Assistant City Attorney City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1928 Agenda Date:6/27/2019 Agenda #:E REPORT TO THE CITY COUNCIL June 27, 2019 FROM:Henry Fierro, Budget Manager Budget and Management Studies BY:PEDRO RIVERA, Senior Budget Analyst Budget and Management Studies SUBJECT ***RESOLUTION - FY 2020 GANN Appropriation Limit Resolution (Subject to Mayor’s veto) RECOMMENDATION It is recommended that the Council adopt the attached resolution which selects Per Capita Personal Income and County population as the factors to be used in calculating the FY 2020 appropriations limit (Method B).This method appears to give the City the most flexibility in terms of an adjusted spending limit. EXECUTIVE SUMMARY State law requires the City to adopt an annual appropriations limit,otherwise known as the Gann Limit,in conjunction with the adoption of the budget.The new limit amount is calculated by applying the growth rates in population and per capita personal income to the previous fiscal years limit amount.Staff has prepared two Gann Limit levels which both meet the legal standards for calculation.Staff is recommending that Council adopt the level which will give the City the greatest difference between FY 2020 enacted appropriations and the calculated FY 2020 Gann Limit. BACKGROUND In November 1979,the voters of the State of California approved Proposition 4,commonly known as the Gann Initiative.The proposition created Article XIIIB of the State Constitution,placing limits on the amount of revenue that can be spent by all entities of government.Proposition 4 became effective for the 1980-81 fiscal year,but the formula for calculating the limits was based on the 1978-79 "base year" revenues. Appropriations backed by tax revenues collected by all funds within the City are subject to City of Fresno Printed on 3/16/2023Page 1 of 2 powered by Legistar™ File #:ID19-1928 Agenda Date:6/27/2019 Agenda #:E Appropriations backed by tax revenues collected by all funds within the City are subject to measurement against the City’s calculated Gann Limit.Since the General Fund is the primary recipient of tax revenue,a rough estimate of the appropriations subject to that limit can be calculated by summing all tax revenue (property tax,sales tax,etc.)that the General Fund receives.On a local level,the City of Fresno has never exceeded its appropriations limit. Indeed,the City's appropriations subject to the limit has,in the years since Proposition 4 was approved, never exceeded 65% of the calculated limit. However,in order to address an increasing number of complaints about the restrictions of Proposition 4 and to increase the accountability of local governments in adopting their limits,the voters approved Proposition 111 in June 1990.Among other things,Proposition 111 alters the methodology outlined in Proposition 4 for determining the appropriations limit.It also requires an annual vote of the City Council on which adjustment factors will be used in determining the particular fiscal year's appropriation limit. Under Proposition 111,the factors used to determine each year's limit were modified to be:1) Either the California Per Capita Income or the percentage change in the local assessment roll from the preceding year due to the addition of local non-residential construction in the City,and 2) Either the City's own population growth or the population growth of the entire County. Additionally,Article XIIIB requires the appropriations limit be adjusted permanently whenever there is a transfer of financial responsibility between two or more government agencies.One example of this would be the booking fees and fees for Property Tax administration that the City is required to pay under Senate Bill No. 2557. Attachment(s): FY 2020 GANN Resolution FY 2020 GANN Attachment A City of Fresno Printed on 3/16/2023Page 2 of 2 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1929 Agenda Date:6/27/2019 Agenda #:F REPORT TO THE CITY COUNCIL June 27, 2019 FROM:MICHAEL LIMA, Controller/Finance Director/(ex-officio )Treasurer Finance Department BY:CORRINA BARBARITE, Treasury Officer Finance Department SUBJECT ***RESOLUTION - To Adopt an Investment Policy for Public Funds for Fiscal Year 2019-2020 (Subject to Mayor’s Veto) RECOMMENDATION Staff recommends that Council approve the accompanying Resolution to adopt the City Investment Policy (the "Policy") for Fiscal Year 2019-2020. EXECUTIVE SUMMARY The Fresno Municipal Code (FMC) requires that Council annually approve and adopt an Investment Policy, and delegate its authority to invest City funds to the City Treasurer. State Law refers to "surplus money" that is not needed for current operations. Good cash management includes investing these funds in accordance with an approved Investment Policy. Interest earnings on investments are allocated to all Funds based on the amount of cash the Fund has invested in the City -wide Pool. There is one change from the FY 2018-2019 Investment Policy: Section Ill (A) (1) (a) (16) - Authorized Investments and Appendix C - Glossary of Cash Management Terms have been amended to clarify the inclusion of non-negotiable certificates of deposit as an authorized investment. BACKGROUND Although State Law no longer requires it, good cash management necessitates a detailed plan for handling cash resources. The FMC, therefore, requires that Council annually adopt an investment City of Fresno Printed on 3/16/2023Page 1 of 3 powered by Legistar™ File #:ID19-1929 Agenda Date:6/27/2019 Agenda #:F policy for public funds. An investment policy establishes the objectives, guidelines, and types of investments for a government's public funds investment program. State Law does contain numerous other stipulations that pertain to the City's investment program. Government Code Section 53601 (Section 53601) sets forth certain parameters that govern a local agency's investment program. This law states that "The legislative body of a local agency having monies in a sinking fund or monies in its treasury not required for the immediate needs of the local agency may invest any portion of the monies that it deems wise or expedient ...” The Treasury Section of the Finance Department is responsible for balancing the operating cash needs of the City with the amount of money available for investment. Operating cash is thus differentiated from surplus cash. These monies are aggregated together in a City-wide Pool for investment purposes. Each PeopleSoft Fund owns "shares" in the Pool, based on the Fund's cash balance. Cash from the Pool is invested in financial instruments allowed by State Law, and the interest earnings are credited back to each Fund. Section 53601 sets forth the types of investment instruments eligible for purchase by a local agency, the investment grade of those instruments, and the percentage of the local agency's surplus monies that can be invested in each type of security. Since the City's first investment objective is conformity with State Law, the Investment Policy generally conforms to Section 53601. The one policy change included this year is the addition of non-negotiable Certificates of Deposit. These investments are allowed by State law but have not been reflected in the City’s policy in the past. The investment opportunities in these instruments have improved and staff is therefore requesting the addition. Government Code Section 16429.1 created the Local Agency Investment Fund and gives the State Treasurer the authority to set the limits for local agencies with regard to the total amount which may be invested in the Fund. LAIF's current limit is $65,000,000 per account and is reflected in the City's Investment Policy. Staff recommends that Council approve the City's Investment Policy for Fiscal Year 2019-2020. ENVIRONMENTAL FINDINGS By the definition provided in the California Environmental Quality Act Guidelines Section 15378 this item does not qualify as a "project" and is therefore exempt from the California Environmental Quality Act requirements. LOCAL PREFERENCE Local preference was not considered because this Resolution does not include a bid or award of a construction or service contract. FISCAL IMPACT City of Fresno Printed on 3/16/2023Page 2 of 3 powered by Legistar™ File #:ID19-1929 Agenda Date:6/27/2019 Agenda #:F Approving this Resolution adopting an Investment Policy for Fiscal Year 2019-2020 will provide staff with direction on how to manage the City's cash resources; specifically, how they shall be used to fund operations or invested to obtain interest earnings if not currently needed for operations. Interest earnings are allocated to PeopleSoft Funds based on their cash balances. Attachment:Attachment 1: Resolution Adopting Investment Policy for Fiscal Year 2019-2020 Exhibit A: Investment Policy for Fiscal Year 2019-2020 City of Fresno Printed on 3/16/2023Page 3 of 3 powered by Legistar™ 201 9-2020 City of Fresno Investment Policy Effective July 1, 2019 Michael A. Lima Controller/Finance Director/(ex- officio)Treasurer PREFACE “I’m not as concerned about the return on my principal as I am about the return of my principal.” Will Rogers It is the Policy of the City of Fresno, that giving due regard to the safety and risk of investment, all available funds shall be managed in conformance with these legal and administrative guidelines (the Policy) and, to the maximum extent possible, surplus funds shall be invested at the highest rates obtainable at the time of investment. Adequate operating funds shall be maintained in a depository institution(s) which affords the City safety with respect to its funds, as well as the ability to meet all of the City’s cash receipt and disbursement needs. Effective cash management is recognized as essential to good fiscal management. A conscientious cash management and investment policy will be adopted to meet the City’s financial obligations, and take advantage of investment interest as available and material revenue for all operating and capital funds. The City’s Portfolio shall be designed and managed in a manner responsive to the public trust and consistent with State and local law. Investments of surplus funds shall be made with the primary objectives of: • Compliance with all legal requirements • Preservation of capital and protection of principal • Maintenance of liquidity essential to fund operations • Maximization of return on the Portfolio • Development of the local economy Earnings from investments will be used in a manner that will best serve the interests of the citizens of Fresno. (Note: A Glossary of cash management and investment terms is included in Appendix C.) i TABLE OF CONTENTS PREFACE ............................................................................................................................ I EXECUTIVE SUMMARY ................................................................................................ 1 I. INVESTMENT RESONSIBILITIES .......................................................................... 3 A. Legal Requirements ................................................................................................ 3 1. Investment Authority ........................................................................................ 3 2. Investment Policy.............................................................................................. 3 3. Investment Reporting ........................................................................................ 4 4. Authorized Investments .................................................................................... 4 5. Collateral Requirements.................................................................................... 5 6. Prudent Person Rule .......................................................................................... 5 7. Investment Objectives ....................................................................................... 6 8. Securities Dealers.............................................................................................. 6 9. Prohibited Investments...................................................................................... 7 10. Trading Securities ............................................................................................. 7 11. Safekeeping ....................................................................................................... 7 B. Scope ....................................................................................................................... 8 1. Applicability ..................................................................................................... 8 2. Exclusions ......................................................................................................... 8 C. Standards of Conduct .............................................................................................. 9 1. Prudent Investor Rule ....................................................................................... 9 2. Ethical Standards ............................................................................................ 10 3. Conflicts of Interest, Gifts, Gratuities ............................................................. 10 II. INVESTMENT OBJECTIVES ................................................................................. 10 A. Compliance with Legal and Professional Direction ............................................. 10 B. Safety of Capital ................................................................................................... 10 C. Maintenance of Adequate Liquidity ..................................................................... 11 D. Return on Investments .......................................................................................... 11 E. Local Development Program ................................................................................ 11 III. INVESTMENT POLICIES ....................................................................................... 11 A. Policies to Ensure Legal Compliance and Safety of Principal ............................. 11 1. Managing Financial Credit Risk ..................................................................... 11 2. Managing Custodial Credit Risk ..................................................................... 16 3. Managing Concentration of Credit Risk ......................................................... 16 4. Managing Interest Rate Risk ........................................................................... 16 ii 5. Managing Foreign Currency Risk ................................................................... 17 B. Policies to Ensure Adequate Liquidity ................................................................. 17 1. Depository Balances ....................................................................................... 17 2. Repurchase Agreement Maturities .................................................................. 17 3. Security Marketability .................................................................................... 17 4. Scheduling Maturities Or Maintaining A “Barbell” ....................................... 18 5. Investments in LAIF ....................................................................................... 18 C. Policies To Achieve Investment Return Objectives ............................................. 18 1. Yield Objective ............................................................................................... 18 2. Portfolio Management Style ........................................................................... 18 3. Portfolio Maturity Management ..................................................................... 19 4. Bond Swaps .................................................................................................... 19 5. Competitive Bidding, Negotiation .................................................................. 19 6. Securities Lending .......................................................................................... 19 D. Policies To Encourage Local Development .......................................................... 20 1. Program Description ....................................................................................... 20 2. Program Objectives ......................................................................................... 20 3. Apportionment ................................................................................................ 20 4. Program Conditions For Local Financial Institutions ..................................... 21 5. Program Conditions For Broker-Dealers ........................................................ 21 IV. INVESTMENT FUNCTION ORGANIZATIONAL STRUCTURE ....................... 22 A. Department of Finance .......................................................................................... 22 1. Accounting Division ....................................................................................... 22 2. Purchasing Division ......................................... Error! Bookmark not defined. B. Treasury Section Responsibilities and Staffing – Investment Program Per GC 41006..................................................................................................................... 23 1. Treasurer ......................................................................................................... 23 2. Assistant Controller (a deputy per GC 41006) ............................................... 23 3. Treasury Officer (a deputy per GC 41006) ..................................................... 23 4. Accountant-Auditor II (a deputy per GC 41006) ............................................ 24 C. Compensation Agreement ..................................................................................... 24 V. INVESTMENT OPERATING PROCEDURES ....................................................... 24 A. Investment Program Development ....................................................................... 24 1. Overview ......................................................................................................... 24 2. Program Organization ..................................................................................... 24 3. Program Operations ........................................................................................ 24 iii B. Market and Economic Analysis ............................................................................ 25 1. Overview ......................................................................................................... 25 2. Data Analysis .................................................................................................. 25 C. Selection Criteria For Local Financial Institutions and Broker-Dealers .............. 25 1. Selection Criteria for Local Financial Institutions .......................................... 25 2. Selection Criteria For Broker-Dealers ............................................................ 26 D. Instrument Selection ............................................................................................. 26 1. Liquidity Needs ............................................................................................... 26 2. Portfolio Structure and Policy Guidelines ...................................................... 27 3. Current and Expected Yield Curve Analysis .................................................. 27 4. Yield Spread Analysis..................................................................................... 27 E. Bond Swaps .......................................................................................................... 27 1. Overview ......................................................................................................... 27 2. Criteria For Swaps .......................................................................................... 27 3. Criteria For Analyzing Swap Candidates ....................................................... 27 4. Identification of Swap Candidates .................................................................. 27 5. Categories of Swaps ........................................................................................ 28 F. Certification .......................................................................................................... 28 VI. PERFORMANCE EVALUATION AND REPORTING ......................................... 28 A. Standard Monthly Reports .................................................................................... 28 1. Month-end Report ........................................................................................... 28 2. Maturity Distribution Report .......................................................................... 29 3. Portfolio Position Detail ................................................................................. 29 4. Custom Reports Are Available On Request ................................................... 29 B. Changes To The Policy ......................................................................................... 29 APPENDIX A ................................................................................................................... 30 APPENDIX B ................................................................................................................... 35 APPENDIX C ................................................................................................................... 42 APPENDIX D ................................................................................................................... 51 iv EXECUTIVE SUMMARY • Investments of surplus funds and deposits of operating funds by local agencies in California are primarily governed by State laws found in Government Code (GC) Section 53600, et.seq. • GC Section 53646 encourages, and Fresno Municipal Code (FMC) 7-104 requires, that Council annually adopt a Policy applicable to City of Fresno investments of surplus funds and deposits of operating funds. • In addition, the Governmental Accounting Standards Board (GASB) requires extensive reporting and disclosure regarding the City’s investment program through GASB Statements 3, 31, 40, and 72. • As stated in the Policy, the objectives of the City’s investments program for surplus funds are (1) safety of capital (2) adequate liquidity (3) market yield and (4) local economic development. • Legal compliance is assured because the investments authorized for the City are either approved with the same parameters permitted by State law, or have more stringent parameters. For example State law has no limits on the number of Agency Notes. The City’s Policy limits no more than 70 percent of the Portfolio to Agency Notes, with no more than 50 percent for any one issuer. • Safety of capital is assured by managing financial credit risk (the risk of default by the issuer), custodial credit risk, (the risk of losing investments not held in the City’s name), concentration of credit risk, (the risk of not adequately diversifying), interest rate risk (the risk of declines in market value when interest rates rise), and foreign currency risk (the risk of loss due to fluctuations in the value of foreign debt instruments.) • Financial credit risk is managed by limiting investment choices to those authorized by State law. Custodial risk is managed by requiring a third party custodian for all investments. Concentration of credit risk is managed by assuring adequate diversification as noted above, for example, with regard to Agency Notes. Interest rate risk is managed by limiting the portfolio to a weighted average maturity not to exceed three years. Foreign currency risk is managed by limiting investments to only dollar denominated instruments. • Adequate liquidity is assured by maintaining an adequate balance of operating funds in the City’s bank account, and with respect to surplus funds, by owning marketable securities which can easily be liquidated or sold, by maintaining a maturity schedule that assures a regular stream of cash flow, and by maintaining a sufficient amount of funds in immediately liquid accounts such as the Local Agency Investment Fund (LAIF). • Investment return objectives are achieved by analysis of the market and the investments available, by maintaining an active style of investment management, by swapping bonds if advantageous, by requiring competitive bidding and negotiation when appropriate, and by engaging in securities lending if appropriate. 1 • The objective of local economic development is pursued by allowing up to $15,000,000 of the Portfolio for purchases of Certificates of Deposit from local financial institutions. • The cash management function is organized by the City (ex-officio) Treasurer (“the Treasurer”), who also serves as the City’s Controller. The Treasurer sets overall policy and objectives for the cash management program. The Treasury Officer and Treasury staff, determine and take action to meet the City’s operating fund needs. If surplus funds are available, the Treasury Officer selects investments, with the approval of the Treasurer or Assistant Controller. One of the Treasury staff other than the Treasury Officer performs the accounting for the Portfolio and prepares monthly reports of investment activity. This segregation of duties is integral to strong internal control in the cash management program. • The Treasury Officer, with the advice and direction of the Treasurer, performs the day-to- day management of the Portfolio. The markets and economic activity are monitored daily along with possible investments and actions that would benefit the Portfolio. Data are analyzed and investment decisions are made by the Treasury Officer and approved by the Treasurer or Assistant Controller. • Reports of the results of the cash management program are made monthly. The Reports detail the disposition of all of the City’s surplus funds. Reports show the categories of the investments. Holdings in the Portfolio, including the par, book, and market value of each investment are also shown. The Reports also show the asset mix in the Portfolio, the range of maturities and a comparison of earned interest for the current month and earned interest for the fiscal year to prior year numbers. • After adoption of this Policy by Council, any material changes must be approved by Council. 2 I. INVESTMENT RESONSIBILITIES A. Legal Requirements The primary sources of law regarding the investment practices and procedures for the City of Fresno are laws passed by the State of California, the Fresno City Charter and the FMC. Federal law and Fresno County ordinances are not generally a source of direction with regard to the management of the City of Fresno deposit and investment program. The State has declared its intention to govern investment and deposit activity for local agencies under various California GC Sections. GC Sections 53630.1 and 53600.6 state that: “The Legislature hereby finds that the solvency and creditworthiness of each individual local agency can impact the solvency and creditworthiness of the state and other local agencies within the state. Therefore, to protect the solvency and creditworthiness of the state and all of its political subdivisions, the Legislature hereby declares that the deposit and investment of public funds by local officials and local agencies is an issue of statewide concern.” 1. Investment Authority a. State Law GC Section 41001 identifies the city treasurer as the city official responsible for receiving and safekeeping all money received as treasurer. GC Section 41006 authorizes the city treasurer to appoint “deputies” for whose acts the treasurer and their bondsmen are responsible. GC Section 53601 authorizes the legislative body of a local agency to invest “surplus funds,” money not required for the immediate needs of the local agency. GC 53607 authorizes the City Council to delegate its authority to invest to the treasurer of the local agency for a one-year period. b. City Law Section 804 of the Charter of the City of Fresno creates the position of City Controller, who shall be appointed by the Chief Administrative Officer with the approval of the City Council. The Controller is to have charge of the financial affairs of the City under the Chief Administrative Officer. Section 7-901 of the FMC appoints the Controller as the (ex-officio) Treasurer of the City, and requires that all funds received by the City be promptly paid into the City’s Treasury. 2. Investment Policy a. State Law GC Section 53646 encourages local agencies to prepare an annual investment policy to be submitted to the agency’s legislative body for its consideration at a public meeting. 3 b. City Law FMC Section 7-104 requires that the Controller shall annually prepare and submit an investment policy to the City Council for its approval. The policy is to include a policy statement, policy scope, policy objectives, and various other investment provisions addressing authorized investments, portfolio diversification, internal controls and other requirements as deemed appropriate by the Controller. 3. Investment Reporting a. State Law GC Section 53646 encourages that a quarterly investment report be prepared by the treasurer or chief financial officer and submitted to the City Council within 30 days following the end of the quarter covered by the report. GC 53607 requires that the treasurer make a monthly report of investment transactions to the City Council. b. City Law Although there is no legal requirement set forth in the City Charter or the FMC to do so, the Treasurer of the City of Fresno follows State law and submits monthly reports of investment activity to the City Council, in accordance with Section VI.A. of this Policy within 30 days after the end of the month covered by the report or as soon thereafter as the month is closed and it is practicable. 4. Authorized Investments a. State Law GC Section 53601 establishes the types of investments allowed, the maximum allowable percentage limits for each investment type, acceptable maturities, quality of ratings allowed, and maximum allowable percentage by issuer. GC Section 53601.8 provides for the investment of a portion of the City’s surplus funds in certificates of deposit at a commercial bank, savings bank, savings and loan association, or credit union that uses a private sector entity that assists in the placement of certificates of deposit. In addition, GC 16429.1 authorizes local agencies like the City to invest monies in the LAIF established by the State Treasurer for the benefit of local agencies. b. City Law The City Charter and municipal code do not deal with the types of investments permitted for the City of Fresno. Through this Policy, the City of Fresno conforms to State Law with regard to authorized investments. (See Section III.A.1. Also, Appendix D contains a comparison of State and City authorized investments). c. Grandfather Clause 4 Any investment held by the City of Fresno at the time this Policy is adopted shall not be sold to conform to any part of this Policy unless its sale is judged to be prudent by the City Treasurer. 5. Collateral Requirements a. State Law There are no collateral requirements for investments of surplus funds held in the City’s treasury in accordance with GC Section 53601. GC Section 53601.8 (c) requires that the full amount of principal and interest accrued on local agency funds invested in certificates of deposit in accordance with the provisions of GC Section 53601.8 shall at all times be insured by the Federal Deposit Insurance Corporation (FDIC) or the National Credit Union Administration (NCUA). GC Section 53635.2 requires that funds not invested in accordance with GC Section 53601, should “as far as possible” be deposited in eligible financial institutions in California. This money constitutes the City’s operating funds. For public operating funds in demand deposit accounts with financial institutions, GC Section 53652 requires that such funds must be collateralized by the institution with a market value of eligible securities listed in GC Section 53651, in excess of the total amount of all deposits secured by such eligible securities, by varying percentage amounts, depending on the type of security. Depository institutions are required to contribute such collateral to a pool of securities held in the name of and administered by the California Collateral Pool Administrator, an official with the California Department of Financial Institutions, and held by the Federal Reserve Bank as custodian. b. City Law FMC Section 7-101 governs the collection and custody of City moneys and requires all such funds to be paid promptly into the City’s Treasury, for deposit into financial institutions as determined to be most advantageous to the City by the Controller, with the approval of the City Council. 6. Prudent Person Rule a. State Law GC Section 53600.3 identifies those who invest money on behalf of local agencies as trustees and therefore fiduciaries subject to the prudent investor standard. A trustee is required to survey general economic conditions and the anticipated needs of the agency, and act in accordance with a level of care, skill, prudence and diligence under the circumstances then prevailing, in order to safeguard the principal of the investment and maintain the liquidity needs of the agency. 5 b. City Law The City Charter and the FMC do not specifically address the requirement for City personnel engaged in the investment process to act in accordance with the prudent person rule. However, this Policy does require the Prudent Person standard of behavior with respect to the City’s Investment Portfolio. (See Section I.C.1.) 7. Investment Objectives a. State Law GC Section 53600.5 requires that a trustee investing public funds must have the following objectives with regard to investment activities in the priority stated: Safety of principal, (First priority), Liquidity needs of the local agency (Second priority), and a Return on the funds under his/her control (Third priority). Also, with regard to the Return on investments, GC Section 53601.6(b) prohibits a local agency from investing funds in any security that could result in a zero interest accrual if held until maturity. b. City Law The City Charter and the FMC do not specifically note these requirements, but this Policy states that Safety, Liquidity and Yield constitute the first three objectives of the City’s investment program. In addition, this Policy prohibits investing in any investment that could result in a zero interest accrual. (See Section III.) 8. Securities Dealers a. State Law GC Section 53601.5 requires that any investments purchased by a local agency, must be obtained from either the issuer, or, if in the secondary market, from an institution licensed by the State as a broker-dealer, as defined in Section 25004 of the Corporation Code, or from a member of a federally regulated securities exchange, from a national or state-chartered bank, from a savings association or federal association (as defined by Section 5102 of the Financial Code) or from a brokerage firm designated as a primary government dealer by the Federal Reserve Bank. b. City Law The Charter and the FMC do not directly cover the requirements for broker- dealers, but this Policy conforms to State Law with regard to those who wish to maintain a broker-dealer relationship with the City. (See Section V.C.) 6 9. Prohibited Investments a. State Law GC Section 53601.6 (a) prohibits a local agency from investing any public funds in inverse floaters, range notes, or mortgage-derived, interest-only strips. b. City Law While the Charter and the FMC do not specifically deal with this issue, this Policy does conform to State Law and prohibits investment in inverse floaters, range notes, or mortgage-derived, interest-only strips. (See Section III.A.1.b.) 10. Trading Securities a. State Law GC Sections 53603, 53604, and 53605 combined permit an investment strategy other than “buy and hold.” These Code sections allow the purchase of an investment when issued or in the market, after it has been issued, and they also permit selling or exchanging an investment prior to maturity, in order to raise capital for the original purpose of the investment, or as otherwise desired. b. City Law The Charter and the FMC do not discuss the circumstances under which investments will be bought and sold, but this Policy follows State Law in permitting the City to trade securities if it is advantageous to the City to do so, and will not constitute a deviation from other Sections of this Policy. (See Sections III.C. and V.E.) 11. Safekeeping a. State Law GC Section 53608 permits the safekeeping function for a local agency to be delegated by the City Council to the City Treasurer. Securities may be deposited in a number of institutions including a Federal or State association (as defined by Section 5102 of the Financial Code), a trust company or a State or national bank located in California, with any branch of the Federal Reserve Bank, or with any State or national bank located in a (Federal) reserve city. By implication, what is not permitted is the deposit of securities with a “counterparty” or the broker- dealer from whom the securities were purchased. b. City Law Neither the Charter nor the FMC prescribe standards regarding the safekeeping of securities. However, this Policy conforms to State Law and requires City securities to be held by a third party custodian. (See Section III.A.2.) 7 B. Scope 1. Applicability a. Investment Pool This Policy applies to all monies under the control of the Treasurer of the City of Fresno, normally used in the day-to-day operations of the City, or which are not required for immediate use. The former funds are defined herein as “operating funds.” The latter funds are referred to in GC Section 53601 as “surplus funds.” Operating funds shall be deposited in the City’s demand deposit account (checking account) with its depository institution, in accordance with Section I.A.5. of this Policy. The amount of funds kept on deposit in this account shall be determined by the Treasurer, and the Treasurer’s deputies, to meet the demands of the City’s daily operations. This practice meets the responsibility delegated to the Treasurer by the Fresno City Council, in accordance with Section I.A.1.a. and Section IV.B. of this Policy. In meeting this same responsibility with respect to surplus funds, all such monies entrusted to the Treasurer will be pooled in a diversified portfolio (Investment Pool or the Portfolio). The City Treasurer and staff will monitor economic and other conditions, and manage the Portfolio on an active basis. b. Fund Accounting The monies covered by this Policy are accounted for in the City’s General Ledger, and reported in the City’s Comprehensive Annual Financial Report (CAFR). These financial assets are accounted for by means of fund accounting, in accordance with Generally Accepted Accounting Principles (GAAP) for Governmental entities. The Fund types used to account for them are: • General Fund • Special Revenue Funds • Capital Projects Funds • Enterprise Funds • Internal Service Funds • Fiduciary-Agency Funds 2. Exclusions a. Deferred Compensation Funds The assets and investments comprising the Deferred Compensation Fund are specifically excluded from coverage by this Policy. Investment of these funds is directed by each employee in accordance with the rules of the Deferred Compensation Plan of the City. 8 b. Successor Agency to the Redevelopment Agency of the City of Fresno In addition, this Policy is not applicable to funds held by the Successor Agency to the Redevelopment Agency (RDA) of the City of Fresno. Although a component unit of the City of Fresno, the RDA administers its funds separately from the City, and does not come under the authority of the City Treasurer. c. Retirement Systems Also excluded are all investments of the City of Fresno Retirement Systems, including the assets held in the General Employees System, and both Police and Fire Systems. These assets, both City and employee contributions, are governed by and are under the control of the Retirement Systems Board of Directors. d. Bond or Loan Proceeds Bond or other proceeds resulting from the City’s indebtedness, held by a trustee on behalf of the City’s creditors, or in accordance with federal requirements, typically to be used in conjunction with the construction of various capital projects, are also specifically excluded from the scope of this Policy. Furthermore, monies held by a trustee or fiscal agent and pledged to the payment or security of bonds or other indebtedness, known as “Reserve Funds,” or obligations under a lease, installment sale, or other agreement of the City, or certificates of participation in those bonds, indebtedness, or lease installment sale, or other agreements are also excluded from the scope of this Policy. Pursuant to GC Section 53601(m), such funds may be invested in accordance with the statutory provisions governing the issuance of those bonds, indebtedness, or lease installment sale, or other agreement, or to the extent not inconsistent therewith or if there are no specific statutory provisions, in accordance with the ordinance, resolution, indenture, or agreement of the City in providing for the issuance, rather than through the application of this Policy. C. Standards of Conduct 1. Prudent Investor Rule The standard of prudence to be used by investment officials for the City of Fresno shall be the “prudent person” standard and shall be applied in the context of managing an overall portfolio. Per GC Section 53600.3, the “prudent person” standard states that “When investing, reinvesting, purchasing, acquiring, exchanging, selling or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs of the agency, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the agency.” Investment officers acting in accordance with written procedures and exercising due diligence shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, 9 provided deviations from expectations are reported in a timely fashion and appropriate action is taken to control adverse developments. 2. Ethical Standards Officers and employees involved in the investment process shall refrain from personal business activity that could conflict with the proper execution and management of the investment program, or that could impair their ability to make impartial decisions. Officers and employees shall refrain from undertaking personal investment transactions with the same individual with whom business is conducted on behalf of the City. 3. Conflicts of Interest, Gifts, Gratuities The City fully supports the disclosure process required by the Political Reform Act and each individual involved in the City’s investment program shall be required to complete Form 700, Statement of Economic Interests, annually, in accordance with GC Sections 87100-87350. Employees and investment officers shall disclose any material financial interests in firms that conduct business within the City’s jurisdiction, and shall further disclose any personal financial/investment positions that could be related to the performance of the City’s Portfolio. A single gift or multiple gifts from a single donor, whose value exceeds $50 during a calendar year must be reported. Also, the limit on gifts or gratuities from a single source during a single year is a total of $500. These limits shall be strictly observed. II. INVESTMENT OBJECTIVES A. Compliance with Legal and Professional Direction In conducting its investment program, the City shall comply with all State and City legal directives, conform to GAAP as promulgated by the GASB, particularly GASB Statements 3, 31, 40, and 72, and avail itself of guidance furnished by governmental and industry professional organizations, including but not limited to the California Debt and Investment Advisory Commission (CDIAC), the Government Finance Officers Association (GFOA), the California Municipal Treasurer’s Association (CMTA), the California Society of Municipal Finance Officers (CSMFO), the Municipal Treasurers Association of the United States and Canada (MTAUS&C), the Association of Finance Professionals (AFP) and the Public Treasury Institute (PTI). It shall be the Policy of the City to ensure that staff involved in the investment program have regular training and adequate information resources provided by the preceding governmental and industry professional organizations. B. Safety of Capital The City of Fresno’s first and most important objective in conducting its investment program is to ensure the safety of principal, considering the portfolio as a whole. In a well-diversified portfolio, at any particular point in time, security valuations may be impacted either favorably or unfavorably by changes in interest rates and economic conditions. Specific policies to ensure the safety of principal are presented in Section III.A. “Policies to Ensure Legal Compliance and Safety of Principal.” 10 C. Maintenance of Adequate Liquidity The City’s Investment Portfolio must be structured in a manner that will provide the liquidity necessary to pay obligations as they become due. This is the second objective of the investment program. Specific policies by which the City ensures the maintenance of adequate liquidity are described in Section III.B. “Policies to Ensure Adequate Liquidity.” D. Return on Investments The City shall seek to optimize return on investments within the constraints of safety and liquidity. This third objective of the City investment program shall be to achieve a rate of return on funds that is comparable to that achieved by LAIF. Specific policies regarding investment rate of return are presented in Section III.C. “Policies to Achieve Investment Return Objectives.” E. Local Development Program Fourth, the City of Fresno seeks to promote local economic development through various programs and activities. Included is the Treasurer’s program of placing funds with local financial institutions who demonstrate a commitment to private economic growth, local housing investment and other community services. While investment in local financial institutions may result in a lower net yield for the Portfolio, the benefit to be derived is a potential expansion of the City’s tax base. Specific policies regarding local investments are presented in Section III.D, “Policies to Promote Local Economic Development.” III. INVESTMENT POLICIES A. Policies to Ensure Legal Compliance and Safety of Principal Ensuring compliance with State law and safety of principal are accomplished by minimizing three types of risk: credit risk, interest rate risk and foreign currency risk. There are three sub-types of credit risk: financial risk, custodial credit risk, and concentration of credit risk. Financial risk is the risk that the issuer of an investment instrument will default on it and not pay the debt. Custodial credit risk is the risk of losing an ownership interest in a security because it was held in the name of the selling firm in the transaction, and that firm experienced financial stress, making access to the security impossible. Concentration of credit risk refers to the risk of owning too many investments of one issuer. Interest rate risk is the risk of the loss of market value of an investment if interest rates should rise after the purchase. Foreign currency risk is the risk of the possible loss of an investment’s value when it is converted from a foreign currency into U.S. dollars. 1. Managing Financial Credit Risk 11 a. Authorized Investments The most effective method for minimizing the risk of default by an issuer is to invest in high quality obligations. Also, since these obligations are the only ones permitted by State law, investing in them is also the most effective way to maintain legal compliance. Therefore, it is the Policy of the City of Fresno to purchase only those obligations specified in GC Section 53601, GC Section 53601.8, and GC Section 16429.1. These are as follows: (1.) City of Fresno bonds, including revenue bonds, maturing within five years of the date of purchase. There shall be no percentage limitation of the Portfolio that can be invested in this category. (2.) United States Treasury notes, bonds, bills, or certificates of indebtedness, or those for which the faith and credit of the United States are pledged for the payment of principal and interest, maturing within five years of the date of purchase. There shall be no percentage limitation of the Portfolio that can be invested in this category. (3.) Registered California warrants, treasury notes or bonds, including revenue bonds maturing within five years of the date of purchase. There shall be no percentage limitation of the Portfolio that can be invested in this category. (4.) Registered treasury notes or bonds of any of the other 49 United States in addition to California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by a state or by a department, board, agency, or authority of any of the other 49 United States, in addition to California. There shall be no percentage limitation of the Portfolio that can be invested in this category. (5.) Bonds, notes, warrants or other evidences of indebtedness of any local agency within California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the local agency, or by a department, board, agency, or authority of the local agency. There shall be no percentage limitation of the Portfolio that can be invested in this category. (6.) Federal Agency or United States Government-Sponsored Enterprise obligations, participations, or other instruments including those issued by or fully guaranteed as to principal and interest by Federal agencies or United State Government-Sponsored Enterprises, maturing within five years of the date of purchase. These include, among others, issues of the Government National Mortgage Association (GNMA), the Federal Farm Credit Bank System (FFCB), the Federal Home Loan Bank Board (FHLB), the Federal Home Loan Mortgage Corporation (FHLMC), the Federal National Mortgage Association (FNMA), the Student Loan Marketing Association (SLMA), and the Federal Housing Administration (FHA). According to the Government Code, there is no percentage limitation of the Portfolio that can be invested in this category. However, the City Policy is that no more than 70 percent of the City Portfolio shall be composed of investments in 12 this category. Likewise, although the Government Code has no limitation on the percentage of the Portfolio that can be invested in any one of the issuers referenced in this paragraph, the Policy of the City of Fresno is to limit the percentage of the City’s Portfolio that can be invested in any one of these issuers to 50 percent. (7.) Banker’s Acceptances are bills of exchange or time drafts drawn on and accepted by a commercial bank. Banker’s Acceptances may not exceed 180 days to maturity at the time of purchase. No more than 40 percent of the Portfolio may be invested in this category, with no more than 30 percent of the Portfolio invested in the obligations of any one bank. Only Banker’s Acceptances eligible for purchase by the Federal Reserve System meet the eligibility requirements for investment in the Portfolio. (8.) Commercial Paper ranked “P-1” by Moody’s Investor Services or “A-1” by Standard and Poor’s and issued by a domestic corporation having assets in excess of $500,000,000 and having an “A” or better rating on its long-term debentures as provided by Moody’s or Standard and Poor’s. Purchases of eligible commercial paper may not exceed 25 percent of the Portfolio, nor have a term to maturity at time of purchase in excess of 270 days. The City is limited to purchasing no more than 10 percent of the outstanding commercial paper of any one issuer. (9.) Negotiable Certificates of Deposit issued by nationally or State-chartered banks, savings associations, or a federal association (as defined by Section 5102 of the California Financial Code), a state or federal credit union, or by a state-licensed branch of a foreign bank, not to exceed the net equity of the financial institution, and not to exceed a total concentration of 30 percent of the Portfolio, and maturing within five years of the date of purchase. These are not Time Deposits that would ordinarily be purchased from banks (See Section III.D.4. for information about the City’s Time Deposit investments.) Also, Negotiable CDs cannot be purchased from institutions for which City investment officials serve as members of the governing board. (10.) Investments in repurchase agreements, reverse repurchase agreements, or securities lending agreements of any securities authorized by this Policy. The term for repurchase agreements may not exceed one year, and the market value of the underlying securities must maintain a value of 102 percent or greater of the funds borrowed against those securities. Conditions for reverse repurchase agreements and securities lending agreements are that the securities to be sold or lent must have been owned for a minimum of 30 days prior to the transaction, the total amount of securities must not exceed 20 percent of the Portfolio, the agreement must not exceed a term of 92 days, unless there is a guaranteed spread for the entire period, the borrowed funds will not be invested for more than 92 days, unless, again, there is a guaranteed spread for the entire period, and, finally, these agreements may only be made with the prior approval of the City Council. 13 (11.) Medium-term notes are all corporate and depository institution debt securities with a maximum of five years or less remaining to the date of maturity at the time of purchase, issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States. Notes eligible for investment shall be rated in a rating category of “A” or better by a nationally recognized rating service. No more than 30 percent of the Portfolio may be invested in medium-term notes. Likewise, the State limits investments in the medium term notes of a single issuer to no more than 30 percent of the Portfolio. However, this Policy further limits investment in the medium term notes of any one issuer to no more than 20 percent of the Portfolio. The limit on the amount of a single issuer’s debt which may be purchased remains the same as that of the State, 100 percent. (12.) Shares of beneficial interest issued by diversified management companies, otherwise known as Mutual Funds, who invest in the securities and obligations authorized by this Policy. To be eligible for investment, these companies shall either: (1) attain the highest ranking or the highest letter and numerical rating provided by two of the largest nationally recognized rating services, or (2) have an investment adviser registered with the Securities and Exchange Commission with at least five years’ experience investing in the securities authorized by this Policy, and with assets under management in excess of $500,000,000. Investment in any one Mutual Fund shall not exceed 10 percent of the Portfolio, while the total of all Mutual Fund investments shall not exceed 20 percent of the Portfolio. Also, the purchase price of shares shall not include any commission that the companies may charge. (13.) Shares of beneficial interest issued by diversified management companies that are Money Market Funds registered with the Securities and Exchange Commission under the Investment Company Act of 1940. To be eligible for investment, these companies shall either (1) attain the highest ranking or the highest letter and numerical rating provided by not less than two nationally recognized statistical rating organizations, or (2) retain an investment adviser registered or exempt from registration with the securities and Exchange Commission with not less than five years’ experience managing Money Market Mutual Funds with assets under management in excess of $500,000,000. Investment in Money Market Funds shall not exceed 20 percent of the Portfolio, and shall not include in the purchase price of shares any commission that the companies may charge. (14.) Any mortgage pass-through security, collateralized mortgage obligation, mortgage-backed or other pay-through bond, equipment lease-backed certificate, consumer receivable pass-through certificate, or consumer receivable-backed bond of a minimum of five years’ maturity at the time of purchase. Securities eligible for investment under this subdivision shall be issued by an issuer having an “A” or higher rating for the issuer’s debt as provided by a nationally recognized rating service and rated in a rating category of “AA” or its equivalent or better by a nationally recognized 14 rating service. Purchase of securities authorized by this Policy may not exceed 20 percent of the Portfolio. (15.) Shares of beneficial interest issued by a joint powers authority organized pursuant to GC Section 6509.7 that invests in the securities and obligations authorized in paragraphs (1.) to (14.), inclusive. Each share shall represent an equal proportional interest in the underlying pool of securities owned by the joint powers authority. To be eligible under this section, the joint powers authority issuing the shares shall have retained an investment advisor that meets all of the following criteria: (i) the adviser is registered or exempt from registration with the Securities and Exchange Commission (ii) the adviser has not less than five years of experience investing in the securities and obligations authorized in paragraphs (1.) to (14.), inclusive, and (iii) the adviser has assets under management in excess of five hundred million dollars ($500,000,000). In accordance with State Law, there are no limits on the percentage of the Portfolio that may be invested in these shares. (16.) Deposits made with a “selected” depository institution, in accordance with GC Section 53601.8, that uses a private entity that assists in the placement of certificates of deposit with one or more commercial banks, savings banks, savings and loan associations, or credit unions. Such deposits shall at all times be insured by the Federal Deposit Insurance Corporation or the National Credit Union Administration. The selected depository institution shall serve as custodian for each certificate of deposit that is issued with placement service for the local agency’s account. (17.) Deposits in LAIF, up to the maximum permitted by the State Treasurer, currently $65,000,000 per account, for the purpose of investment. The City considers LAIF to be an external investment pool subject to the reporting requirements of GASB Statement 31, which requires that LAIF deposits be reported at fair market value. (18.) United States dollar denominated senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and Development, International Finance Corporation, or Inter-American Development Bank, with a maximum remaining maturity of five years or less, and eligible for purchase and sale within the United States. Investments under this subdivision shall be rated “AA” or better by an NRSRO and shall not exceed 30 percent of the Portfolio. b. Prohibited Investments (1.) The City shall not invest any funds in investment instruments not listed in Section III.A.1.a. (2.) The City shall not invest any funds in those investment instruments identified as “inverse floaters,” “range notes,” or “mortgage-derived, interest-only strips.” 15 (3.) The City shall not invest any funds in any security that could result in zero interest accrual if held to maturity. 2. Managing Custodial Credit Risk To protect against fraud, embezzlement, or potential losses resulting from the financial collapse of securities dealers, all securities owned by the City shall be held in the name of the City for safekeeping by a third party bank trust department, acting as agent for the City under the terms of a custody agreement or professional services agreement, executed by the bank and the City. All securities will be purchased and delivered using standard delivery-versus-payment (DVP) procedures through the City’s safekeeping agent. No outside broker/dealer or advisor may have access to City funds, accounts or investments, and no direct transfers of funds to an outside broker/dealer are permitted. Only indirect transfers may be made, through the City’s safekeeping agent. Upon purchase, sale, or maturity of investment securities, standing settlement instructions are provided to the servicing banks and broker/dealers involved in the transactions. Adherence to these standing settlement instructions ensures accurate and timely settlement of investment security transactions. Standing settlement instructions are restricted in nature, ensuring investment settlements are with established institutions. Deposits with financial institutions, and with LAIF, in accordance with GC Section 53601.8, GC Section 53635.2 and GC Section 16429.1, shall be evidenced by a certificate or official statement of the City’s account, issued by the financial institution or by LAIF, and retained in possession of the City. 3. Managing Concentration of Credit Risk The City believes that the most important means for ensuring safety of principal consists of purchasing investments of high credit quality, namely, those listed in Section III.A.1.a. At the same time, the City believes in the importance of a well- diversified Portfolio. It is the policy of the City to diversify its Investment Portfolio so that reliance on any one issuer or broker-dealer will not place an undue financial burden on the City. Accordingly, the permitted concentrations of investments, as a percentage of the Portfolio and per individual issuer, are as indicated in Section III.A.1.a.. They are also presented in a table in Appendix D, which compares them with the limits imposed by the State. 4. Managing Interest Rate Risk Interest rate risk is also referred to as “market risk.” It is the risk that, when selling an investment in the Portfolio, the price and the proceeds received will be less than the purchase price and amount invested. This results in the erosion of principal, or the realization of a capital loss. The longer the maturity date of bonds, the greater the price volatility, and the greater is the risk of principal erosion or selling the bond at a loss. Therefore, it is the City’s Policy to concentrate its investment portfolio in shorter-term securities in order to limit principal risk caused by changes in interest 16 rates. In no event will the City exceed the guidelines established by State law and invest in any security whose maturity date at the time of purchase is in excess of five years. In addition, the City manages interest rate risk by measuring the weighted average maturity of the Portfolio as a method of gauging the degree of interest rate risk to which the Portfolio is exposed. The weighted average maturity is a mathematical calculation wherein the average of the number of days or years to the maturity dates of all the investments in the Portfolio is weighted by the amounts of each investment. The greater the amount of the investment, the greater the role it plays in determining the average number of days to maturity. For the City of Fresno, the weighted average maturity of its Portfolio shall not exceed three years. By maintaining the weighted average maturity of the Portfolio below three years, the City successfully minimizes potential losses from interest rate increases. 5. Managing Foreign Currency Risk The City only invests in U.S. dollar denominated obligations. This successfully eliminates all risk of principal erosion due to fluctuations in the values of foreign currencies. B. Policies to Ensure Adequate Liquidity 1. Depository Balances On a daily basis, the Treasurer and Treasury Deputies shall review the status of the City’s demand deposit account, the expected inflows of cash from various sources, and the expected uses of cash for the day. The amount of funds needed for daily operations is determined, as is the amount of funds available to meet expected requirements. As a general rule, staff believes that an average balance of $15,000,000 in the City’s bank account is a reasonable target depository balance to meet operating fund requirements on any given day. The difference between expected sources and uses of cash determines whether there is a need for additional operating funds or there are surplus funds available for investment. Based on this analysis, the Treasurer and Treasury Staff seek to generate additional cash inflows or surveys the financial markets for suitable investments. In achieving the former, staff may determine that selling an investment is the most advantageous course to take, or selling shares in a money market fund, or LAIF. In achieving the latter, staff may consult with broker-dealers, review the financial markets via the news media or email communications, or conduct research via the City’s financial subscription service. At all times, staff shall endeavor to achieve a balance ensuring that operating funds remain sufficient to meet the City’s obligations, while any surplus funds are invested to achieve a financial return consistent with this Policy. 2. Repurchase Agreement Maturities Because no secondary market exists for repurchase agreements, the maximum maturity for repurchase agreements in the Portfolio is one year. 3. Security Marketability 17 Liquidity is very closely correlated with the marketability of investments in the Portfolio. Liquidity can be defined as the ability to sell an investment at or near the original purchase price paid for it, whenever desired. This can only occur if there is an active market for the type of security to be sold. Such a market only exists for high quality types of investments. Thus, in addition to the objectives of legality and safety, the City also ensures adequate liquidity by investing only in obligations permitted by GC 53601, GC 53601.8, and GC 16429.1 as described above in Section III.A.1.a. Authorized Investments. 4. Scheduling Maturities Or Maintaining A “Barbell” The Policy of the City is to maintain a schedule of maturities such that cash flow through maturities occurs in a manner adequate to fund City operations. As an alternative strategy, the City may maintain a “barbell” structure such that maturities are equally weighted toward a very short-term horizon (to provide liquidity) and a longer-term horizon (to provide higher yields). The Treasurer will determine which strategy will be most effective given current market conditions. 5. Investments in LAIF While the City maintains a high quality Portfolio, which will normally ensure the maintenance of adequate liquidity, either through a scheduled or “barbell” approach, the City must also be prepared for market aberrations which might serve to dampen liquidity, if only temporarily. Therefore, it is the Policy of the City to maintain an amount invested with LAIF that will provide adequate liquidity, as determined by the Treasurer, in the event that maturities in the Portfolio are not sufficient to fund operations, and securities cannot be sold to generate additional cash. C. Policies To Achieve Investment Return Objectives The policies set forth in this Section enable the City to achieve the yield objectives established for the Portfolio. 1. Yield Objective The City’s Portfolio is structured to attain a market-average rate of return through the ups and downs of various economic cycles. The performance measure used for the Portfolio is the yield achieved by the LAIF. This portfolio, managed by the California State Treasurer’s Office, establishes a standard for public funds in California. 2. Portfolio Management Style Management styles for fixed income portfolios range from a passive “buy and hold” approach to an extremely active “day trader” approach. It is the Policy of the City to manage the Portfolio in a semi-active style, in order to enhance the overall yield on the Portfolio. In employing a semi-active style, investments will not be purchased with the sole objective of holding them until maturity. Investments can and will be sold prior to maturity if advantageous to the City. At the same time, however, 18 buying solely in order to arbitrage and resell the investment constitutes speculation and this practice is expressly prohibited. 3. Portfolio Maturity Management As stated in Sections III.A.4. and III.B.3., when structuring the maturity composition of the Portfolio it is the Policy of the City to minimize interest rate risk and ensure adequate liquidity. Likewise, it is City Policy to evaluate current and expected interest rate yields and to invest accordingly, recognizing that the longer the time remaining to maturity for a security, the greater the price fluctuation which could occur, given changes in economic conditions and interest rate levels. 4. Bond Swaps The City takes advantage of security swap opportunities to improve Portfolio yield. A swap that improves Portfolio yield may be selected even if the transaction results initially in a loss. (See Section V.E.) 5. Competitive Bidding, Negotiation It is recognized that competitive bidding and negotiation for lower prices are two techniques that can enhance overall Portfolio yields. It is the Policy of the City to utilize one or both techniques, depending on the circumstances surrounding the transaction, when obtaining offers for the purchase of securities, or bids for the sale of securities. 6. Securities Lending a. Overview A securities loan is a transaction in which the owner of a security (the City) agrees to lend a security to a borrower (broker/bank) under terms negotiated at the time of the loan. During the period that a security is out on loan, the lender continues to have all the benefits of ownership. All interest or dividend income belongs to the lender. During the term of the loan, the borrower (broker/bank) pays a fee or interest to the lender (the City). During the term of the loan, the borrower must post collateral in the form of either cash or direct U.S. government and agency securities. The required collateral will always be in excess of the borrowed amount and be monitored by both parties. The term of the loan can be as short as overnight but usually averages 5 to 10 days. b. Policy It is the City’s Policy to enter into a securities lending program to enhance investment return. Securities lending will only be transacted with a written agreement approved by the City Attorney. The written agreement will detail: (1.) Acceptable types of collateral (2.) Standards of collateral custody and control 19 (3.) Collateral valuation and initial margin (4.) Accrued interest, mark-to-market, and margin calls (5.) Method for transmitting security income (6.) Acceptable methods for delivery of securities and collateral (7.) Conditions that will terminate the loan D. Policies To Encourage Local Development 1. Program Description In accordance with current Council policies on the facilitation of local economic development, and the legal direction cited in Section I.A.5. of this Policy, local financial institutions will be utilized to provide investment products for a portion of the City’s Portfolio. Such products will not necessarily result in maximum earnings for the Portfolio. However, the loss of short-term investment yields may be offset by the potential expansion of the tax base. Local financial institutions eligible for participation in this program are defined as: any financial institution whose deposits are insured by the Federal Deposit Insurance Corporation (for commercial and savings banks), the Savings Association Insurance Fund (for savings and loan associations), and the National Credit Union Share Insurance Fund (for credit unions) and organized and chartered under the laws of the United States or the State of California (collectively, the Institution), which also satisfies each of the following: (i) the Institution was founded and is headquartered in Fresno, Madera, Merced, Kings or Tulare County; (ii) the Institution shall be able to collateralize City funds in accordance with California GC Section 53652; and/or the Institution shall be able to use a private sector entity that assists in the placement of certificates of deposit in accordance with California GC Section 53601.8; (iii) if the Institution is a commercial bank, it shall have and maintain a Community Reinvestment Act (CRA) assessment area that includes all or substantially all of the low and moderate income census tracts in Fresno County and its most recent publicly available CRA rating in California is Satisfactory or Outstanding; and (iv) if the Institution is a credit union, a savings and loan association, or a savings bank, it shall have met the minimum operating standards required by its appropriate Federal or State regulatory body . Local broker-dealers may be used if they can supply the requisite investment instruments needed for the Investment Portfolio. 2. Program Objectives The objectives of the Program are to partner with local financial institutions with invested funds to be used for the economic development, housing investment and other community services for Fresno, and to achieve a local preference for Fresno broker-dealers who can provide the necessary financial products to the City. 3. Apportionment 20 The Program will earmark up to fifteen million dollars ($15,000,000) of the Portfolio for placement with local financial institutions. 4. Program Conditions For Local Financial Institutions a. Financial Institution Questionnaire All local financial institutions interested in the Program must complete a Depository Questionnaire (See Appendix A) and provide current and prior year audited financial statements, as well as the most recent quarterly statement of financial conditions. In the case of a bank, the bank’s latest CRA Report shall be submitted. For all other local financial institutions, their latest publicly available regulatory report shall be submitted. (See also Section V.C.1.) b. Collateral Requirements A local financial institution participating in the Program must be willing and able to collateralize City deposits in accordance with California GC Section 53652. Alternatively, the local financial institution must be able to use a private sector entity that assists in the placement of certificates of deposit, in accordance with GC Section 53601.8. c. Economic Development Time deposits, as evidenced by a certificate, or a statement of the City’s deposit, may be placed with those local financial institutions who qualify by certifying in the Depository Questionnaire that they have made loan(s) amounting to at least $250,000 in any of the City of Fresno’s low-income census tracts. If applicable, qualified institutions offering the highest interest rates will be given preference. d. Other Conditions (1.) An executed Contract For Deposit of Moneys per GC Section 53649 (2.) Collateralization required in accordance with GC Section 53652 or FDIC insurance in accordance with GC Section 53601.8 (c.) (3.) Waiver of collateral permissible per GC Section 53653 (4.) A certificate or statement evidencing the deposit and its terms is required (5.) No pending bank material adverse financial events (6.) No conflicts of interest with City officials (7.) Satisfactory Community Reinvestment Act rating 5. Program Conditions For Broker-Dealers a. Selection of Participant(s) 21 Local broker-dealers will be surveyed and selected in accordance with Section V.C.2. of this Policy. b. Maintenance of “Good Standing” The successful broker-dealer(s) and their firm must remain in good standing with the Securities and Exchange Commission (the “SEC”), the National Association of Securities Dealers (the “NASD”), and the State of California, in accordance with Section 25004 of the Corporations Code. c. Selection of Investment Instruments Investment instruments will be selected in accordance with Section III.A.1.a. of this Policy. IV. INVESTMENT FUNCTION ORGANIZATIONAL STRUCTURE A. Department of Finance The Director of the Department of Finance for the City of Fresno serves as the City’s Controller and Treasurer. He/she is responsible for providing the necessary organization and resources to maintain the City’s financial standing. Divisions reporting to the Director are: 1. Accounting Division a. Accounting Section This Section is responsible for central financial management functions, such as processing accounts payable, fixed asset management, enterprise and general accounting, grants management, and preparation of the City’s CAFR and State Controller’s Report. b. Payroll Section This Section is responsible for processing the City’s bi-weekly payroll, and ensuring adherence to and proper application of all bargaining unit agreements. 22 c. Treasury Section This Section is responsible for management of the City’s Investment Portfolio, daily cash management, debt administration, and bank reconciliations. d. Collections Section This Section is responsible for collection of various City of Fresno delinquent claims against others. e. Business Tax & Permits Section This Section is responsible for collecting taxes on business enterprises in the City of Fresno, and issuing licenses and permits for certain regulated activities and events. f. Purchasing Section The Purchasing Section is responsible for providing prompt and effective procurement services which meet the needs of City Departments in accordance with the spirit and requirements of the City Charter and Municipal Code while affording equal access to all entities seeking to do business with the City of Fresno. B. Treasury Section Responsibilities and Staffing – Investment Program Per GC 41006 1. Treasurer The Director of Finance/City Controller also serves as the City’s Treasurer. The Treasurer establishes overall policy, direction, and strategy for the City’s investment program. He/she also sets overall policy, direction and strategy with regard to cash receipts processing and coordination of bank relations. The Treasurer may approve investments made by the Treasury Officer. The Treasurer establishes internal controls to the maximum extent permitted by budgetary constraints for the safeguarding and protection of all City assets. A primary method of effecting good internal controls is a segregation of duties as detailed in this Section IV of the Policy. 2. Assistant Controller (a deputy per GC 41006) The Assistant Controller may approve investments made by the Treasury Officer. 3. Treasury Officer (a deputy per GC 41006) The Treasury Officer is responsible for executing the policies/strategies developed by the Treasurer, and monitors the daily operations of the Treasury Section. The Treasury Officer monitors daily market activity, confers with broker-dealers and banks, and selects investments for the City’s Investment Portfolio. The Treasury Officer makes recommendations for policy changes, strategies and procedures for accomplishing Treasury goals and objectives. 23 4. Accountant-Auditor II (a deputy per GC 41006) An Accountant-Auditor II in the Treasury Section, under the supervision of the Treasury Officer, is responsible for daily cash management. He/she is also responsible for accounting for investment transactions and preparing the monthly investment reports. C. Compensation Agreement The Treasurer will charge all City Departments with funds in the Portfolio for administrative and overhead costs to manage the Portfolio. The Treasurer shall annually prepare a proposed budget, providing a detailed itemization of all estimated costs that comprise the administrative fee charged. Costs include, but are not limited to, Portfolio management, bank and custodial fees, software maintenance fees, and other indirect costs incurred in connection with handling or managing funds. The administrative fee may be subject to change and may be increased or decreased throughout the year in order to cover the costs of managing the Portfolio. V. INVESTMENT OPERATING PROCEDURES A. Investment Program Development 1. Overview The investments of the City of Fresno are administered according to an investment program. The program is formulated by the Treasurer with the overall review and approval of the City Manager. The Treasurer shall evaluate the program at least monthly and recommend any changes that he/she feels to be warranted. 2. Program Organization The Treasury Officer shall review the investment program daily to analyze performance and monitor any variances from the Policy. Results will be reported monthly to the Treasurer, and, in turn, the City Manager, Mayor and the City Council. 3. Program Operations The investment program is developed by the Treasurer, Assistant Controller, Treasury Officer, Senior Accountant-Auditor or Accountant-Auditor II through the following procedures: a. Observe and summarize economic and market analysis b. Forecast available cash for investment. See III. B. 1. c. Formulate strategies concerning (1.) Asset mix (2.) Investment instruments (3.) Maturities 24 (4.) Target yields d. Monitor performance against the current investment program e. Evaluate any reasons for variance B. Market and Economic Analysis 1. Overview The Treasury Officer will be responsible for routinely performing market and economic analysis to support investment strategy development and program planning. This analysis will be performed using information obtained from investment advisors and brokers, as well as original data. The objective of the market and economic analysis will be to forecast probable market conditions for the period for which investments are planned. 2. Data Analysis Economic and market analysis is performed routinely by assembling and analyzing current and trend data. Market analysis utilizes, for example, the following types of data: a. Basis point changes b. Tracking of individual securities c. Shape of the yield curve d. Yield curve movements C. Selection Criteria For Local Financial Institutions and Broker-Dealers 1. Selection Criteria for Local Financial Institutions a. Minimum Criteria For Selection The Treasurer may approve a local financial institution if all the following criteria are met: (1.) The financial institution must provide insurance to its depositors through the FDIC, the Savings Association Insurance Fund (SAIF), or the National Credit Union Share Insurance Fund (NCUSIF). (2.) Only local financial institutions organized and chartered under the laws of the State of California or the laws of the United States shall be appointed as depositories of City funds. 25 (3.) The institution must be willing and able to collateralize City funds in accordance with California GC Section 53652. (4.) Alternatively, an institution must be able to use a private sector entity that assists in the placement of certificates of deposit that will be insured in accordance with GC Section 53601.8 (c). (5.) The institution must complete a City of Fresno Deposit Questionnaire. (See Appendix A) 2. Selection Criteria For Broker-Dealers The Treasurer shall maintain an approved list of securities broker-dealers with whom the City may conduct security transactions. Only those broker-dealers on the approved list are entitled to submit quotations and transact business with the City. Any broker-dealer failing to maintain the minimum criteria outlined below will be deleted from the approved list. a. Regulated Broker-Dealers Only approved broker-dealers will be used for investment transactions. Broker- dealers must be regulated by the SEC, be members in good standing of the NASD, and be licensed by the State of California. b. Broker-Dealer Certification Each broker-dealer must complete the Broker-Dealer Certification (Appendix B) before conducting investment business with the City. c. Broker-Dealer Diversification There is no minimum or maximum number of broker-dealers that may be used by the City. The Treasurer may limit the number of broker-dealers with whom the City may do business. d. Removal From Approved List If, in the judgment of the Treasurer, a broker-dealer is considered to be placing the City’s investments at risk, removal from the approved list can be done immediately. D. Instrument Selection 1. Liquidity Needs Investments are ordinarily selected according to anticipated cash needs. The City’s normal operating cycle results in a larger need for liquidity during the months of November, December, and June. Investments shall be made with these requirements in mind. 26 2. Portfolio Structure and Policy Guidelines The Treasury Officer will consider the composition of the current Portfolio and determine whether the securities being considered will maintain the Portfolio within Policy guidelines. 3. Current and Expected Yield Curve Analysis The Treasury Officer will monitor the current and expected yield curves. When interest rates are expected to decline, consideration will be given to extending weighted average maturity of the Portfolio within Policy constraints. When interest rates are expected to increase, consideration will be given to shortening the weighted average maturity of the Portfolio. 4. Yield Spread Analysis The Treasury Officer will monitor yield spreads among various Government Agency issues and U.S. Notes and Bonds. E. Bond Swaps 1. Overview One element of active investment management includes swapping a bond held in the City’s Portfolio for a comparable bond in the market place. The purpose of such a transaction is to enhance the overall yield on the Portfolio. 2. Criteria For Swaps A security swap may be considered if: a. The overall yield of the Portfolio after the swap does not decrease b. The maturity date of the new security is not more than two years longer than the maturity of the old security. 3. Criteria For Analyzing Swap Candidates Documentation of the incremental gain from doing a swap, as shown through an analysis similar to that provided by Bloomberg’s “Swap-Switch Book Analysis” will be maintained with the City’s permanent accounting documents. 4. Identification of Swap Candidates Swaps may also be suggested by broker-dealers who are on the City’s approved list. Consistent with other parts of this Policy, all purchases and sales can be competitively bid. If a particular swap is recommended by a broker-dealer, and that broker-dealer has the best bid as determined by the Treasury Officer, the broker- dealer who made the recommendation will be awarded the swap. 27 5. Categories of Swaps The basic types of swaps are as follows: a. Swaps to Increase Yield Aberrations in the market are often caused by supply and demand conditions for particular securities. If a short supply exists in a particular maturity range, for example, it may often be advantageous to swap out the security in short supply for another similar security in a different maturity range. b. Swaps to Increase Portfolio Quality Occasionally the demand for a particular security can create a situation where the security yields the same or less than an equivalent security with a higher rating. An improvement in Portfolio quality can thus be obtained by swapping the former security for the latter issue. F. Certification A copy of this Policy will be provided to the senior management of any financial institution, dealer, or broker-dealer wishing to transact investment business with the City in order that it be apprised of the investment goals of the City. Before business is transacted with the firm, a certification must be signed by a senior member of the firm. VI. PERFORMANCE EVALUATION AND REPORTING Investment performance is continually monitored and evaluated by the Treasurer and Treasury staff. Investment performance statistics and activity reports are generated by the City’s automated investment accounting system. The Treasury Section will produce summary reports on a monthly basis for review by the Mayor, City Manager, City Council and Internal Auditor. A. Standard Monthly Reports The following reports will be produced monthly and be included among the Treasurer’s monthly activity reports. 1. Month-end Report The month-end balance of operating funds, in the form of the bank balance, which has been reconciled with the balance in the City’s PeopleSoft accounting system, will be reported. (The bank reconciliation shall be available upon request.) The month-end Portfolio holdings will be shown by category of investment, showing the total book value, the total par value, the total market value, and the total expected returns of each category of investment. The rate of return on the Portfolio will be presented, both month-to-date and for the previous rolling twelve months. Additionally, the total earned interest on the Portfolio is shown, both month-to-date and year-to-date. (More detailed reports concerning the investments themselves shall be available upon request.) 28 2. Maturity Distribution Report The month-end Portfolio holdings will be shown in a table by category of investment and grouped by the remaining maturity. A bar chart will also show the distribution of the par value by maturity. 3. Portfolio Position Detail The complete list of month-end Portfolio holdings will be shown by category of investment. The listing will display each holding’s issuing institution, CUSIP number, coupon rate, yield to maturity, purchase date, maturity date, par value, amortized value, market value, and ending unit price. 4. Custom Reports Are Available On Request B. Changes To The Policy The City Council is encouraged by GC Section 53646 and required by FMC Section 7- 104 to consider and approve an Investment Policy at least annually. Following adoption of the Policy, the Council must approve material changes or revisions to the Policy as well. 29 APPENDIX A CITY OF FRESNO FINANCE DIVISION/TREASURY SECTION 2600 FRESNO STREET, ROOM 2156 FRESNO, CALIFORNIA 93721 DEPOSITORY QUESTIONNAIRE AND CERTIFICATION (Please type in response.) 1. Name of Depository 2. Address: Corporate: 3. Primary Representative: Alternate: Name: Name: ______________________________ Title: Title: ________________________________ Phone: (800) Phone: (800) 4. Check the investment instruments offered by your institution. Instrument Types U.S. Treasuries Government Sponsored Corporations Bankers Acceptances Commercial Paper Certificates of Deposit Repurchase Agreements Reverse Repurchase Agreements Medium-term Corporate Notes/Bonds Mutual Fund Shares Asset-Backed Securities 30 5. Explain your collateral practices and policies for public fund deposits. Does the depository consistently have collateral available in amounts exceeding $1 million? In what form are public deposits collateralized? 6. Does the depositor have the option to select the type of collateral? If so, does the interest rate vary according to the collateral? Explain. 7. Does the bank utilize a private sector company that assists in the placement of certificates of deposit, with Insuring Institutions such as Promontory Interfinancial Corporation LLC, through its Certificate of Deposit Account Registry Service (“CDARS”)? 8. Explain your methodology for establishing interest rates on public fund deposits. Are rates driven off a standardized market index? Are rates set in correlation with specific loan demands upon the depository? 31 9. As of your last fiscal year end, did the depository exceed the minimum standards established by thrift regulators for tangible capital, core capital, and risk-based capital? If not, explain. Include annual reports for the last three years. 10. Has your depository ever been subject to an investigation or receivership proceedings by a regulatory agency? If so, explain. 11. Does your depository prepare periodic announcements or press releases relating to the performance of the depository? If so, please include the most recent release. 12. Are there any fees or charges for doing business with your institution? Discuss your policy on early withdrawals of time deposits. Include the contract your depository uses for public fund deposits. 32 13. Has your depository ever been subject to an investigation or found to be in violation of the Community Reinvestment Act of 1977, or any other pertinent regulatory agency laws or regulations? Explain your policies (if applicable) for compliance with this Act. 14. Within the preceding year, has your depository made a loan or loans amounting to at least $250,000 in a low-income census tract within the City of Fresno? 15. Please describe any of the depository’s business development or job creation programs. 16. Is your depository founded and headquartered in any one of the five counties of Fresno, Madera, Tulare, Kings, or Merced? 33 Certification (To be signed by a person authorized by corporate resolution or by similar proceedings to make representations on behalf of the responding institution.) I hereby certify that I have personally read the Investment Policy and Objectives of the City of Fresno for Fiscal Year _________, ending June 30, _________, and have directed staff assigned to the City’s account to do the same. The standards of this Policy will apply to all investments subsequent to its effective date as determined by the Fresno City Council. Furthermore, I agree to personally read any changes or amendments to this Investment Policy which may be submitted by the City. This institution has in place procedures and a system of controls to preclude imprudent investment activities arising out of transactions conducted between our institution and the City of Fresno. All assigned personnel to the City’s account will be routinely informed of the City’s investment objectives, horizon, strategies and risk constraints whenever I am so advised by City personnel. Either I, or an assigned representative, will notify City staff immediately by telephone and in writing in the event of a material adverse change in our financial condition. I pledge to exercise due diligence in informing City staff of all foreseeable risks associated with financial transactions conducted with this institution. I attest to the accuracy of the responses within this questionnaire. Signed: ___________________________ Name: ____________________________________ Title: ______________________________ Date: ______________________________________ Attest: Name: _____________________________________ Title: Date: ______________________________________ 34 APPENDIX B City of Fresno Finance Department 2600 Fresno Street, Room 2156 Fresno, California 93721 (559) 621-7004, fax (559) 488-4636 www.finance@ci.fresno.ca.us BROKER/DEALER REQUEST FOR INFORMATION SECTION 1: STATEMENT OF POSITION AND GENERAL REQUIREMENTS The City of Fresno (hereinafter referred to as the "Government") is a statutory (home rule) Government operating under the laws of the State of California. The Government manages an operational portfolio ranging in size from 250 million to 300 million dollars, which is comprised mainly of U.S. agency obligations, corporate notes, treasury notes, and selected money market instruments. The Government has adopted a written Investment Policy which regulates the standards and procedures used in its cash management activities. A copy of the Investment Policy is attached as an Appendix to this document. The Government maintains relationships with qualified members of the broker/dealer community who, in their opinion, understand the needs, constraints, and goals of the Government. Broker/dealers will be notified of their approval by the Government in writing. No transactions will be conducted with an approved broker/dealer until all paperwork required by both parties has been executed. The Government solicits competitive bids and offers on the majority of its transactions. All securities will be delivered against payment to the third- party custodian named by the Government. Government personnel will review and substantiate all information and references requested in the document; therefore, please answer all questions as thoroughly as possible. SECTION II - PART I: REQUEST FOR GENERAL INFORMATION FROM BROKER/DEALER CANDIDATE 1. Name of Firm 2 Address-Local Headquarters (Provide both street address and/or P.O. Box No., if applicable) 3. Telephone No. Local ( ) (800) Headquarters ( ) 35 4. Contact personnel: (provide as an attachment if more space is required) Name Title Telephone No. Name Title Telephone No. Name Title Telephone No. 4a. Provide background information concerning the account representative listed in No. 4 above. Please include information on the individual's employment history as it relates to the securities industry, official licenses and certificates, the history and details of any disciplinary actions or complaints and the disposition of each as well as the history of any arbitration or litigation, the nature of the case and status or disposition. 5. Please provide the following information regarding at least four comparable clients with whom any of the representatives listed in No. 4 has an established relationship. We would prefer public sector clients in our geographical area, if possible. Client Name Address Person to contact Telephone No. Length of relationship 36 Client Name Address Person to contact Telephone No. Length of relationship Client Name Address Person to contact Telephone No. Length of relationship Client Name Address Person to contact Telephone No. Length of relationship 6. Has/have the representative(s) listed in No. 4 above been authorized by the firm to be account representative(s) for City of Fresno, California? Yes No If yes, by whom? 7. Please list the name of the immediate supervisor of the account representative(s) named in your response to No. 4 above. 37 8. Briefly describe any formal program of supervision of the account representative(s) named in No. 4, if your firm has established such a program. 9. Is the firm either licensed or supervised by the Securities Exchange Commission and the National Association of Securities Dealers? If not, why not? 10. Place an "X" by each regulatory agency that your firm is examined by and/or is subject to its rules and regulations. FDIC SEC NYSE Comptroller of Currency Federal Reserve System Other (example: State Regulatory Agency). Multi-state firms please note: It is not necessary to include regulatory agencies which do not have jurisdiction over your firm's activities in Fresno, California. 11. Have you obtained all required licenses to operate as a broker/dealer in the state of California? Yes No 12. If you are not a Bank, please provide the following information regarding your principal banking relationship. Bank Name Address Person to contact Telephone No. Length of relationship 13. Is the firm a primary dealer in U.S. Government Securities? Yes If so, how many years? No 38 14. Indicate the investment instruments offered regularly by the firm by placing a check- mark next to the type of instrument. Is the firm a primary dealer in U.S. Government Securities? Instrument Types Check if Applicable U.S. Treasuries Government Sponsored Corporations Bankers Acceptances Commercial Paper Certificates of Deposit Repurchase Agreements Reverse Repurchase Agreements Medium-term Corporate Notes/Bonds Mutual Fund Shares Asset-Backed Securities 15. Does your firm specialize in any of the instruments listed above? If so, please specify which ones. 16. Has the firm ever been notified in writing by a public-sector client that the firm or a firm representative was in part responsible for a loss on a securities transaction? If so, explain. 17. Has the firm ever been subject to a regulatory or state or federal agency investigation for alleged improper, fraudulent or disreputable activities in connection with a public- sector client? If so, explain. 39 Section II-Part II: Request for Broker/Dealer Candidate Disclosure 18. To the best of your knowledge, has there been any "material" litigation, arbitration or regulatory proceedings, either pending, adjudicated or settled, that your firm has been subject to within the last five years that involved issues concerning the suitability of the sale or purchase of securities to institutional clients or fraudulent or unfair practices related to the sale of securities to an institutional client? If so, please describe each such matter briefly. For purposes of this section, proceedings are "material" if your independent accountant applying generally accepted accounting principles determines that such proceedings required disclosure on your financial statements. 19. Explain the firm's practices for monitoring credit quality of institutions. Does the firm have internal expertise in this area? 20. What was the firm's capital position as of last fiscal year end? 21. Are there any fees or charges for doing business with your institution? If so, include a complete schedule of fees and charges. 22. Please provide certified audited financial statements for the last three years. In addition, for those dealers preparing and submitting financial statements to the following organizations, please provide publicly available financial documents filed with these agencies for the previous two years: National Association of Securities Dealers Securities and Exchange Commission New York Stock Exchange Federal Deposit Insurance Corp. 40 CERTIFICATION (To be signed by a person authorized by corporate resolution or by similar proceedings to make representations on behalf of the responding institution.) I hereby certify that I have personally read the Investment Policy and Objectives of the City of Fresno for Fiscal Year ____________, ending June 30, ____________, and have directed staff assigned to the City's account to do the same. The standards in this Policy will apply to all investments subsequent to its effective date, as determined by the Fresno City Council. Furthermore, I agree to personally read any changes or amendments to this Investment Policy, which may be submitted by the City. This firm has in place procedures and a system of controls to preclude imprudent investment activities arising out of transactions conducted between our institution and the City of Fresno. All assigned personnel to the City's account will be routinely informed of the City's investment objectives, horizons, strategies and risk constraints whenever I am so advised by City personnel. Either I or an assigned representative will notify City staff immediately by telephone and in writing in the event of a material adverse change in our financial condition. I pledge to exercise due diligence in informing City staff of all foreseeable risks associated with financial transactions conducted with this institution. I attest to the accuracy of the responses within this questionnaire. Signed: Name: Title: Date: Attest: Name: Title: Date: 41 APPENDIX C Glossary of Cash Management Terms The following is a glossary of key investment terms, many of which appear in the City of Fresno Investment Policy. Accrued Interest - The accumulated interest due on a bond as of the last interest payment made by the issuer. Agency Note (or Federal Agency or United States Government-Sponsored Enterprise) - A debt security issued by a federal or federally sponsored agency. Federal agencies are backed by the full faith and credit of the U.S. Government. Federally sponsored agencies (FSAs) are backed by each particular agency with a market perception that there is an implicit government guarantee. An example of federal agency is the Government National Mortgage Association (GNMA). An example of a FSA is the Federal National Mortgage Association (FNMA). All Available Funds – All monies deposited in the City of Fresno Treasury at any one time, which may be used for operations or are available for investment. The total amount of surplus funds and operating funds which the City of Fresno may legally claim at any one time. Amortization - The systematic reduction of the amount owed on a debt issue through periodic payments of principal. Average Life - The average length of time that an issue of serial bonds and/or term bonds with a mandatory sinking fund feature is expected to be outstanding. Banker’s Acceptance - Bill of exchange or time draft drawn on and accepted by a commercial bank. With the credit strength of the bank behind it, the banker’s acceptance usually qualifies as a money market instrument. Barbell – Portfolio management strategy in which funds are concentrated in both short term and long term type of investments, with little to nothing in mid-term securities. Designed to provide liquidity while at the same time capturing higher yields from longer term investments. Basis Point - A unit of measurement used in the valuation of fixed-income securities equal to 1/100 of 1 percent of yield, e.g., “1/4” of 1 percent is equal to 25 basis points. Bid - The indicated price at which a buyer is willing to purchase a security or commodity. Book Value - The value at which a security is carried on the inventory lists or other financial records of an investor. The book value may differ significantly from the security’s current value in the market. Broker-Dealer – An investment securities sales firm that has the ability to both arrange for sales of securities, as well as buying securities for its inventory. Callable Bond - A bond issue in which all or part of its outstanding principal amount may be redeemed before maturity by the issuer under specified conditions. 42 Call Price - The price at which an issuer may redeem a bond prior to maturity. The price is usually at a slight premium to the bond’s original issue price to compensate the holder for loss of income and ownership. Call Risk - The risk to a bondholder that a bond may be redeemed prior to maturity. Capital – Funds which may be invested in various projects, ventures, or enterprises. Cash Sale/Purchase - A transaction which calls for delivery and payment of securities on the same day that the transaction is initiated. CDARS – Certificate of Deposit Account Registry Service is the copyrighted deposit placement service offered through Promontory Interfinancial Network LLC (Promontory). Through this service, Promontory attempts to place time deposits (CDs) issued by Insured Institutions within the Promontory network in principal amounts that will not exceed the Standard Maximum Insurance Amount (SMDIA ) for deposits of one depositor at one Insured Institution (currently $250,000). CDARS is a proprietary process owned by Promontory that allocates orders submitted by participating financial institutions on behalf of their depositors on dates (Order Dates) specified by Promontory. CDARS Deposit Placement Agreement – Contract between depositor and participating depository financial institution for the placement of time deposits with other participating depository financial institutions by the contracted participating depository financial institution, through Promontory Interfinancial Network LLC (Promontory), utilizing Promontory’s Certificate of Deposit Account Registry Service (CDARS). Certificates of Deposit (non-negotiable) – Receipts for funds deposited in a bank or savings and loan association for a specified period of time at a specified rate of interest. The first $250,000 is guaranteed by the Federal Deposit Insurance Corporation (FDIC) for banks, the Federal Savings and Loan Insurance Corporation (FSLIC) for savings and loan associations and the National Credit Union Share Insurance Fund (NCUSIF) for credit unions. Collateralization - Process by which a borrower pledges securities, property, or other deposits for the purpose of securing the repayment of a loan and/or security. Collateralized Mortgage Obligation – Mortgage backed bond separating mortgage pools into different maturity classes. Commercial Paper - An unsecured short-term promissory note issued, with maturities ranging from 1 to 270 days, issued by banks, corporations, and other borrowers to investors with temporarily idle cash. Such instruments are unsecured and usually discounted. Consumer Receivable-backed Bond - See Consumer Receivable Pass Through. Consumer Receivable Pass Through – Debt instrument secured by consumer receivables such as credit card receivables. Payments are passed through to the investor direct from the underlying receivable. 43 Convexity - A measure of a bond’s price sensitivity to changing interest rates. A high convexity indicates greater sensitivity of a bond’s price to interest rate changes. Coupon Rate - The annual rate of interest received by an investor from the issuer of certain types of fixed-income securities. Also known as the “interest rate.” Counterparty – Other party to a transaction. Buyers and sellers are counterparties to each other, for example. Credit Quality - The measurement of the financial strength of a bond issuer. This measurement helps an investor to understand an issuer’s ability to make timely interest payments and repay the loan principal upon maturity. Generally, the higher the credit quality of a bond issuer, the lower the interest rate paid by the issuer because the risk of default is lower. Credit quality ratings are provided by nationally recognized rating agencies. Credit Risk - The risk to an investor that an issuer will default in the payment of interest and/or principal on a security. Current Yield (Current Return) - A yield calculation determined by dividing the annual interest received on a security by the current market price of that security Custodian – Bank or other financial institution having custody or possession of the assets of another business or individual for the purpose of safekeeping. Debt Instrument – Any of a number of obligations to repay funds or monies borrowed, usually with interest. Examples include loans, mortgages, bonds, debentures, and certificates of deposit. Default – Failure to repay a debt obligation. Delivery Versus Payment (DVP) - A type of securities transaction in which the purchaser pays for the securities when they are delivered either to the purchaser or his/her custodian. Discount - The amount by which the par value of a security exceeds the price paid for the security. Diversification - A process of investing assets among a range of security types by sector, maturity, and quality rating. Equipment Lease-backed Security – Debt instrument backed by equipment leases. Repayment comes from lease payments by the lessee on equipment leased. Fair Value - The amount at which an investment could be exchanged in a current transaction between willing parties, other than in a forced or liquidation sale. FDIC – Federal Deposit Insurance Corporation. An agency of the United States Government that insures bank deposits against loss of principal in the accounts of the bank’s depositors, up to a maximum amount of funds deposited per account (currently $100,000). Federal Funds - Fed Funds - Funds placed in Federal Reserve banks by depository institutions in excess of current reserve requirements. These depository institutions may lend fed funds to each 44 other overnight or on a longer basis. They may also transfer funds among each other on a same-day basis through the Federal Reserve banking system. Fed funds are considered to be immediately available funds. Federal Funds Rate - Interest rate charged by one institution lending federal funds to the other. GASB – Governmental Accounting Standards Board GASB 3 – GASB Pronouncement providing direction and guidance on how a government’s cash and investments are to be presented in the government’s Comprehensive Annual Financial Report. GASB 31 – GASB Pronouncement providing further direction and guidance on how a government’s cash and investments are to be presented in the government’s Comprehensive Annual Financial Report. It requires that the fair value of the government’s investments be presented. GASB 40 – Revises GASB 3 to require additional disclosure of the degree of risk associated with a government’s investment portfolio. GASB 72 - GASB Pronouncement with respect to a government’s cash and investments. It provides guidance for determining a fair value measurement for financial reporting purposes. Government Securities - An obligation of the U.S. government, backed by the full faith and credit of the government. These securities are regarded as the highest quality of investment securities available in the U.S. securities market. See “Treasury Bills, Notes, and Bonds.” Government Sponsored Enterprise – See Agency Notes. Indenture – Agreement between bondholders, trustee and issuer, in which issuer agrees to repay monies borrowed from bondholders. Specifies how proceeds of bond issue may be used. Insured Institution – Term used to describe a financial institution that is one of the participants in the Promontory Interfinancial Network, LLC. These are banks who agree to accept a time deposit and issue a Certificate of Deposit (“CD”) to a depositor in an account that is insured by the Federal Deposit Insurance Corporation (“FDIC”). The principal, along with aggregated interest in this account, shall not exceed the Standard Maximum Deposit Insurance Amount (“SMDIA”) offered by the FDIC (currently $100,000 per account.) Interest Rate - See “Coupon Rate.” Interest Rate Risk - The risk associated with declines or rises in interest rates which cause in investment in a fixed-income security to increase or decrease in value. Inverted Yield Curve - A chart formation that illustrates long-term securities having lower yields than short-term securities. This configuration usually occurs during periods of high inflation coupled with low levels of confidence in the economy and a restrictive monetary policy. Investment Company Act of 1940 - Federal legislation which sets the standards by which investment companies, such as mutual funds, are regulated in the areas of advertising, promotion, performance reporting requirements, and securities valuations. 45 Investment Policy - A concise and clear statement of the objectives and parameters formulated by an investor or investment manager for a portfolio of investment securities. Investment-grade Obligations - An investment instrument suitable for purchase by institutional investors under the prudent person rule. Investment-grade is restricted to those obligations rated BBB or higher by a rating agency. Inverse Floaters – Debt securities paying an interest rate that floats inversely with a specified index, such as the T-Bill rate. For example, as the T-Bill rate rises, the Inverse Floater rate will decline. Issuer – An issuer of debt, for example, bonds, is a borrower of funds in the debt markets. Liquidity - An asset that can be converted easily and quickly into cash. Local Agency Investment Fund (LAIF) – Fund managed by the California Treasurer’s Office, offering local agencies the opportunity to invest surplus funds at better than average market rates of return with same-day liquidity. Mark-to-market - The process whereby the book value or collateral value of a security is adjusted to reflect its current market value. Market Risk - The risk that the value of a security will rise or decline as a result of changes in market conditions. Market Value - Current market price of a security. Maturity - The date on which payment of a financial obligation is due. The final stated maturity is the date on which the issuer must retire a bond and pay the face value to the bondholder. See “Weighted Average Maturity.” Medium-term Notes - All corporate and depository institution debt securities with a maximum of five years or less remaining to the date of maturity at the time of purchase, issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States. Money Market Mutual Fund - Mutual funds that invest solely in money market instruments (short- term debt instruments, such as Treasury bills, commercial paper, bankers’ acceptances, repos and federal funds). Mortgage-derived Interest-only Strips - Derivative investment consisting of a series of interest payments from mortgages. Risky because original investment may or may not be paid back. Mortgage Pass-through security – Security that pays investors everything received. All principal and interest received is passed through to the investor. Mortgage-backed Bond – Bond securitized by mortgages. Issued by FNMA and FHLMC for example. 46 Mutual Fund - An investment company that pools money and can invest in a variety of securities, including fixed-income securities and money market instruments. Mutual funds are regulated by the Investment Company Act of 1940 and must abide by the following Securities and Exchange Commission (SEC) disclosure guidelines: 1. Report standardized performance calculations. 2. Disseminate timely and accurate information regarding the fund’s holdings, performance, management and general investment policy. 3. Have the fund’s investment policies and activities supervised by a board of trustees, which are independent of the adviser, administrator or other vendor of the fund. 4. Maintain the daily liquidity of the fund’s shares. 5. Value their portfolios on a daily basis. 6. Have all individuals who sell SEC-registered products licensed with a self-regulating organization (SRO) such as the National Association of Securities Dealers (NASD). 7. Have an investment policy governed by a prospectus which is updated and filed by the SEC annually. National Association of Securities Dealers (NASD) - A self-regulatory organization (SRO) of brokers and dealers in the over-the-counter securities business. Its regulatory mandate includes authority over firms that distribute mutual fund shares as well as other securities. Nationally Recognized Statistical Rating Organization (NRSRO) – Commonly known as a “rating agency,” an organization issuing credit ratings or scores with regard to the credit quality of the debt instruments issued by both public and private entities. Best known examples include Moody’s, Standard and Poor’s, and Fitch. Negotiable Certificate of Deposit – Large dollar amount, short-term certificate of deposit issued by large banks and bought mainly by corporations and institutional investors. They are payable to the bearer or to the order of the depositor and, being negotiable, they are traded in an active market and usually have a maturity less than six months. Net Asset Value - The market value of one share of an investment company, such as a mutual fund. This figure is calculated by totaling a fund’s assets which includes securities, cash, and any accrued earnings, subtracting this from the fund’s liabilities and dividing this total by the number of shares outstanding. This is calculated once a day based on the closing price for each security in the fund’s portfolio. (See below.) [(Total assets) - (Liabilities)]/(Number of shares outstanding) Nominal Yield - The stated rate of interest that a bond pays its current owner, based on par value of the security. It is also known as the “coupon,” “coupon rate,” or “interest rate.” Offer - An indicated price at which market participants are willing to sell a security or commodity. Also referred to as the “Ask price.” Operating Funds – Amount of money needed to meet the operating needs of the City on a daily, weekly, monthly or annual basis. This includes the amount of money needed to pay vendors, employees, bondholders, and other creditors. This is the amount of money normally kept in the City’s bank account to pay City obligations. As specified in the Policy, the target amount for this balance is $15,000,000, on any given day. By contrast, see “Surplus Funds.” Par - Face value or principal value of a bond, typically $1,000 per bond. 47 Pay-through Bond – Bond whose cash flow generated by its underlying security is paid through to investors Positive Yield Curve - A chart formation that illustrates short-term securities having lower yields than long-term securities. Premium - The amount by which the price paid for a security exceeds the security’s par value. Primary Government Dealer – A well-capitalized securities brokerage firm that is required to participate in U.S. Treasury auctions of its debt instruments. Principal - The face value or par value of a debt instrument. Also may refer to the amount of capital invested in a given security. Promontory Interfinancial Network – A private sector firm that places time deposits (“CDs”), with participating Insured Institutions through Promontory’s CDARS. California Government Code Sections 53601.8 and 53635.8 permit the City to place funds for the purchase of time deposits with Insured Institutions through private sector firms such as Promontory Interfinancal Network. Prospectus - A legal document that must be provided to any prospective purchaser of a new securities offering registered with the SEC. This can include information on the issuer, the issuer’s business, the proposed use of proceeds, the experience of the issuer’s management, and certain certified financial statements. Prudent Person Rule - An investment standard outlining the fiduciary responsibilities of public funds investors relating to investment practices. Range Note – Investment whose coupon payment varies depending on whether the current benchmark falls within a specified range. If it does not, then there is no requirement to pay any interest at all. Range notes have a high coupon as long as a market index remains below a specified level or within a specified range, but a zero percent coupon if it does not. Regular Way Delivery – Securities settlement that calls for delivery and payment on the third business day following the trade date (T+3); payment on a T+1 basis is currently under consideration. Mutual funds are settled on a same day basis; government securities are settled on the next business day. Reinvestment Risk - The risk that a fixed-income investor will be unable to reinvest income proceeds from a security holding at the same rate of return currently generated by that holding. Repurchase Agreement (repo RP) - An agreement of one party to sell securities at a specified price to a second party and a simultaneous agreement of the first party to repurchase the securities at a specified price or at a specified later date. Return on Investment – Interest earnings on other gains as measured a percentage basis with respect to the amount of the investment. Reverse Repurchase Agreement (Reverse Repo) - An agreement of one party to purchase securities 48 at a specified price from a second party and a simultaneous agreement by the first party to resell the securities at a specified price to the second party on demand or at a specified date. Rule 2a-7 of the Investment Company Act - Applies to all money market mutual funds and mandates such funds to maintain certain standards, including a 13- month maturity limit and a 90- day average maturity on investments, to help maintain a constant net asset value of one dollar ($1.00). Safekeeping - Holding of assets (e.g., securities) by a financial institution. Securities Lending Agreement – Agreement between investors and other owners of securities to lend them to broker-dealers and other institutions for short periods of time, in exchange for a negotiable fee. Safety – An objective of portfolio management. Most often refers to maintenance of principal or the prevention of the loss of capital. Selected depository institution- as defined by California GC Sections 53601.8(a) and 53635.8 (a), a nationally or state chartered commercial bank, savings bank, savings and loan association, or credit union within California, that has been contracted by a local agency, to submit local agency funds to a private sector entity that assists in the placement of certificates of deposit (time deposits) with other commercial banks, savings banks, savings and loan associations, or credit unions that are located in the United States, for the local agency’s account. The selected depository institution shall serve as a custodian for each certificate of deposit that is issued with the placement service for the local agency’s account. SMDIA- Standard Maximum Deposit Insurance Amount. This term is defined by Promontory Interfinancial Network LLC as the current FDIC limit of $100,000 per account deposited in a bank account and insured by the FDIC against loss of principal. Surplus Funds – As specified in State law, funds which are not required for the immediate needs of the local agency. The City may invest any portion of these funds it deems wise or expedient in investments set forth in this Policy. See III. A. 1.a. (Contrast operating funds.) Swap - Trading one asset for another. Term Bond - Bonds comprising a large part or all of a particular issue which come due in a single maturity. The issuer usually agrees to make periodic payments into a sinking fund for mandatory redemption of term bonds before maturity. Total Return - The sum of all investment income plus changes in the capital value of the portfolio. For mutual funds, return on an investment is composed of share price appreciation plus any realized dividends or capital gains. This is calculated by taking the following components during a certain time period. (Price Appreciation) + (Dividends paid) + (Capital gains) = Total Return Treasury Bills - Short-term U.S. government non-interest bearing debt securities with maturities of no longer than one year and issued in minimum denominations of $10,000. Auctions of three- and six-month bills are weekly, while auctions of one-year bills are monthly. The yields on these bills are monitored closely in the money markets for signs of interest rate trends. 49 Treasury Notes - Intermediate U.S. government debt securities with maturities of one to 10 years and issued in denominations ranging from $1,000 to $1 million or more. Treasury Bonds - Long-term U.S. government debt securities with maturities often years or longer and issued in minimum denominations of $1,000. Currently, the longest outstanding maturity for such securities is 30 years. Uniform Net Capital Rule - SEC Rule 15C3-1 outlining capital requirements for broker/dealers. Volatility - A degree of fluctuation in the price and valuation of securities. Weighted Average Maturity (WAM) - The average maturity of all the securities that comprise a portfolio. According to SEC rule 2a-7, the WAM for SEC registered money market mutual funds may not exceed 90 days and no one security may have a maturity that exceeds 397 days. When Issued (WI) - A conditional transaction in which an authorized new security has not been issued. All “when issued” transactions are settled when the actual security is issued. Yield - The current rate of return on an investment security generally expressed as a percentage of the security’s current price. Yield-to-call (YTC) - The rate of return an investor earns from a bond assuming the bond is redeemed (called) prior to its nominal maturity date. Yield Curve - A graphic representation that depicts the relationship at a given point in time between yields and maturity for bonds that are identical in every way except maturity. A normal yield curve may be alternatively referred to as a positive yield curve. Yield-to-maturity - The rate of return yielded by a debt security held to maturity when both interest payments and the investor’s potential capital gain or loss are included in the calculation of return. Zero-coupon Securities - Security that is issued at a discount and makes no periodic interest payments. The rate of return consists of a gradual accretion of the principal of the security and is payable at par upon maturity. 50 APPENDIX D INVESTMENT POLICY STATE-FRESNO LIMITS BY INVESTMENT TYPE Authorized Investments Maximum Maturity Quality Rating Maximum % Limit Of Portfolio State Maximum % Limit Of Portfolio Fresno Maximum % Limit Of Portfolio Per Single Issuer State Maximum % Limit Of Portfolio Per Single Issuer Fresno Maximum % of Single Issuer's Debt State/Fresno City of Fresno Debt 5 Years N/A 100%100%100%100%100% U.S. Treasuries 5 Years N/A 100%100%100%100%100% California Debt 5 Years N/A 100%100%100%100%100% Other 49 States Debt 5 Years N/A 100%100%100%100%100% Cal Local Agency Debt 5 Years N/A 100%100%100%100%100% GSE Agencies 5 Years N/A 100%70%100%50%100% Banker's Acceptances 180 Days N/A 40%40%30%30%100% Commercial Paper 270 Days A-1/P-1 25%25%25%25%10% Certificates of Deposit 5 Years Insured 30%30%30%30% Shareholders Equity Negotiable CDs 5 Years N/A 30%30%30%30%Shareholders Equity Time Deposits 5 Years Collateral 100%100%100%100%Shareholders Equity Shares of Section 6509.7 JPAs N/A N/A 100%100%100%100%100% GC 53601.8 CDs 5 Years Insured 30%30%30%30%Shareholders Equity Repurchase Agmnts 1 Year Collateral 100%100%100%100%100% Reverse Repurchase Agmnts 92 Days N/A 20%20%N/A N/A 100% Securities Lending Agmnts 92 Days N/A 20%20%N/A N/A 100% Medium-Term Notes 5 Years A 30%30%30%20%100% Mutual Funds N/A AAA 20%20%10%10%100% Money Market Funds N/A AAA 20%20%20%20%100% Mortgage/Asset Backed Debt 5 Years AA 20%20%20%20%100% LAIF N/A N/A 100%100%100%100%100% International Bank Recon & Dev 5 Years AA 30%30%30%30%100% International Finance Corp 5 Years AA 30%30%30%30%100% Inter-American Development Bank 5 Years AA 30%30%30%30%100% 51 City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1826 Agenda Date:6/13/2019 Agenda #: REPORT TO THE CITY COUNCIL June 27, 2019 SUBJECT Appearance by Gary Doesekle to discuss the homeless issues by the Convention Center. (Speaker resides in District 4) City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1938 Agenda Date:6/27/2019 Agenda #:1.H. REPORT TO THE CITY COUNCIL June 27, 2019 SUBJECT Appearance by Kim Yasuda to discuss Shields/West Recycling Center. (Speaker resides in District 1) City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1937 Agenda Date:6/27/2019 Agenda #: REPORT TO THE CITY COUNCIL June 27, 2019 FROM:JENNIFER K. CLARK, AICP, Director Development and Resource Management Department THROUGH:DANIEL ZACK, AICP, Assistant Director Development and Resource Management Department BY:LAURA GROVES van ONNA Historic Preservation Specialist Development and Resource Management Department SUBJECT CONTINUED HEARING to consider adoption of resolutions related to the designation of properties to the Local Register of Historic Resources 1.***RESOLUTION - Designating the George Riddell Miller Home located at 617 E Carmen Avenue, Fresno, California to the Local Register of Historic Resources (Council District 1) (Subject to Mayor’s veto) 2.***RESOLUTION - Designating the Bixler Vapor Dry Cleaning Company Building located at 2049 Broadway, Fresno, California to the Local Register of Historic Resources (Council District 3) (Subject to Mayor’s veto) RECOMMENDATION The Historic Preservation Commission recommends that the City Council adopt the attached Resolutions designating the George Riddell Miller Home located at 617 E Carmen Avenue and the Bixler Vapor Dry Cleaning Company Building located at 2049 Broadway to the Local Register of Historic Resources pursuant to Fresno Municipal Code 12-1607 and 12-1609. EXECUTIVE SUMMARY The owners of the George Riddell Miller Home and the Bixler Vapor Dry Cleaning Company Building have requested in writing that their properties be considered for listing in Fresno’s Local Register of Historic Resources.The residences were evaluated with respect to the historic resource criteria of the City of Fresno’s Historic Preservation Ordinance,Article 16 of Chapter 12 of the Fresno Municipal Code,and were publicly noticed in the Fresno Bee as required by the Ordinance.The Historic Preservation Commission held a noticed public hearing on May 2,2019 and concluded that the properties were eligible for listing on the Local Register of Historic Resources.The Commission City of Fresno Printed on 3/16/2023Page 1 of 4 powered by Legistar™ File #:ID19-1937 Agenda Date:6/27/2019 Agenda #: properties were eligible for listing on the Local Register of Historic Resources.The Commission hereby forwards the nominations to the City Council for consideration. BACKGROUND The George Riddell Miller Home (1919) consists of a one-story single-family residence with attached carport and a detached one-car garage, constructed in the Craftsman architectural style, within the 6-block area of Wilson’s North Fresno Tract known locally as the “Wilson Island.” The period of significance identified for this property is 1919-1953, the period during which George Riddell Miller and his wife Elsie Gertrude Miller lived in the home. The George Riddell Miller Home is a contributor to the Wilson Island Historic District. The Resolution designating the Wilson Island Historic District to the Local Register of Historic Resources as a Local Historic District was adopted by Fresno City Council on October 29, 2009 pursuant to FMC 12-1607 (b) under Criteria i, ii, iii and iv. The “Wilson Island” is located within Fresno’s Tower District and encompasses 80 properties which are within the larger Wilson’s North Fresno Tract, a subdivision first developed in 1908 by Rosanna C. Wilson and her son A. Polette Wilson. It is one of the most architecturally distinct neighborhoods in Fresno, with a mix representing the major styles prevalent during the period of 1910-1954. Several of the homes in this 6-block neighborhood were designed by prominent local and regional architects (and/or building firms). From an earlier era when people lived in more socially mixed neighborhoods, the Wilson Island represents a move to a new “suburbia,” based to some extent on social standing and education. The George Riddell Miller Home is eligible for listing in the City of Fresno’s Local Register of Historic Resources. The property is greater than 50 years of age and possesses integrity of location, setting, design, materials, workmanship, feeling, and association (FMC 12-1607). Additionally, it is significant under Local Register Criterion i because it is associated with Fresno’s early expansion northward within the “Wilson Island” of Wilson’s North Fresno Tract in the Tower District and Criterion iii because it embodies distinctive characteristics of the Craftsman architectural style and represents the work of a master local builder, E.J. Farr. The Bixler Vapor Dry Cleaning Company Building (1920) consists of a three-story commercial/industrial building, constructed of brick, in the Lowell Neighborhood. A one-story caretaker’s studio was constructed within the rear portion of the rooftop of the building in 1940. The period of significance identified for this property is 1920-1956, the estimated period during which the Bixler Vapor Dry Cleaning Company owned and operated the building. The subject property located at 2049 Broadway was previously evaluated in 2008 through the “North Park Area Historic Context and Property Survey” prepared by Galvin Preservation Associates Inc. for the City of Fresno. The property did not appear to be eligible for National, California, or Local Register listing through this survey evaluation. Upon further research, the Bixler Vapor Drying Cleaning Company Building is eligible for listing in the City of Fresno’s Local Register of Historic Resources. The property is greater than 50 years of age and possesses integrity of location, design, feeling, and association (FMC 12-1607). Additionally, it is significant under Local Register Criterion i because it is associated with early 20th century commercial and industrial development in the Lowell Neighborhood in Fresno and Criterion iii because it has distinction as an Industrial - Industrial Loft property type. City of Fresno Printed on 3/16/2023Page 2 of 4 powered by Legistar™ File #:ID19-1937 Agenda Date:6/27/2019 Agenda #: Local Register Criteria and Protocols: The City’s Historic Preservation Ordinance is found at Article 16 of Chapter 12 of the Fresno Municipal Code.Section 1607 outlines the criteria for designation of a resource to the Local Register of Historic Resources.A “historic resource”is “any building,structure,object or site”which is generally more than fifty years of age and “possesses integrity of location,design,setting,materials, workmanship, feeling and association, and: (i)Is associated with events that have made a significant contribution to the broad patterns of our history; or (ii)Is associated with the lives of persons significant in our past; or (iii)Embodies the distinctive characteristics of a type, period or method of construction, or represents the work of a master, or possesses high artistic values; or (iv)Has yielded or may be likely to yield, information in prehistory or history. The City’s criteria for assessing significance are patterned after the National Register of Historic Places (1966 as amended)which uses letters A-D for significance.Fresno’s Local Register is also similar,although not equivalent,to the California Register of Historical Resources which uses a numbering system of 1-4 for criteria.Although the concept of “integrity”is not specifically defined in the City’s Ordinance,it is implicitly understood to follow the National Register which defines “integrity” as “the ability of a property to convey its significance.”“To retain integrity a property will always possess several and usually most,of the aspects.”(“How to Apply the National Register Criteria for Evaluation” 1988:44). The process for designating a historic resource is outlined in FMC 12-1609.In brief,a request to designate a resource to the Local Register may be made by the Council,the Commission,the Secretary to the Commission,the property owner,or an authorized representative of the owner (12- 1609(a)).Applications for listing use the state protocol for survey forms with both a DPR 523A (Primary)as well as a DPR 523B (Building,Structure,Object Form)(12-1609(a)(1-9)).A notice must be published in a local newspaper at least ten days prior to the hearing and sent to the property owner as well.Commissioners must also physically visit the property prior to the Commission hearing (12-1609(c)(1)). ENVIRONMENTAL FINDINGS The designation of historic properties is not a “project”for the purposes of the California Environmental Quality Act (CEQA)as it will not result in a direct or indirect change in the environment. LOCAL PREFERENCE Local preference was not considered because this agenda item does not include a bid or award of a construction services contract. FISCAL IMPACT There is no additional impact beyond the expenditure of staff time, which is currently budgeted in the City of Fresno Printed on 3/16/2023Page 3 of 4 powered by Legistar™ File #:ID19-1937 Agenda Date:6/27/2019 Agenda #: FY19 Adopted Budget. Attachments: 1.Designation Criteria for the Local Register of Historic Resources (FMC 12-1607). 2.Department of Parks and Recreation Forms/George Riddell Miller Home/617 E Carmen Avenue, Fresno. 3.City Council Resolution of George Riddell Miller Home/617 E Carmen Ave 4.Department of Parks and Recreation Forms/Bixler Building/2049 Broadway Avenue, Fresno 5.City Council Resolution of Bixler Building/2049 Broadway Ave City of Fresno Printed on 3/16/2023Page 4 of 4 powered by Legistar™ Page 1 of 8 *Resource Name or #: (Assigned by recorder) The George Riddell Miller Home P1. Other Identifier: ____ DPR 523A (9/2013) *Required information State of California The Resources Agency Primary # DEPARTMENT OF PARKS AND RECREATION HRI # PRIMARY RECORD Trinomial NRHP Status Code Other Listings Review Code Reviewer Date *P2. Location: Not for Publication Unrestricted *a. County Fresno and (P2c, P2e, and P2b or P2d. Attach a Location Map as necessary.) *b. USGS 7.5' Quad Fresno North, CA Date T ; R ; of of Sec ; B.M. c. Address 617 E Carmen Avenue City Fresno Zip 93728 d. UTM: (Give more than one for large and/or linear resources) Zone , mE/ mN e. Other Locational Data: (e.g., parcel #, directions to resource, elevation, decimal degrees, etc., as appropriate) APN 451-041-11 *P3a. Description: (Describe resource and its major elements. Include design, materials, condition, alterations, size, setting, and boundaries) The property located at 617 E Carmen Avenue, the George Riddell Miller Home, is located within a rectangular parcel on the north side of E Carmen Avenue near the intersection of N Echo and E Carmen avenues. The subject property consists of a one-story single-family residence with attached carport and a detached one-car garage. The residence takes up about one-half of its parcel, centered within the parcel, with its primary elevation facing south towards E Carmen Avenue; it sits slightly above street level and gradually slopes down toward the street. This single-family residence was constructed in 1919 of stucco over wood frame in the Craftsman architectural style. It has rectangular plan. The main roof consists of multiple gables but is primarily side gabled with a centrally placed pop-up gable that has a large vertically-oriented vent. (See Continuation Sheet) *P3b. Resource Attributes: (List attributes and codes) HP2 Single family property *P4. Resources Present: Building Structure Object Site District Element of District Other (Isolates, etc.) P5b. Description of Photo: (view, date, accession #) September 11, 2018 *P6. Date Constructed/Age and Source: Historic Prehistoric Both 1919; Building permit #4966 issued 06/24/1919 *P7. Owner and Address: Jeanette A. Borba 617 E Carmen Avenue Fresno, CA 93728 *P8. Recorded by: (Name, affiliation, and address) Laura Groves van Onna Historic Preservation Specialist City of Fresno *P9. Date Recorded: May 7, 2019 *P10. Survey Type: (Describe) Intensive *P11. Report Citation: (Cite survey report and other sources, or enter "none.") Evaluation of 617 E Carmen Avenue for the City of Fresno Local Register of Historic Resources *Attachments: NONE Location Map Continuation Sheet Building, Structure, and Object Record Archaeological Record District Record Linear Feature Record Milling Station Record Rock Art Record Artifact Record Photograph Record Other (List): P5a. Photograph or Drawing (Photograph required for buildings, structures, and objects.) *Resource Name or # (Assigned by recorder) The George Riddell Miller Home *NRHP Status Code 5S3/5D1 Page 2 of 8 DPR 523B (9/2013) *Required information State of California The Resources Agency Primary # DEPARTMENT OF PARKS AND RECREATION HRI# BUILDING, STRUCTURE, AND OBJECT RECORD (This space reserved for official comments.) (Sketch Map with north arrow required.) B1. Historic Name: The George Riddell Miller Home B2. Common Name: The George Riddell Miller Home B3. Original Use: Single-family residence B4. Present Use: Single-family residence *B5. Architectural Style: Craftsman *B6. Construction History: (Construction date, alterations, and date of alterations) According to the original building permit record, the one-story residence and detached one-car garage were constructed in 1919. *B7. Moved? No Yes Unknown Date: Original Location: *B8. Related Features: B9a. Architect: Unknown b. Builder: E.J. Farr *B10. Significance: Theme Fresno’s Expansion Northward Area Wilson’s North Fresno Tract Period of Significance 1919-1953 Property Type Single-family residence Applicable Criteria Local Register Criteria i and iii (Discuss importance in terms of historical or architectural context as defined by theme, period, and geographic scope. Also address integrity.) The George Riddell Miller Home is located on lot 5, Block 12 in Wilson’s North Fresno Tract, which was surveyed and platted in 1908. Wilson’s North Fresno Tract is one of several within the Tower District. According to the original building permit record, this residence was constructed in 1919. It was among the first one-third of residences constructed in the 6-block area of Wilson’s North Fresno Tract known locally as the “Wilson Island.” The increase in streetcar access with the extension of the Forthcamp Line northward on N Wishon Avenue in 1908 in addition to the relocation of Fresno State Normal School in 1913 (later known as Fresno State University and now as Fresno City College) to the northeast corner of N Van Ness and E McKinley avenues, were instrumental in opening this area to new residential use. (See Continuation Sheet) B11. Additional Resource Attributes: (List attributes and codes) *B12. References: Building Permit Records City and County Directories District Record for Wilson Island Historic District Prepared August 6, 2009 by Karana Hattersley-Drayton The Fresno Bee Fresno County Assessor Fresno County Recorder Karana Hattersley-Drayton and Jeannine Raymond, “Historic Property Survey Report and Local Historic District Nomination for The Wilson Island, Fresno, California,” 2009 Sanborn Fire Insurance Maps U.S. Census Records U.S. Department of Labor Records Virginia McAlester, A Field Guide to American Houses, 2014 B13. Remarks: *B14. Evaluator: Laura Groves van Onna Historic Preservation Specialist, City of Fresno *Date of Evaluation: May 7, 2019 age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The George Riddell Miller Home_______________________________________________________________ Page __3__ of __8___ *P3a. Description Continued: The roof has open, overhanging eaves with exposed rafter tails as well as simple brackets and a vertically-oriented vent beneath each gable, and it is clad in asphalt composition shingles. The exterior is clad in stucco. Original metal light fixtures remain within the front porch and side yard patio. All door and window openings are original and wood-framed, except for those on the east end of the rear (north) elevation. Original door openings include the main entry and side entry. The original windows are all wood windows, each with multiple divided lights over a single light. Most of these windows operate as single-hung; however, there are pocket windows along the side (west) elevation that have the ability to slide down into the wall, creating a completely clear opening. There is also a horizontally-oriented, wood- framed screened opening topped by an angled awning supported by curved brackets centrally located on the rear (north) elevation, aligning with the roofline; it is located just below the ceiling on the interior, where it is operable for ventilation with a hopper opening. The primary (south) elevation of the property consists of the façade of the residence framed by the carport to the west and the arbor with picket fencing to the east. The fa çade of the residence consists of the main entry on the west end and two sets of wood windows equally spaced within the central and eastern portion. The main entry is sheltered by a recessed porch open on the west end of the primary façade and on the south end of the side (west) façade. The porch is elevated on a concrete platform topped by brick pavers, is supported by a large square column on the southwest corner of the residence, and is accessed by steps both from the south by an original concrete path with steps and railing leading from the sidewalk as well as from the west by a concrete driveway topped by a wood -framed carport – which aligns with the setback of the residence. The main entry faces west and consists of an original wood door, topped by four vertically-oriented lights and covered by a screen door. Each set of windows on the primary elevation consists of a group of three windows; within each group, the central window has twelve divided lights over a single light, and the side windows each have nine divided lights over a single light. The arbor with picket fencing on the east end of the primary elevation also aligns with the setback of the residence and is accessed by a narrow original concrete path with steps leading from the side walk. It leads to the partially visible side yard and back yard. On the south end of the side (east) elevation, there is a side yard patio topped by an attached trellis. Like the front porch, it is elevated on a concrete platform topped by brick pavers and accessed by brick steps. The side entry is accessed through the side yard porch and consists of a set of narrow French doors covered by a wide screen door and flanked by single- hung windows. The chimney is located within the side yard patio, between two single -hung windows and south of the side entry; it is also clad in stucco. The detached single-car garage located within the rear northwest corner of the property was constructed in 1919 with the main residence of wood frame, and it is clad in shingles. It is currently utilized as a storage shed. It has a front gabled roof, with simple brackets and open, overhanging eaves with exposed rafter tails, has barn doors, and is accessed by the concrete driveway along the west property line. The garage is not visible from the public right-of-way due to side yard fencing consisting of vertical wood panels topped by latticework, which aligns with the rear setback of the carport. age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The George Riddell Miller Home_______________________________________________________________ Page __4__ of __8___ *P3a. Description Continued: Front landscaping includes lawn with small mature trees and plantings immediately surrounding the residence and railing for the steps leading from the sidewalk, as well as three equally spaced large mature trees along the sidewalk. Rear landscaping includes lawn as well as brick-paved pathways surrounded by mature plantings. Extant original interior features include wood flooring, a terra cotta -tiled fireplace, built-in wood cabinets with multiple divided lights, metal floor venting, and metal light fixtures with frosted glass. *B10. Significance Continued: The subject property is a contributor to the Wilson Island Historic District, which was designated to the Local Register of Historic Resources on October 29, 2009. The Wilson Island Historic District encompasses 80 properties, 78 of which are contributors, within a 6-block area bounded by N Echo Avenue to the west, E Carmen Avenue to the north, E Floradora Avenue to the south, and the back side of the commercial lots along N Wishon Avenue to the east. The “Wilson Island” is one of Fresno’s most architecturally distinct neighborhoods, with homes constructed from 1910-1984, but primarily representative of architectural styles prevalent from 1910-1954. Additionally, this neighborhood was settled by many of Fresno’s influential families with important ties to banking, education, architecture, and commerce. Within the District Record for Wilson Island, the George Riddell Miller Home is recognized as a “distinctive one-story Craftsman cottage.” George Riddell Miller and his wife Elsie Gertrude Miller lived in the home from 1919-1953. James and Edith Herring are also noted as long-term residents, having lived in the home for 34 years. The home has not yet been evaluated for individual listing to the Local Register of Historic Resources. According to his naturalization paperwork for the U.S. Department of Labor and 1920 U.S. Census Records, George Riddell Miller was born on November 25, 1875 in Crieff, Scotland to Scottish parents. His last foreign residence prior to arriving in the U.S. was Glasgow, Scotland. He arrived at the port of New York City on or about June 15, 1904, married, and was living with his wife Elsie Gertrude Miller at 617 E Carmen Avenue in Fresno California by 1920. Elsie was bo rn c. 1891 in Robinson, Illinois to a father from Ohio and a mother from Pennsylvania. Miller’s occupation is referred to as a secretary in the vineyard industry and also as an accountant. The building permit record for this property identified E.J. Farr as the contractor for 617 E Carmen Avenue; an architect has yet to be identified. Elmer Jewett Farr was born in 1862 in New York City and arrived in Fresno, California in 1897. He was an acclaimed building contractor and resident of Fresno for forty-three years before passing away in 1940. He is known for having constructed several homes in Fresno, particularly along Van Ness Avenue, for leading building operations for the Fresno City Schools for several years, and for serving as the first president of the Fresno Contractors Association – which later became known as the Fresno Builders Exchange. His residence located at 245 N Fulton Street in the Lowell Neighborhood is individually listed in the Local Register of Historic Resources as Historic Property #139. It was constructed in 1907 as an American Foursquare property type with elements of the Craftsman architectural style. He lived here with his wife Carrie Louise Farr as well as their daught er Vida and son Forest. Once the family sold the home and at the time it was listed on April 8, 1980, it functioned as the Garden House Tea Room. age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The George Riddell Miller Home____________________________________________________________ Page __5__ of __8___ *B10. Significance Continued: The George Riddell Miller Home was constructed in the Craftsman architectural style. The Craftsman style originated in southern California, primarily inspired by brothers Charles Sumner Greene and Henry Mather Greene who practiced together in Pasadena from 1893 -1914. It was the predominant style for smaller homes constructed throughout the U.S. from 1905 through the early 1920s. Character-defining features include a low-pitched, gabled roof that has open, overhanging eaves with exposed rafter tails; porches, either full- or partial-width, with a roof supported by square columns that frequently extend to ground level; and one or one and one-half stories in height. Eligibility The George Riddell Miller Home located at 617 E Carmen Avenue is eligible for listing in the City of Fresno’s Local Register of Historic Resources. The property is greater than 50 years of age and possesses integrity of location, setting, design, materials, workmanship, feeling, and association (FMC 12-1607). Additionally, it is significant under Local Register Criterion i because it is associated with Fresno’s early expansion northward within the “Wilson Island” of Wilson’s North Fresno Tract in the Tower District and Criterion iii because it embodies the distinctive characteristics of the Craftsman architectural style and represents the work of a local master builder, E.J. Farr. age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The George Riddell Miller Home____________________________________________________________ Page __6__ of __8___ age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The George Riddell Miller Home____________________________________________________________ Page __7__ of __8___ age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The George Riddell Miller Home_______________________________________________________________ Page __8__ of __8___ Page 1 of 8 *Resource Name or #: (Assigned by recorder) The Bixler Vapor Dry Cleaning Company Building P1. Other Identifier: ____ DPR 523A (9/2013) *Required information State of California The Resources Agency Primary # DEPARTMENT OF PARKS AND RECREATION HRI # PRIMARY RECORD Trinomial NRHP Status Code Other Listings Review Code Reviewer Date *P2. Location: Not for Publication Unrestricted *a. County Fresno and (P2c, P2e, and P2b or P2d. Attach a Location Map as necessary.) *b. USGS 7.5' Quad Fresno South, CA Date T ; R ; of of Sec ; B.M. c. Address 2049 Broadway City Fresno Zip 93721 d. UTM: (Give more than one for large and/or linear resources) Zone , mE/ mN e. Other Locational Data: (e.g., parcel #, directions to resource, elevation, decimal degrees, etc., as appropriate) APN 459-296-03 *P3a. Description: (Describe resource and its major elements. Include design, materials, condition, alterations, size, setting, and boundaries) The property located at 2049 Broadway, originally known as the Bixler Vapor Dry Cleaning Company Building, is located within a trapezoidal parcel on the southwest corner of Broadway and E Voorman Avenue. The subject property consists of a three-story commercial/industrial building, which takes up the whole of its parcel, with its primary elevation facing east towards Broadway; it sits at street level. This building was constructed in 1920 of brick. The brick is clad with stucco. It has a trapezoidal plan. The roof is flat with a surrounding parapet. Original multi-paned steel windows remain on the third story of the primary (east) elevation and on the second and third stories of the side (north) elevation. The remaining windows are non-original and consist of large metal-framed fixed windows or small metal sliding and single-hung windows. (See Continuation Sheet) *P3b. Resource Attributes: (List attributes and codes) HP6 1-3 story commercial building; HP8 Industrial building *P4. Resources Present: Building Structure Object Site District Element of District Other (Isolates, etc.) P5b. Description of Photo: (view, date, accession #) March 20, 2019 *P6. Date Constructed/Age and Source: Historic Prehistoric Both 1920, Original Building Permit Record *P7. Owner and Address: Steven Michael & Kelly R. Hardison P.O. Box 11503 Fresno, CA 93773 *P8. Recorded by: (Name, affiliation, and address) Laura Groves van Onna Historic Preservation Specialist City of Fresno *P9. Date Recorded: May 7, 2019 *P10. Survey Type: (Describe) Intensive *P11. Report Citation: (Cite survey report and other sources, or enter "none.") Evaluation of 2049 Broadway for the City of Fresno Local Register of Historic Resources ____ *Attachments: NONE Location Map Continuation Sheet Building, Structure, and Object Record Archaeological Record District Record Linear Feature Record Milling Station Record Rock Art Record Artifact Record Photograph Record Other (List): P5a. Photograph or Drawing (Photograph required for buildings, structures, and objects.) *Resource Name or # (Assigned by recorder) The Bixler Vapor Dry Cleaning Company Building *NRHP Status Code 5S3 Page 2 of 8 DPR 523B (9/2013) *Required information State of California The Resources Agency Primary # DEPARTMENT OF PARKS AND RECREATION HRI# BUILDING, STRUCTURE, AND OBJECT RECORD (This space reserved for official comments.) (Sketch Map with north arrow required.) B1. Historic Name: The Bixler Vapor Dry Cleaning Company B2. Common Name: B3. Original Use: Commercial/Industrial B4. Present Use: Commercial/Industrial/Residential *B5. Architectural Style: None *B6. Construction History: (Construction date, alterations, and date of alterations) According to the original building permit record, this industrial building was constructed in 1920. A one-story caretaker’s studio was constructed within the rear portion of the rooftop of the building in 1940. *B7. Moved? No Yes Unknown Date: Original Location: *B8. Related Features: B9a. Architect: Unknown b. Builder: Unknown *B10. Significance: Theme Early 20th Century Commercial and Industrial Development Area Lowell Neighborhood Period of Significance 1920-1956 Property Type Industrial – Industrial Loft Applicable Criteria Local Register Criteria i and iii (Discuss importance in terms of historical or architectural context as defined by theme, period, and geographic scope. Also address integrity.) The Bixler Vapor Dry Cleaning Company Building is located on Block 2 in the Central Addition, which was surveyed and platted in 1887. It is located in what is now known as the Lowell Neighborhood. According to the original building permit record, this commercial/industrial building was constructed in 1920. A one-story caretaker’s studio was constructed within the rear portion of the rooftop of the building in 1940. The subject property was originally constructed for the Bixler Vapor Dry Cleaning Company, founded by W.L. Bixler and his son L.B. Bixler in 1914. William Lincoln Bixler was born on February 23, 1865 in Pennsylvania, married, and arrived in California in 1893. His wife Grace H. Bixler was born c. 1875 in Ohio, where their son L.B. was born as well c. 1889. W.L. passed away at the age of 68 on April 11, 1933. At the time of his death, L.B. was serving as president of the Fresno Cleaners’ and Dyers’ Association and continued to manage the business they had established. He continued to advertise for the business which operated until at least 1956, marketing to Fresno residents as well as those of communities such as Del Ray, Parlier, and Reedley. (See Continuation Sheet) B11. Additional Resource Attributes: (List attributes and codes) *B12. References: Building Permit Records City and County Directories The Fresno Bee Fresno County Assessor Fresno County Recorder Sanborn Fire Insurance Maps Survey Forms for 2049 Broadway Prepared February 2008 by Andrea Galvin & Jennifer Krintz SurveyLA, “Industrial Development, 1850-1980,” 2011, rev. 2018 U.S. Census Records B13. Remarks: *B14. Evaluator: Laura Groves van Onna Historic Preservation Specialist, City of Fresno *Date of Evaluation: May 7, 2019 age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The Bixler Vapor Dry Cleaning Company Building_________________________________________________ Page __3__ of __8___ *P3a. Description Continued: The primary (east) elevation is organized symmetrically. The fa çade has three bays divided by pilasters, with a storefront entry on the first story for each bay. The pilasters are clad with ceramic tile along the first story. The storefronts are enclosed and obscured by stucco, wood paneling, and metal security bars; each storefront entry is covered by a me tal security door. The second and third stories within the central bay each consist of two sets of paired windows. The second and third stories within each side bay consist of a group of three windows. The rear portion of the third floor has a sheltered, but open-air patio; it is partially covered by a wood- framed awning. A one-story caretaker’s studio was constructed within the rear portion of the rooftop of the building in 1940. It was constructed of wood frame, is clad with vertical wood paneling, has a low-pitched roof, and consists of large fixed windows along its facades. A sliding glass door centrally located along its north façade provides access to the roof. A portion of the third floor is open to this rooftop addition, thereby creating a double-height ceiling for natural light to filter down. In addition to the windows along the elevations of the building, another source of natural light is a pitched, steel -framed skylight with chicken wire glass. Apparent alterations include replacement windows, painted and stuccoed brick, and a small rooftop addition. *B10. Significance Continued: Following a period of vacancy, the building located at 2049 Broadway was adaptively reused for the Broadway Fair Appliance and Furniture Company by 1969. John Garofoli and Vic Antonino, the owners of the company leased the space at 2049 Broadway from property owner Ewell Peden. Peden was a licensed general building contractor in Fresno, primarily for residential properties; by 1970, he had placed himself in the running for political office in the 32nd Assembly District but ultimately withdrew. Photos of Garofoli and Antonino were frequently featured in a plethora of advertisements promoting Broadway Fair, in addition to a rendering of the building located at 2049 Broadway with its recognizable three-story, three-bay facade. City and county directories reveal that Roy Maxwell (Max) and Vivian Hardison were operating their printing and publishing business, Mid-Cal Publishers, at 2049 Broadway no later than 1979. That same year, Hardison applied for a change of occupancy at the building from Commercial to R -3 (Residential). The Hardison family began living on the third floor of the building and operating their business out of the storefront on north end of the primary (east) elevation on the first floor. Mid-Cal Publishers was periodically noted for their reprinting of historically significant works that had gone out of print such as the 1891 Atlas of Fresno County, the Historical Atlas Map of Sonoma County, “Pioneer Days in Cali fornia” by John Carr, and “The Years Between” by Brooks D. Gist. Steve Hardison, son of Max and Vivian Hardison, currently operates the printing and publishing business. Prior to taking over the family business, he was a National Pole Vault Champion in the early to mid-1970s and qualified for the 1976 U.S.A. Olympic Trials. Most of the commercial development within the Lowell Neighborhood is located along or adjacent to E Divisadero Street. And, most of these properties were constructed between 1930 and 1960 – making the subject property, constructed in 1920, one of the earliest commercial buildings constructed in what was and still remains a predominantly residential neighborhood. The Bixler Vapor Dry Cleaning Company Building located at 2049 Broadway provided a service to this surrounding neighborhood, city, and region – offering pick-up and delivery as well. The building consisted of commercial and industrial uses, as it facilitated interaction with customers and cleaning operations. age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The Bixler Vapor Dry Cleaning Company Building__________________________________________________ Page __4__ of __8___ *B10. Significance Continued: Its commercial influence is illustrated in the building’s design through its storefronts along the first story of the primary (east) elevation, and its industrial influence is illustrated by the brick construction and the fenestration of multi-paned steel windows along the upper stories. The building is also located one block east of H Street, historically known as an industrial corridor, and it may have contributed to the influence in design. The Bixler Vapor Dry Cleaning Company Building identifies most with the Industrial – Industrial Loft property type. Character-defining features include brick construction, at least three stories in height with vertical emphasis, storefronts along the first story, multi -paned steel windows along the upper stories, and generally open floor plans on the upper stories. The intention of this property type design was to create a factory environment that would provide lighting, ventilation, and protection from fire and vibration within a limited amount of space. The Industrial – Industrial Loft property type was developed in the late 19th and early 20th centuries and was predominant in construction between 1900 and 1960. The current property owners intend to rehabilitate the property while retaining and restoring the historic character of the commercial/industrial building, with the assistance of the California Historical Building Code and with the opportunity to receive potential relief from City of Fresno property development standards. Eligibility The subject property located at 2049 Broadway was previously evaluated in 2008 through the “North Park Area Historic Context and Property Survey” prepared by Galvin Preservation Associates Inc.for the City of Fresno. The property did not appear to be eligi ble for National, California, or Local Register listing through this survey evaluation. Upon further research, the property located at 2049 Broadway, originally known as the Bixler Vapor Dry Cleaning Company Building, is eligible for listing in the City of Fresno’s Local Register of Historic Resources. The property is greater than 50 years of age and possesses integrity of location, design, feeling, and association (FMC 12-1607). Additionally, it is significant under Local Register Criterion i because it is associated with early 20th century commercial and industrial development in the Lowell Neighborhood in Fresno and Criterion iii because it has distinction as an Industrial – Industrial Loft property type. age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The Bixler Vapor Dry Cleaning Company Building______________________________________________ Page __5__ of __8___ age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The Bixler Vapor Dry Cleaning Company Building_________________________________________________ Page __6__ of __8___ age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The Bixler Vapor Dry Cleaning Company Building__________________________________________________ Page __7__ of __8___ age of *Resource Name or # (Assigned by recorder) *Recorded by: *Date Continuation Update DPR 523L (Rev. 1/1995)(Word 9/2013) State of California Natural Resources Agency Primary# DEPARTMENT OF PARKS AND RECREATION HRI # Trinomial CONTINUATION SHEET Property Name: _The Bixler Vapor Dry Cleaning Company Building_________________________________________________ Page __8__ of __8___ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1915 Agenda Date:6/27/2019 Agenda #:AN. REQUST TO APPEAR BEFOR THE CITY COUNCIL June 27, 2019 Appearance by David Love to discuss various issues City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1936 Agenda Date:6/27/2019 Agenda #: REPORT TO THE CITY COUNCIL June 27, 2019 FROM:COUNCIL PRESIDENT CAPRIOGLIO, District 4 COUNCILMEMBER GARRY BREDEFELD, District 6 SUBJECT WORKSHOP: Presentation by Circle K City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ Circle K’s success in retailing spans more than 60 years and has become one of the most widely recognized convenience store brands, known worldwide for quality products and great customer service. Thereare 7,800 stores in 48 states in the USA. Our Vision – ACT with PRIDE People make us stand out from our competitors Results matter Improvement drives us Development is always looking ahead Entrepreneurship means that we think like our customersand act like owners Circle K Is Committed To The Community Our company not only donates money directly, but we also sponsor little league teams, raise money for Make -A-Wish Foundation, Red Cross, cancer research, Habitat for Humanity, Special Olympics and many more! We Take Our Responsibility To The Environment And Community Seriously Our conversion to LED lighting has reduced electricity consumption by 90%. We reclaim and reuse water at more than 2,400 car wash locations without compromising the quality of the wash. We are committed to continuing to use energy-efficient and water-efficient technologies. Providing Jobs To The Community A new Circle K will provide construction jobs and 40 full & part time jobs at each location Serving Fresh, Healthy Choices The Proposed Alcohol Ordinance Conflicts with ABC Regulations Costand Amount of a Type 21 Licenses Available in Fresno City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1934 Agenda Date:6/27/2019 Agenda #: REPORT TO THE CITY COUNCIL June 27, 2019 FROM:KEVIN R. MEIKLE, Director of Aviation Airports Department SUBJECT Approve the Fresno Yosemite International Airport Expansion Project Labor Agreement RECOMMENDATION Staff recommends City Council approve the Fresno Yosemite International Airport (FAT)Expansion Project Labor Agreement (PLA)for the construction of a parking garage and a Terminal expansion (Projects). EXECUTIVE SUMMARY The successful execution of the Projects is based on delivering them on time and within budget, which are critical due to the financial capability of the airport.The PLA is a component of this effort given the importance of avoiding construction delays and increased costs.Entering into the PLA between the City and the Fresno,Madera,Tulare,Kings Building and Construction Trades Council with regard to the Projects will advance the City’s goals by providing for peaceful settlement of labor disputes and grievances without strikes or lockouts,controlling costs,increasing efficiency,providing safe working conditions, and maintaining the highest quality of construction work. BACKGROUND On February 28,2109,Council passed a Resolution that directed Staff and the City Attorney to prepare and negotiate a PLA for the Projects.In addition to the PLA,a Targeted Hiring Policy was also developed,which focuses on targeting employment and training opportunities to disadvantaged neighborhoods and workers in the local community developing the local workforce.The PLA also contains specified steps by which applicable trade unions will facilitate contractor compliance with the Targeted Hiring Policy. The inclusive and open engagement process,led by the City Council PLA Committee (chaired by District 4,Council President Caprioglio),included numerous stakeholder meetings that engaged representatives from various Labor groups,State Center Community College District,Fresno County City of Fresno Printed on 3/16/2023Page 1 of 2 powered by Legistar™ File #:ID19-1934 Agenda Date:6/27/2019 Agenda #: representatives from various Labor groups,State Center Community College District,Fresno County Economic Development Corporation,U.S.Small Business Administration,Fresno Area Hispanic Foundation,Fresno Metro Black Chamber of Commerce,Asian Business Institute &Resources Center,Central California Hispanic Chamber of Commerce,Associated Builders and Contractor,and the Association of General Contractors. The result of this engagement was the development of a PLA and a Targeted Hiring Policy that focuses on economic efficiencies and local workforce development.The City Attorney has reviewed and approved the PLA as to form. ENVIRONMENTAL FINDINGS Pursuant to California Environmental Quality Act (CEQA)Guidelines Section 15378,this is not a “project” as defined by CEQA. LOCAL PREFERENCE Local preference does not apply because approval of a PLA does not include a bid or award of a construction or services contract. FISCAL IMPACT Utilizing the PLA for the Projects will have no fiscal impact to the General Fund.It is anticipated that the PLA will contribute to delivering the Projects on time and within budget. Attachments: -Fresno Yosemite International Airport Expansion Project Labor Agreement -Targeted Hiring Policy City of Fresno Printed on 3/16/2023Page 2 of 2 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1715 Agenda Date:6/27/2019 Agenda #: REPORT TO THE CITY COUNCIL June 27, 2019 FROM:JENNIFER K. CLARK, AICP, HDFP, Director Development and Resource Management Department THROUGH:SOPHIA PAGOULATOS, Planning Manager Development and Resource Management Department BY:RODNEY L. HORTON, Planner III Development and Resource Management Department SUBJECT CONTINUED HEARING to consider initiation of the Specific Plan of the West Area,pertaining to approximately 7,077 acres in the West Development Area of the Fresno General Plan,filed by the Development and Resource Management Department Director 1.RESOLUTION -Initiating the Specific Plan of the West Area Draft Land Use Map and Guiding Principles and the corresponding amendment of the General Plan,and repeal or amendment of the West Area Community Plan and Highway City Neighborhood Specific Plan pertaining to approximately 7,077 acres located in the West Development Area to allow for future adoption of the Specific Plan of the West Area pursuant to Fresno Municipal Code Sections 15-5803-C and 15-4902-B. RECOMMENDATION Staff recommends that the City Council take the following action: 1.ADOPT RESOLUTION initiating the Specific Plan of the West Area Draft Land Use Map and Guiding Principles and the corresponding amendment of the General Plan,and repeal or amendment of the West Area Community Plan and Highway City Neighborhood Specific Plan pertaining to approximately 7,077 acres located in the West Development Area to allow for future adoption of the Specific Plan of the West Area pursuant to Fresno Municipal Code Sections 15-5803-c and 15-4902-B. EXECUTIVE SUMMARY City of Fresno Printed on 3/16/2023Page 1 of 7 powered by Legistar™ File #:ID19-1715 Agenda Date:6/27/2019 Agenda #: This report describes the background,process,outreach,land use concepts,and planning efforts related to the Draft Land Use Map and Guiding Principles.The Draft Land Use Map and Guiding Principles recommended by the Steering Committee are proposed for initiation of the Environmental Impact Report and full development of the Specific Plan of the West Area.The Specific Plan will also include an Infrastructure Financing Plan. BACKGROUND The idea for a Specific Plan of the West emerged from community members who wanted a feasible advanced planning tool to address a broad array of concerns.The last comprehensive planning effort that had been undertaken in the area besides the update of the General Plan in 2014 was the West Area Community Plan adopted in 2002 as “Appendix W”to the 2025 General Plan,and the Highway City Neighborhood Specific Plan adopted in 1998.FY2018 allocated money to begin the specific plan process which included the creation of an existing conditions report and community outreach. $400,000 was allocated in the FY2019 budget to finance the Environmental Impact Report and Infrastructure Financing Plan. Planning Process Overview The specific plan process includes the following steps and was expected to take less than 3 years from the beginning of the process in 2017.The process is now in Step 4.Future opportunities to comment on the plan will be scheduled throughout the remaining steps which involve the completion of the Environmental Impact Report and Infrastructure Financing Plan. 1.Project Kick-off and Existing Conditions Report 2.Initial Community Outreach 3.Selection of Draft Land Use Map and Guiding Principles by the Steering Committee 4.Plan Initiation through Planning Commission and City Council 5.Draft Specific Plan 6.Environmental Impact Report: Notice of Preparation and Scoping 7.Public Review of Draft Specific Plan and Environmental Impact Report 8.Adoption See Exhibit B for a project schedule. Outreach The outreach and participation for the planning process to date has been multifaceted to receive input from the 38,503 residents of the Plan Area.It included numerous stakeholder interviews,2 community meetings billed as “Community Conversations”,a kick-off survey,and seven Steering Committee meetings.Also,focus group meeting occurred with religious leaders billed as “Coffee with the Clergy.” Stakeholder Interviews.City staff held stakeholder interviews between January 2018 and April 2018 with city and county residents,developers,Central Unified School District,Highway City Community Development Corporation, religious leaders, and other city agencies. Community Conversations.The initial phase of the planning process included two community conversations held on May 3,2018 and June 14,2018.They were attended by approximately 165City of Fresno Printed on 3/16/2023Page 2 of 7 powered by Legistar™ File #:ID19-1715 Agenda Date:6/27/2019 Agenda #: conversations held on May 3,2018 and June 14,2018.They were attended by approximately 165 and 75 persons,respectively.The purpose of the first Community Conversation was to educate the public about the plan process and to solicit input from community members.Concerns centered on transportation,limited parkland,limited commercial and recreational amenities,and lack of neighborhood identity. The task for the second Community Conversation was to identify key land use concepts that would guide future land use discussions of the Steering Committee.Community members were able to weigh in on the location of certain land uses (i.e.,parks,commercial facilities,and housing)through a dot voting exercise on a blank map. Kick-off Survey.A 10-question kick-off survey was produced and distributed to residents, business owners,and other interested parties.Approximately 373 individuals responded to the survey. The results of the survey were shared with the community and Steering Committee. Steering Committee.An 11-member Steering Committee was appointed by Councilmembers representing Council District No.1,Council District No.2,and Council District No.3.Represented on the committee are residents and residential and commercial developers.Central Unified School District is represented on the committee,as is State Center Community College District.The committee’s task has been to receive input from community members,and translate that input into the development of the Draft Land Use Map and Guiding Principles.At their first meeting,the committee elected a chairperson and vice chairperson,and adopted rules governing their decision- making process. Coffee with the Clergy.Approximately 15 pastors and church staff attended the event.The purpose of the event was to inform religious leaders about the specific plan process and to encourage their involvement. ANALYSIS The Draft Land Use Map and Guiding Principles are the outcome of the initial planning process that included over a year of work by community members and the steering committee.The Draft Land Use Map and Guiding Principles reflect the desires of community members and the committee to create a feasible and implementable plan that improves the quality of life for current and future residents. Phase 1:Land Use Framework.City staff provided three land use framework options for the committee to consider as the basis for refining the General Plan’s land use map.The first option was a concentric model which would divide the Plan Area into five different concentric circles expanding from a core commercial center that had intense land uses surrounded by four levels of lower density land uses.The second option was the selection of a transect land use framework that allowed for a flow from rural to urban land use intensities.The third option was a catalytic corridors/centers concept which focused on strategically locating land use densities along corridors in the Plan Area in order to cause a positive economical reaction on surrounding parcels. After discussion,the committee chose to incorporate the transect framework with the catalytic land use concept being strategically located on Ashlan Avenue,Shaw Avenue,Veterans Boulevard,and Shields Avenue.The committee also voted to incorporate agricultural components into open space City of Fresno Printed on 3/16/2023Page 3 of 7 powered by Legistar™ File #:ID19-1715 Agenda Date:6/27/2019 Agenda #: corridors, trails, and future parks. Phase 2:Conceptual Land Use Option.In addition to the land use framework alternatives described above,three conceptual land use options were presented to the committee for consideration.Option No.1 (more change)proposed preservation of agricultural/rural residential uses in the southwest corner of the Plan Area,reducing single family uses away from busy corridors,and reducing land use density within the interior of the quarter-sections.Option No.2 (moderate change)proposed to lower land use density throughout the Plan Area,and focuses higher residential density and commercial land uses on portions of key corridors.The key corridors include portions of Ashlan,Blythe,Shaw, Veterans,Shields,and Clinton.Option No.3 (less change)proposed lower density throughout the Plan Area,and preserved rural residential land uses throughout the Plan Area.The committee selected Option No. 2 (moderate change). Phase 3:Draft Land Use Map &Guiding Principles.Once the land use framework and concept were determined,they were applied to the draft land use map.The committee used all of the input received from the community conversations,kick-off survey results,existing conditions reports,and individual discussions with community members to make their decisions.The draft land use map attached as Exhibit D is the end result of the committee’s initial work. Land Use.The committee voted to reduce the density of residential land uses along the most western and southwestern edge of the Plan Area,while still encouraging a balanced range of housing types throughout the West Area.The concept of complete neighborhoods established in the General Plan was reaffirmed by the committee,but with higher density housing,office,commercial,and mixed -use land uses placed along corridors instead of in the middle of neighborhoods as depicted in the General Plan’s Planned Land Use Map.The committee maintained mixed-use land uses along the West Shaw Avenue corridor in anticipation of future transit service in the Plan Area.Also,the West Shaw Avenue corridor will serve as a town center for the Plan Area that will allow for pedestrian-and transit-oriented development. Parks.The Parks Master Plan adopted in 2018 identified that Development Area -1 North (DA-1 North),where the West Area is located,does not have any regional/open space/special use parks. The Parks Master Plan determined that approximately 71 acres of regional/open space/special use parks are needed to meet the 2017 population estimates,and 129 acres are needed to meet the 2035 population estimates.Community members and the committee expressed strong support for the location of a flagship regional park to be located in the West Area,and would like a regional park land use designation placed on the land use map.Planned parks,except parkland already owned by the City,are generally shown with a dual designation land use.Dual designation allows private development to occur in the instance that the City is not prepared to purchase and subsequently develop the parcel(s)into parkland.Community members and the committee have held vigorous debate over the location of a flagship regional park north and south of West Shaw Avenue.The committee voted to have three areas studied during the environmental review phase of the plan process. The three areas are attached as Exhibit G. Sphere of Influence.The committee recommended studying the expansion of the Plan Area’s Sphere of Influence through the environmental review process.The proposed area is bounded by West Shields Avenue to the north,Grantland Avenue to the east,West Clinton Avenue to the south, and North Garfield Avenue to the west.The proposed expansion of the Sphere of Influence is shown on the draft land use map which is attached as Exhibit D. City of Fresno Printed on 3/16/2023Page 4 of 7 powered by Legistar™ File #:ID19-1715 Agenda Date:6/27/2019 Agenda #: Guiding Principles.After receiving public input,the committee voted to accept the draft guiding principles.The draft guiding principles reflect the West Area community’s vision to include an enhanced and improved multimodal transportation network,a variety of housing types,post- secondary educational opportunities, and components of agriculture within the Plan Area. Relationship to Other Plans The Specific Plan of the West Area relates to other planning efforts previously completed.They are listed below: §The Highway City Neighborhood Specific Plan (1998) The Highway City Neighborhood Specific Plan was adopted January 6,1998 and was prepared to address problems,issues,and opportunities of the Highway City neighborhood, especially for individuals who live,work or have a long-time involvement in the community. One of the guiding principles for the Highway City Neighborhood Specific Plan encouraged development of traditional neighborhoods characterized by a diverse but compatible arrangement of residential,commercial,industrial,and public uses that was to be reinforced by existing and established single-family residential areas.The Specific Plan of the West Area would repeal a portion of the Highway City Neighborhood Specific Plan to avoid overlap and confusion with the Specific Plan of the West Area,but would carry forward any relevant area- specific policies. §The West Area Community Plan (2002) The West Area Community Plan was adopted on February 1,2002 as “Appendix W”of the 2025 General Plan.The core goals of the Community Plan were to develop the West Area as a planned community with a complete range of services,facilities and public infrastructure development,and to minimize land use conflicts between agriculture and urban uses.This Plan would replace the Community Plan, but would carry forward any relevant policies. §The General Plan (2014) The General Plan was adopted on December 18,2014 and sets the stage for the initiation of this Plan.This Plan will refine the General Plan’s vision for the West Area.The General Plan created policies and implementation plans to achieve a long-term vision which emphasizes infill development, complete neighborhoods, and multi-modal transportation. §Fresno Municipal Code Chapter 15: Citywide Development Code (2015) The main purpose of the Development Code,which was adopted in 2015,is to implement the General Plan and other adopted plans.The Development Code is the city’s zoning code,and it seeks to protect and promote the public health,safety,peace,comfort,convenience, prosperity,and general welfare of the residents of the City of Fresno.It allows for the orderly allocation of land for development by classifying the city into districts or zones that allow various land uses,including residential single-family,residential multi-family,mixed-use, commercial,public and semi-public,downtown and employment districts.This Plan will reference the Development Code and applicable regulations for the West Area. City of Fresno Printed on 3/16/2023Page 5 of 7 powered by Legistar™ File #:ID19-1715 Agenda Date:6/27/2019 Agenda #: §The Active Transportation Plan (2017) The Active Transportation Plan (ATP)was adopted on March 2,2017 and serves as the city’s comprehensive guide outlining the vision for active transportation.The ATP envisions a complete,safe,and comfortable network of trails,sidewalks,and bikeways that serve as a means for people to safely get to their destinations while reducing roadway congestion and improving the air quality.This also results in replacing vehicle miles traveled with walking or biking.Both existing and planned Class II bike lanes are outlined for the West Area.Class I bicycle and pedestrian paths are planned for in the West Area with three eastward connection points over Highway 99 at Herndon Avenue,Veterans Boulevard,Gettysburg Avenue,and the Herndon Canal which abuts West Shaw Avenue. The ATP will be referenced in this Plan. §The Parks Master Plan (2017) The Parks Master Plan (PMP)was adopted on December 14,2017 and serves as a community-based vision and road map for planning a complete and functional park system in the city of Fresno.It examined the General Plan’s level of service goals for park land and determined the amount of acreage needed for the city’s existing and future population.The PMP articulates a vision for improving Fresno’s park and open space system formed by public input and based on thorough analysis.Priorities of Fresno community members,institutional leaders,and policy makers are reflected in the PMP.The goals and recommendations of the PMP for the Plan Area will be further developed later in the planning process. ENVIRONMENTAL FINDINGS Initiation of a Specific Plan is not a “project” for the purposes of CEQA Guidelines 15378. Planning Commission On May 1, 2019, the Planning Commission recommended that the City Council initiate the Specific Plan of the West Area Draft Land Use Map and Guiding Principles as presented. The Planning Commission resolution is attached as Exhibit I. LOCAL PREFERENCE Local preference was not considered because this project does not include procurement. FISCAL IMPACT The FY2019 Budget appropriated $400,000 from the General Fund to complete the Environmental Impact Report and Infrastructure Financing Plan. Attachments: Exhibit A:Project Location Map Exhibit B:Project Schedule Exhibit C:Steering Committee Roster Exhibit D:Draft Land Use Map Exhibit E:General Plan Planned Land Use (West Area) Exhibit F:Draft Guiding Principles City of Fresno Printed on 3/16/2023Page 6 of 7 powered by Legistar™ File #:ID19-1715 Agenda Date:6/27/2019 Agenda #: Exhibit G:Regional Park Options Exhibit H:Specific Plan of the West Area Initiation Document Exhibit I:Planning Commission Resolution Exhibit J:City Council Resolution City of Fresno Printed on 3/16/2023Page 7 of 7 powered by Legistar™ ·|}þ ·|}þ BrawleyShields GrantlandHayesMarksCorneliaAshlan Sha w Bullard Herndon Dak ota Clinton Gettysburg Barstow Sierra BryanHughesPolkValentineBlytheClintonGarfield VALENTINE AVEDANTEAVEMARKS AVEGATES AVEEMERSONAVEVAN NESS BLVDMARKS AVEPOLK AVES IE R RA AV E D A K O TA AV E HUGHES AVESPRUCEAVE RIVER VISTA DR ALL UV IA L AV E POLK AVEAS HL AN AV E EMERSON AVE P A L O A LT O AV E FI G A RD E N D R H E R N D O N AV E VALENTINE AVECORNELIA AVEHAYES AVEHUGHES AVESIE R RA AV E BRAWLEY AVEMILBURN AVEB U L L A R D AV E SP RU C E AVE B A R S T O W AV E ES CA L O N AV E SHAW AV EBRAWLEY AVEBLYTHE AVEHAYES AVEGRANTLAND AVES H I E L D S AV E B U L L A R D A V E O L I V E AV E M C K I N L E Y AV ECECELIA AVEGOLDEN STATE BLVD MARTY AVESANTA FE AVE W E B E R AV E BRAWLEY AVES A N J O S E AV E RIV E R SID E D R JEANNE AVE BLYTHEAVE99 99 Date: 3/29/2019 LEGEND Sp ecific Pla n o f th e West Area City Limits Fresno Existing Sphere of Influen ce City of Fresno Project Location Map Spe cific Pla n of the We st Are a ®Development and Resource Management Department Development and Resource Management Department Jennifer K. Clark, AICP, HDFP Director WEST AREA SPECIFIC PLAN PROJECT SCHEDULE Milestone Milestone End Date Project Kick-off and Existing Conditions Report Completed: 2/15/2018 Initial Community Outreach Completed: 6/14/2018 Selection of Draft Land Use Map and Guiding Principles by the Steering Committee Completed: 2/27/2019 Plan Initiation through Planning Commission and City Council Anticipated: 5/16/2019 Environmental Impact Report: Notice of Preparation and Scoping Anticipated: 6/30/2019 Public Review of Draft Specific Plan and Environmental Impact Report Anticipated: 2/1/2020 Plan Adoption Anticipated: 6/25/2020 STEERING COMMITTEE ROSTER Appointed Members David Pena, Chairperson Deep Singh, Vice Chairperson Cathy Caples *Tina McCallister – Boothe Jeff Roberts Tiffany Mangum John Kashian Bill Nijjer Gurdeep Shergill Joseph Martinez Dennis Gaab Eric Payne City Staff Sophia Pagoulatos, Planning Manager Rodney Horton, Planner *Alternate, Non-Voting ·|}þ ·|}þ BrawleyShields GrantlandHayesMarksWestCorneliaAshlan Shaw Bullard Herndon Dakota Clinton Gettysburg Barstow Sierra BryanHughesPolkValentineBlytheClintonGarfieldSteering CommitteeRecommendedSOI Expansion 99 G BP C EC G C C G C G G G G G G GG NMX G GG G GNMX G NMXNMX NMX NMX CH PB PB PB PB PB NPNP NP G NP POS CP NP NPNP NPNP NP NPNP NP NP OS CH EE E E E E/M/H H SS SS CMXNMX CH CH NMX G FS NMX NP NMXNMX CMX NP CHC C BP C NMX PB G G G G G C-R NMX CMX PB NMX CH CH FS G GGG G G G G PB R CH CH P G NMXG PB NP PB NP B U L L A R D AV E VALENTINEAVEE MERSONAVE D ANTEAV E D A K O TA AV EGATESAVEVANNESSB L V D MA R KSAVEPOLKA VEHUGHESAVES PRU C EAVE A S H L A N AV E 9 9 H WY C L I N T O N AV E S H A W AV E EMERSONAVE PA L O A LT O AVE S I E R R A AV EFIGARDENDRHAYES AVE B A R S T O W AV E BRAWLEY AVEMILBURNAVEWEST AVES P R U C E AV E E S C A L O N AV E BRAWLEYAVES H I E L D S AV E B U L L A R D A V E C ECELIAAVEGOLDENSTATEBLVD MAR TYAVE 99HWY SANTA FE AVE WEBERAVE S A N J O S E AV E RIV E R SID E DR 99H W Y H E R N D O N AV E 99 West Area Specific PlanSteering Committee Proposed Land Use Changes BOUNDARIES West Area Specific Plan Boundary Sphere Of Influence Steering Committee Recommended SOI Expansion®Date: 2/28/2019 Legend RESIDENTIAL Low Density (1-3.5 D.U./acre) Medium Low Density (3.5-6 D.U./acre) Medium Density (5.0-12 D.U./acre) Medium High Density (12-16 D.U./acre) Urban Neighborhood (16-30 D.U./acre) High Density (30-45 D.U./acre) COMMERCIAL Community Recreation General Regional EMPLOYMENT Office Business Park Light Industrial MIXED USE Neighborhood Mixed Use Corridor/Center Mixed Use Regional Mixed Use OPEN SPACE Community Park Pocket Park Neighborhood Park Open Space Park Ponding Basin PUBLIC FACILITIES Public/Quasi-public Facility Special School Elementary School Elementary & Middle School Elementary, Middle & High School High School Church Fire Station BP CP NP P PB SS E E&M H E/M/H CH FS R G C-R C NMX CMX RMX CP C C CC CC C C CC C G G G G G G G G CMX PB PB PB PB NP NP CP NP CP NP NP NPNP NP NPNP NP NP CH EE E E E E/M/H H SS SS BP RMX NP RMXRMX RUN RUN RUN RUN RUN C PB RUN G G G C-R RUN PB VALENTINE AVE EMERSONAVE DANTEAV E BULLARD AVE GATESAVECLINTON AVEVANNE S S BLV DMARKSAVE POLK AVESIERRA AVE DAKOTA AVE HUGHES AVESPRU C EAVE RIV ER VISTA D R ALLUVIAL AVE ASHLAN AVE SHAW AVE EMERSONAVE PAL O ALTO AVE FIGARDENDRHAY ESAVE BRAWLEY AVEMILBURNAVEVALENTINE AVESPRUCE AVE SIERRA AVE ESCALON AVE BRAWLEY AVESHIELDS AVE BULLARD AVE C ECELIAAVEGOLDENSTATEBLVD MARTYAVE MCKINLEY AVE HERNDON AVE BARSTOW AVE SA N T A F E A V E WEBERAVE SAN JOSE AVE RIV E R SID E D R JEA N N E A V E BLYT HEAVE99 99SANJOAQUINRIVER Source: City of Fresno RESIDENTIAL Low Density (1-3.5 D.U./acre) Medium Low Density (3.5-6 D.U./acre) Medium Density (5.0-12 D.U./acre) Medium High Density (12-16 D.U./acre) Urban Neighborhood (16-30 D.U./acre) High Density (30-45 D.U./acre) General Plan Land Use Map ´ Date: 4/2/2019 This map is believed to be an accurate representationof the City of Fresno GIS data. However, we makeno warranties either expressed or implied for thecorrectness of this data. 0 0.50.25 Miles COMMERCIAL Community Recreation General OPEN SPACE Community Park Open Space - Ponding Basin Neighborhood Park Open Space Park CP NP P PB PUBLIC FACILITIES Public/Quasi-public Facility Special School Elementary School Elementary, Middle & High School High School Church Fire Station SS E E/M/H H CH FS BOUNDARIES City Limits West Area Specific Plan Boundary Sphere Of Influence EMPLOYMENT Office Business Park Light Industrial BP MIXED USE Corridor/Center Mixed Use Regional Mixed Use CMX NMX Steering Committee David Pena, Chairperson Deep Singh, Vice Chairperson Dennis Gaab Joseph Martinez Tiffany Mangum Cathy Caples Jeff Roberts John Kashian Bill Nijjer Eric Payne Gurdeep Shergill Tina McCallister – Boothe, Alternate DRAFT – The West Area’s Guiding Principles The guiding principles, as amended by the Steering Committee, are designed to form the direction of the Specific Plan, and how the Plan can best benefit the future of the West Area. The guiding principles incorporate input received from community members and formal recommendations of the Steering Committee. Transportation Accommodate and improve roadway access, connectivity and mobility among all modes of transportation, and prioritize roadway widening where bottlenecking exists. Accommodate planned transit services in the West Area by locating routes near or adjacent to the community centers, schools, parks, and retail centers. Provide a complete, safe, and well-maintained sidewalk network from residential neighborhoods to commercial centers, schools, parks, and community centers. Provide a complete, safe, and well-maintained roadway network that allows for efficient and smooth access from the West Area to other sections of the city and region. Parks & Trails Create parks that are within existing and planned neighborhoods that are easily accessed by community members using pedestrian and bicycle pathways, transit services, or motor vehicles, consistent with the City of Fresno’s Parks Master Plan. Provide for the location of a flagship Regional Park in the Plan Area that has components of the Plan Area’s agricultural history through the planting of drought- resistant vegetation or trees, and the creation of public art that exhibits the Plan Area’s contribution to the agricultural industry. Agriculture Incorporate elements of agriculture in future parks by planting a mixture of native drought-tolerant vegetation, shrubs, and trees that can serve to provide shade and enhance the streetscape. Encourage and provide land use opportunities for agri-tourism ventures to occur in the West Area. Encourage the development of harvest – producing community gardens. Retail Attract desired and needed local retail establishments to serve the needs of the West Area community. Such establishments include grocery stores, bakeries, restaurants other than fast food places, and boutiques. Discourage the expansion of undesirable retail establishments such as liquor stores, tobacco and vapor stores, short-term loan and pawn shops, and adult stores. Encourage the development of retail establishments along commercial corridors. Housing Encourage a variety of housing types and styles. Encourage the development of housing to accommodate an aging population including, multi-generational houses and other elder housing options. Reaffirm the City’s commitment and obligation to affirmatively furthering access to fair and affordable housing opportunities by strongly encouraging equitable and fair housing opportunities to be located in strategic proximity to employment, recreational facilities, schools, neighborhood commercial areas, and transportation routes. Catalytic Corridors Encourage the orderly and consistent development of civic, parkland, retail and commercial, mixed-use, and multi-family uses along West Shaw Avenue, West Ashlan Avenue, Veterans Boulevard, West Shields Avenue, West Clinton Avenue, and Blythe Avenue. Education Attract much needed educational opportunities for the residents of the West Area, especially for post-secondary education, and access to programs for life-long learners. Public Safety Provide for safe routes to schools for children, with the City and County working together with residents, to provide sidewalks in neighborhood that have sporadic access. Work to promote Neighborhood Watch in all neighborhoods, and further assess the need for the location of emergency response facilities west of Highway 99. Barstow AvenueShaw AvenueGrantland AvenueBREGIONAL PARK OPTIONS TO BE STUDIED DURING ENVIRONMENTAL REVIEWA. A Flagship Regional Park in the most northern portion of the Plan Area (40 acres)B. A Flagship Regional Park just north of Shaw Avenue with a trail connecting to Veterans Blvd (55 acres)A REGIONAL PARK OPTIONS TO BE STUDIED DURING ENVIRONMENTAL REVIEWCW. Clinton AvenueW. Shaw AvenueN. Bryan AvenueC. A Flagship Regional Park on Bryan Avenue, extending from Shields Avenue to W. Clinton Avenue (79 acres) WEST AREA i n i t i a t i o n r e p o r t | m a y 2 0 1 9 specific plan of the Alternate formats of this document will be provided by the City upon request. To request alternate formats contact: Shannon M. Mulhall, Certified Americans with Disabilities Act Coordinator at (559) 621-8716. WEST AREA i n i t i a t i o n r e p o r t | m a y 2 0 1 9 specific plan of the Specific Plan of the West Area: Initiation Report | Table of Contents TABLE OF CONTENTS 1 2 1 PLAN INTRODUCTION 1-1 1.1 Introduction 1-1 1.2 Plan Area History 1-2 1.3 The Plan Area 1-9 1.4 Farmland 1-9 1.5 Political Background 1-9 1.6 Other Planning Efforts 1-11 Impacting the West Area 1.7 West Area Profile 1-13 2 PLAN PROCESS & VISION 2-1 2.1 Draft Land Use Map & Guiding Principles 2-6 3 3 PUBLIC ENGAGEMENT 3-1 3.1 Stakeholder Input 3-1 3.2 Community Conversations 3-2 3.3 Community Surveys 3-6 1-1Specific Plan of the West Area: Initiation Report | Introduction PLAN INTRODUCTION1 1.1 Introduction The last time the West Area was comprehensively planned for was in 2002 when city leaders adopted the 2025 General Plan. That Plan included the West Area Community Plan which consisted of 13 pages of policies and goals. Before the Community Plan was adopted, a small portion of the Plan Area was included in the Highway City Neighborhood Specific Plan which was completed in 1998. However, that plan applies to only 5% of the West Area. The people of the West Area wanted a new long-range planning tool that updated the vision provided in these older plans that addressed current issues. The Specific Plan of the West Area (the Plan) will serve as the catalyst for development as well as a vital instrument for much needed infrastructure improvements. The West Area has long been considered “Forgotten Fresno” due to limited commercial amenities, a fragmented roadway system, and leapfrog development. The residents of the West Area continue to advocate for transportation improvements, development that respects agriculture, and commercial amenities. The Plan lays the foundation to make the West Area a complete neighborhood that moderates residential development and increases opportunities for commercial growth. The Plan reiterates, and in some instances, refines policies from the General Plan on a range of topics that include land use and development, transportation, the environment, parks, and public utilities. The Plan will be used by policymakers to guide decisions about the future of the Plan Area, to make land use determinations, and to acquire federal and state grant funding for public projects. The Plan will also be used by community organizations, developers, and residents as a basis for future partnerships and planning. image taken by City staff of West Area agriculture on Shields Ave and Grantland Ave Specific Plan of the West Area: Initiation Report | May 2019 Draft1-2 1.2 Plan Area History Fresno was established as a settlement in 1872 by the Central Pacific Railroad Company, and more specifically by the choice of Leland J. Stanford, a Director for the Railroad, who is credited with the site selection for what was at the time the new station. Twenty-two years after California had become a state and after the Gold Rush had come and gone, Stanford was impressed by the 2,000- acre wheat field belonging to A. Y. Easterby and announced, “Wonderful! Here we must build the town!” During its earliest years, Fresno experienced a population boom, contributed to by settlers arriving from eastern and southern states, as well as abroad. Chinese immigrants were the earliest foreign settlers in Fresno and rapidly grew in numbers, to the point that Fresno obtained the second largest Chinatown in California. Fresno was established as the county seat in 1874 and 1885 became incorporated as a city. The Central California Colony, established in 1875 south of Fresno, encompassed approximately 3,840 acres. During the 1880s, Fresno continued to see incoming settlers from abroad, at an increase and in greater diversity - specifically settlers from Armenia, Germany, and Japan, among other groups. During the early 20th century, there was a large influx in the Hispanic population. Today, Fresno celebrates a diverse citizenry of more than seventy different ethnic groups in the metropolitan area. As the geographic center of the State, Fresno County is located in the San Joaquin Valley – cradled by the coastal ranges to the west and the Sierras to the east. The two large rivers that flow through the county are the San Joaquin River and the Kings River – both heading from the Sierras. By 1903, there were forty-eight separate colonies in Fresno County. Tracts of land were subdivided ranging from 20-acre to 40-acre parcels, irrigated from a system of canals, and often landscaped with boulevards of palms, eucalyptus, figs, walnuts, oranges, and drought-resistant trees. The Muscatel Estate as well as portions of the Dewitt and Victoria colonies were within the boundaries of what is now Specific Plan of the West Area. By 1910, the colony system had begun to lose its popularity, and large holders were beginning to sell off portions of their land to farming families. Fresno was established as a railroad town but it thrived in agriculture. Central Union High School, 1922, Fresno County Public Library, Special Collections. 1-3Specific Plan of the West Area: Initiation Report | Introduction deemed utterly worthless. / Enterprise, combined with push and energy, have wrought miracles, and to-day Fresno county - the principal portion of which lies in the valley of the San Joaquin - is the scene of agricultural industries of all kinds. / Here there are wheat fields - through which one may drive all day without reaching the end. Fruits of every variety flourish here, and yield prolifically. In this valley are grown and dried the finest white figs produced in the State. Peaches, pears, apricots and nectarines have all been planted and have produced marvelous results. / The product, however, which will cause the name and fame of Fresno to be sounded far and wide is the grape. Without exception, the natural advantages afforded here for the cultivation of The following excerpted from an exposé on “Fresno Vineyards” from The Examiner, San Francisco on April 6, 1890 provides a narrative glimpse of Fresno’s origins in agricultural vibrancy: “It is not many years ago that the vast expanse of level plains that constitute the valley of the San Joaquin was by most people considered a barren desert of little or no value. If the winter season had been a sufficiently wet one there would be a little pasture for large flocks of sheep and herds of cattle that roamed about at will in the wild and unsettled region until the intense heat of a July sun, withering and scorching every bit of herbage, would compel them to resort to the foothills and mountains again. If, however, the season had been a dry one, these thousands of acres were at best Map showing Colony System of Settlement, Fresno Co. Specific Plan of the West Area: Initiation Report | May 2019 Draft1-4 Highway 99 as it is known today is a relatively recent creation. Native populations found value in the north-south route prior to the existence of a California. Once the route’s modern era began, it gained momentum at a rapid pace – “horses, carts, and stages gave way to railroads, and railroads then yielded to today’s paved lanes” (Provost, Highway 99, XI). “In its passage through the long, level stretch of the San Joaquin Valley,” also known as California’s heartland and more precisely between the towns of Wheeler Ridge and Sacramento, “Highway 99 was heralded as, and continues to be known as, the Golden State Highway” (Buckley, “Highway 99,” 28). Much of the highway through the Valley was widened to at least twenty feet by the early 1930s, but a portion near Fresno was widened to thirty feet to accommodate the Valley’s heaviest agricultural traffic (Livingston, That Ribbon of Highway II, 60). By 1960, the multi-lane upgrading of Highway 99 through Fresno was completed to allow for faster transit. In contrast to the modern thoroughfare, motorists driving north from Fresno in 1916 would have encountered a sign that read the following: “Motorists attention! You are on your honor. Fresno County has no speed cops. Drive so they will not be needed. Speed limits 30 miles per hour” (Buckley, “Highway 99,” 32-33). vines, and especially for the curing of raisins, are unequaled in this State, if not in the whole world. Already Fresno wines and Fresno raisins are famous throughout the length and breadth of the county.”Specific reference is also made to the Muscatel grape: “The sweet Muscatel variety is the grape used for raisin-making. This was the first brought from Spain, where it is known as the Muscatel de Gordo Blanco. Muscatel is the Moorish for large white, and Gordo Blanco - the Spanish for fat white.” In the introduction to her 1942 Master’s thesis entitled “Pioneer Colonies of Fresno County,” Virginia Emily Thickens actually references these colonies very early in their history as “the principal competitor of Spain in viticulture.” Enterprise was key to the success of agriculture in Fresno County, through pioneer leaders such as M. Theodore Kearney, but so was advertising. The article referenced above is one example. Most famously, Kearney “embarked on a campaign which was painted so attractively as to lure the least gullible of speculators or homeseekers.” In 1912, James Clayton Forkner moved to Fresno. He helped establish Highway City, a neighborhood for the occupation of industrial and farm workers. The neighborhood name refers to its straddling of Highway 99, which is the eastern boundary for the Specific Plan of the West Area. Therefore, it is the southwestern portion of Highway City that falls within the boundaries of this Plan. The West Area is approximately bounded by Highway 99 to the northeast, West Clinton Avenue to the south, and North Garfield Avenue to the west. When it was established, Highway City was not incorporated, or within the city limits of Fresno. In fact, it was not until the 1970s when any portion of what is now referred to as the West Area began being annexed. Outside of this portion of Highway City, a significantly large portion of the West Area remained farmland until Highway 99 was established and began undergoing improvements for automobile access. Ultimately, these improvements encouraged further land development and population growth within this region northwest of the city’s urban core. The city annexed land west of Highway 99 as recent as the early 21st century, which includes undeveloped and underutilized lands adjacent to established commercial corridors. 1-5Specific Plan of the West Area: Initiation Report | Introduction The West Area currently has one designated historic resource. The Brewer Adobe, also referred to as the José Garcia Adobe, is located near the southwest corner of West Shaw Avenue and North Hayes Avenue - within the boundaries of Highway City and fairly central within the West Area. The Brewer Adobe was constructed between 1923 and 1937 as a residential property type and is the only extant example of a vernacular building in the Fresno area that employs three construction techniques: traditional adobe brick, board and batten over frame, and hardpan with brick masonry construction. José Garcia was the first known tenant and owner. The property was first evaluated as a historic resource in 1996 and referred to as the Brewer Farm, with Les Brewer as the property owner. The sign of course became obsolete over the years, as did the series of improvements to the roads that followed leading to the construction of the freeway. Several landmarks in Fresno were associated with old Highway 99 that ultimately became bypassed with the construction of the freeway including the Van Ness Entrance Gate welcoming motorists to Fresno; Belmont Circle that routed traffic from H Street via an underpass onto Motel Drive and alongside Roeding Park; one of the Richfield Beacons located approximately every fifty miles along Highway 99 that aided in guiding motorists as well as flyers; and more relevant to the West Area – the recently-demolished Astro Motel, located on the north end of what was known as Motel Drive between W Ashland and W Dakota avenues. The Astro was one of many motels along Motel Drive, an example of the numerous motel strips that “sprang up at entryways to cities along the highway… The bright neon beckoned nighttime travelers to stop for the night and grab some shut-eye” (Provost, Highway 99, 159). Fresno Vineyards, The Examiner San Francisco, 1890. Specific Plan of the West Area: Initiation Report | May 2019 Draft1-6 And, it was found that the Brewer Adobe embodies the exchange of construction and design ideas that could develop in such a region. The Brewer Adobe is a fragile but extraordinary resource that is critical to the understanding of the area’s working class history and the story of adobe and hardpan construction in the San Joaquin Valley. Despite the fact that the region of Fresno now referred to as the West Area was not incorporated into the city until more recent years and that there is currently only one designated historic resource within its boundaries, it is a region that has a history dating back to the original settlement of Fresno which has yet to be fully explored. It remains the final frontier for the city and further research will undoubtedly reveal more hidden gems. Located in an area that was originally known as “Hardpan City”, the residents in this locale utilized those building materials which were available to them, including adobe brick and hardpan. This building exhibits a traditional Hispanic use of earthen materials in the construction of a house which closely resembles a bungalow. The fusion of these attributes became relatively common in the Central Valley by the 1920s, and interest in the use of adobe in particular increased by the economic Depression during the 1930s. The influences of Baldassare Forestiere’s Underground Gardens, another designated historic resource located seven-tenths of a mile east of the Brewer Adobe, undoubtedly influenced the use of hardpan as a building material. Property research from 1997 revealed that the area within the area where the Brewer Adobe is located, there has been an ethnic diversity among residents which included people of Mexican, Italian, and Swedish descent. 1-7Specific Plan of the West Area: Initiation Report | Introduction Fresno County Highways Aerial, 1942. Specific Plan of the West Area: Initiation Report | May 2019 Draft1-8 UV41 UV99 UV41 UV99 UV145 UV180 UV168 UV168 UV180 Source: City of Fresno FIGURE 1-1 Regional Location Map Date: 4/2/2019 This map is believed to be an accurate representation of the City of Fresno GIS data. However, we make no warranties either expressed or implied for the correctness of this data. Specific Plan of the West Area Fresno City Limits Fresno County 1-9Specific Plan of the West Area: Initiation Report | Introduction 1.3 The Plan Area The Plan Area is triangular in shape and located west of Highway 99. It is bounded on the south by the north side of West Clinton Avenue, and to the west by Grantland and Garfield Avenues. The Plan Area includes the southwest portion of Highway City adjacent to Highway 99. Figure 1.1 shows the Plan Area in relationship to the region. The West Area is vast in land area which presents opportunities for development. For purposes of comparison, the size of the West Area is larger than the Capitol cities of Maryland (Annapolis), New Jersey (Trenton), Pennsylvania (Harrisburg), and Vermont (Montpelier). The West Area encompasses 7,077 acres or a little more than 11 square miles. A significant amount of land in the Plan Area is farmland or rural residential lots with large, uneven, and underutilized parcels. Of the eleven square miles, 6.9 square miles are in the city limits and 4.1 square miles in the growth area. The growth area is land outside the city limits but within the city’s Sphere of Influence boundary, which is the adopted limit for future growth. The West Area has approximately 3,070.95 acres of land that is classified as Urban and Built-Up, according to the State Department of Conservation. Prime farmland is principally located outside of the Plan Area. The West Area has 285.65 acres of Farmland of Statewide Importance which is located primarily in the western edge of the Plan Area. Unique Farmland has 509.39 acres within the Plan Area and is located within the southwest portion of the Plan Area. Farmland of Local Importance has approximately 1,562.82 acres located throughout the entire Plan Area. Vacant or Disturbed Land and Rural Residential Land account for approximately 1,650.17 acres within the growth area. 1.4 Farmland Fresno County is ranked as one of the top agricultural counties in California. In 2017, county produce had nearly $6.1 billion in crop value. A majority of the crops are grapes, almonds, cotton, and citrus. The Fresno region has rich history in agriculture that spans from A.Y. Easterby’s lush wheat field to Sicilian immigrant Baldassare Forestiere’s Underground Garden. Currently, residential and commercial development in the West Area abuts prime farmland. For many years the West Area was largely fig orchards. This Plan will incorporate policies that respect agriculture, and incorporate components of agriculture into the West Area’s future. 1.5 Politcal Background The Plan Area is situated in the 16th Congressional District, the 8th State Senatorial District, and the 23rd and 31st State Assembly Districts. The Plan Area is also situated in County Supervisorial District No. 1. In addition, the Plan Area is represented by three City Council Districts. Council District No. 1 represents a majority of the Plan Area’s population and covers a significant portion of the land in the middle of the Plan Area extending from the south side of West Shaw Avenue to the north side of West Shields Avenue. Council District No. 2 covers land in the northern portion of the Plan Area extending from the north side of West Shaw Avenue to the northern edge of the city’s boundary. Council District No. 3 includes land in the southeast portion of the Plan Area extending from the south side of West Shields Avenue to the north side of West Clinton Avenue. Specific Plan of the West Area: Initiation Report | May 2019 Draft1-10 Image taken by City staff, Grantland Ave and Olive Ave. 1-11Specific Plan of the West Area: Initiation Report | Introduction 1.6 Other Planning Efforts Impacting the West Area This Plan serves as the first major specific planning effort, environmental evaluation, and infrastructure analysis for the West Area. However, other planning efforts have occurred or are in process as described below. • The Highway City Neighborhood Specific Plan (1998) The Highway City Neighborhood Specific Plan was adopted January 6, 1998 and was prepared to address problems, issues, and opportunities of the Highway City neighborhood, especially for individuals who live, work or have a long-time involvement in the community. One of the guiding principles for the Highway City Neighborhood Specific Plan encouraged development of traditional neighborhoods characterized by a diverse but compatible arrangement of residential, commercial, industrial, and public uses that was to be reinforced by existing and established single-family residential areas. The Specific Plan of the West Area would repeal a portion of the Highway City Neighborhood Specific Plan to avoid overlap and confusion with the Specific Plan of the West Area, but would carry forward any relevant area-specific policies. • The West Area Community Plan (2002) The West Area Community Plan was adopted on February 1, 2002 as “Appendix W” of the 2025 General Plan. The core goals of the Community Plan were to develop the West Area as a planned community with a complete range of services, facilities and public infrastructure development, and to minimize land use conflicts between agriculture and urban uses. This Plan would replace the Community Plan, but would carry forward any relevant policies. • The General Plan (2014) The General Plan was adopted on December 18, 2014 and sets the stage for the initiation of this Plan. This Plan refines the General Plan’s vision for the West Area. The General Plan created policies and implementation plans to achieve a long-term vision which emphasizes infill development, complete neighborhoods, and multi-modal transportation. The General Plan emphasizes supporting established neighborhoods in Fresno with safe, well maintained, and accessible streets, public utilities, education and job training, proximity to jobs, retail services, health care, affordable housing, youth development opportunities, open space and parks, transportation options, and opportunities for home grown businesses. Another key goal of the General Plan that will be reiterated in this Plan is to resolve existing public infrastructure and service deficiencies, make full use of existing infrastructure, and invest in improvements to increase competitiveness and promote economic growth. The Shaw Avenue Corridor from Highway 99 to Grantland Avenue is envisioned to be developed as a mixed-use corridor supported by enhanced transit service. This corridor includes high density and urban neighborhood residential components, along with retail, employment and civic uses. The General Plan proposes the location of a 40-acre park along the east side of the Veterans Boulevard between Shaw Avenue and Barstow Avenue, which will anchor a West Shaw Transit Village. The proposed park is bisected by a Class I bike trail along the Herndon Canal. This vision is supported by the West Area community and will continue in this Plan, albeit with lower density and possibly with integration of more open space. Specific Plan of the West Area: Initiation Report | May 2019 Draft1-12 A regional mixed-use center is designated between Veterans Boulevard and Grantland Avenue. These land uses will be mixed both vertically and horizontally, and represent the transit – oriented cores of Complete Neighborhoods that connect with surrounding residential areas. It is important to note that the General Plan’s vision for the West Area is to provide opportunities for the development of Complete Neighborhoods. The concept of Complete Neighborhoods is to enable Fresnans to live in communities with convenient services, employment, and recreation within walking distance. It provides residents with amenities that make it mostly self-sufficient, walkable, and interconnected. The General Plan acknowledges that completeness is unlikely to be accomplished in each neighborhood; however it provides that the following characteristics can be combined to create an enhanced quality of life and increased property values: • A range of housing choices; • Neighborhood-serving retail; • Employment opportunities; • Public services, such as health clinics; • Entertainment and cultural assets; • Parks and public schools within or near the neighborhood; • Community services, such as a library, recreation center, senior center, and/or community garden; • Public plaza/civic space; and • Access to public transit. • Fresno Municipal Code Chapter 15: Citywide Development Code (2015) The main purpose of the Development Code, which was adopted in 2015, is to implement the General Plan and other adopted plans. The Development Code is the city’s zoning code, and it seeks to protect and promote the public health, safety, peace, comfort, convenience, prosperity, and general welfare of the residents of the City of Fresno. It allows for the orderly allocation of land for development by classifying the city into districts or zones that allow various land uses, including residential single- family, residential multi-family, mixed- use, commercial, public and semi-public, downtown and employment districts. This Plan will reference the Development Code and applicable regulations for the West Area. • The Active Transportation Plan (2017) The Active Transportation Plan (ATP) was adopted on March 2, 2017 and serves as the city’s comprehensive guide outlining the vision for active transportation. The ATP envisions a complete, safe, and comfortable network of trails, sidewalks, and bikeways that serve as a means for people to safely get to their destinations while reducing roadway congestion and improving the air quality. This also results in replacing vehicle miles traveled with walking or biking. Both existing and planned Class II bike lanes are outlined for the West Area. Class I bicycle and pedestrian paths are planned for in the West Area with three eastward connection points over Highway 99 at Herndon Avenue, Veterans Boulevard, Gettysburg Avenue, and the Herndon Canal which abuts West Shaw Avenue. The ATP will be referenced in this Plan. 1-13Specific Plan of the West Area: Initiation Report | Introduction • The Parks Master Plan (2017) The Parks Master Plan (PMP) was adopted on December 14, 2017 and serves as a community-based vision and road map for planning a complete and functional park system in the city of Fresno. It examined the General Plan’s level of service goals for park land and determined the amount of acreage needed for the city’s existing and future population. The PMP articulates a vision for improving Fresno’s park and open space system formed by public input and based on thorough analysis. Priorities of Fresno community members, institutional leaders, and policy makers are reflected in the PMP. The goals and recommendations of the PMP for the Plan Area will be mentioned at a later period. 1.7 West Area Profile According to the United States Census Bureau, the Hispanic community is the largest ethnic group in Fresno, and the West Area. The Hispanic ethnic group includes Mexican, Puerto Rican, Cuban, and any other Hispanic or Latino groups. This trend is also representative throughout the entire state of California and is not limited to the city of Fresno and the West Area. In 2015, the Hispanic community edged out Caucasians as the largest ethnic group in the state of California. Gender dynamics in the state of California, city of Fresno, and the Plan Area show a nearly even divide between male and female portions of the population. 1.7 A. Race and Gender A M. IND. H ISPANIC W HITE B LACK A SIAN M IXED RACE 38.9%6.5%14.8%1.7%37.7%3.8% 48.9%7.5%12.7%0.5%28.1%2.3% 42.15%8.84%13.47%1.94%20%4.69% CALIFORNIA FRESNO WEST AREA Source: The United States Census Bureau FIGURE 1-2 RACE Specific Plan of the West Area: Initiation Report | May 2019 Draft1-14 ·|}þ ·|}þBrawleyShieldsGrantlandHayesMarksCorneliaAshlan Shaw Bullard Herndon Dakota Clinton Gettysburg Barstow Sierra BryanHughesPolkValentineBlytheClintonGarfield nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm nm 99 99VALENTINE AVEEMERSONAVE DANT E AVEB U L L A R D AV E GATES AVEVAN NESS BLVDM A R KSAVEPOLKAVED AK O TA AV E HUGHESAVERIVE R VIST A D R AL L UV I A L AV E AS H L A N AV E S H AW AV E EMERSONAVE F I GARD E NDRHAYESA VE BRAWLEYAVEMILBURN AVES P R U C E AV E S I E R R A AV EBRAWLEYAVE MC KI N L E Y AV E S H I E LD S AV E B U L L A R D A V E GOLD E N S TA T E BLV D MARTYAVE H E R N D O N AV E BA RS TO W AVE S A N TA F E A V E W EBER A V E S A N J O S E AV ERI V E R S I D E D R Esri, HERE, Garmin, © OpenStreetMap contributors, and the GIS user community Source: City of FresnoFIGURE X-X Parcels Proposed for Change Proposed Land Use Change Map ´ Date: 4/12/2019 This map is believed to be an accurate representatio n of the City of Fresno GIS data. However, we make no warranties either expressed or implied for the correctness of this data. 0 0.50.25 Miles School Districts Central Unified Fresno Unified BOUNDARIES Fresno City Limts Specific Plan of the West Area Sphere Of Influence School Facilities nm Head Start nm Elementary School nm Middle School nm High School nm Administration nm Alternative School nm Deran Koligian Stadium r *Proposed Elementary School FIGURE 1-3 1-15Specific Plan of the West Area: Initiation Report | Introduction • Polk Elementary School. Polk Elementary was named after former President James K. Polk, and is the first Fresno County schools to be themed on Californian history and the Westward Movement. • Preschool. Preschool services are provided for children who are 4 years of age. Public education is provided by 21 public schools within the Central Unified School District (CUSD) serving approximately 15,772 pupils. The following schools located in the Plan Area are: 1.7 B. Secondary Education • Central High School – East Campus. This school was built in 1996 to accommodate rapid growth and development within CUSD’s coverage area. • Central Learning Adult School Site (CLASS). CLASS is an alternative high school located on a campus it shares with the adult school. CLASS is a hybrid independent study program that incorporates direct instruction into traditional independent study model. • Glacier Point Middle School. Glacier Point Middle School enrolls approximately 893 students and provides a rigorous learning environment. • Harvest Elementary School. Harvest Elementary educates approximately 680 pupils in grades transitional kindergarten through sixth. • Herndon-Barstow Elementary School. Herndon-Barstow Elementary was originally a rural school without a natural population within its boundary to fill it to capacity. However, an increase in development has caused enrollment to spike. CUSD, as a whole, spans across and beyond the Plan Area amounting to a coverage area of approximately 88 square miles. CUSD primarily serves rural and suburban populations. Fuel by increased residential development since the early 2000’s, CUSD has experienced a hike in enrollment and as result has built new schools. The Board of Trustees serves as CUSD’s governing body, each elected from and representing an area, 3 trustee areas are located within the Plan Area. CUSD is preparing to build a new high school which is scheduled to open for the 2021- 22 school year. In addition, CUSD is also preparing to construct two new elementary schools totaling approximately $50 million. At the time of adoption of the General Plan, CUSD had 19 public schools; today CUSD has 2 additional schools. • Teague Elementary School. Teague Elementary School is located in close proximately to Inspiration Park and the proposed Highway City Community Resource Center. Specific Plan of the West Area: Initiation Report | May 2019 Draft1-16 CUSD has large undeveloped tracts of land available for additional school buildings that are planned for within the Plan Area. The only school building currently located in Council District No. 3 is the Central Learning Adult School located near Shields and Brawley. The city of Fresno is home to several institutions of higher learning. California State University, Fresno, commonly referred to and known as Fresno State, is located in the northeastern section of the city, approximately X miles from the Plan Area. Fresno State is one of the largest and fastest growing campuses among the 23 CSU campuses. Another key postsecondary educational institution is the State Center Community College District, which operates Fresno City College. A new campus is proposed to be built south of the Plan Area is Southwest Fresno which will be situated approximately 5 miles south of the Plan Area. Fresno City College offers associate degrees and vocational training. The only postsecondary facility located within the Plan Area is A-1 Truck Driving School (A-1). A-1 provides educational assistance to students seeking to obtain a commercial driver license from the California Department of Motor Vehicles in order to operate large commercial vehicles for employment. 1.7 C. Postsecondary Education FRESNO PACIFIC UNIVERSITY FRESNO CITY COLLEGE CSUF SAN JOAQUIN VALLEY COLLEGE 12 Miles/ 22 Minutes 12 Miles/ 29 Minutes 13 Miles/ 19 Minutes 17.4 Miles/ 23 Minutes FIGURE 1-4 DRIVING DISTANCES Source: Directions, Google Maps 1-17Specific Plan of the West Area: Initiation Report | Introduction Approximately 82% of the state’s population has a high school education or higher, to include some college or an associate’s degree. 31% of the state has attained a bachelor’s degree or higher level of education. Educations levels are in the city as compared to the state. 75% of city residents have attained a high school education or higher, and 20% have attained a bachelor’s degree or higher. The West Area’s educational attainment level is lower than the state of California and the city of Fresno in all categories. 37% of West Area residents have attained a high school education or higher. Furthermore, a little over 8% of West Area residents have attained a bachelor’s degree or higher level. This subsection describes the educational attainment levels of the West Area population, as compared to the City of Fresno and the State of California. 1.7 D. Educational Attainment WEST AREA CITY OF FRESNO 37%8% 75%20% High School or Higher Bachelor’s Degree or Higher Bachelor’s Degree or HigherHigh School or Higher FIGURE 1-5 EDUCATION Source: United States Census Bureau Specific Plan of the West Area: Initiation Report | May 2019 Draft1-18 While the educational attainment level is lower than both the city and the state, the median household income levels of the Plan Area are higher than the city’s median household income level. The median household income for the state of California is $61,818 while the median household income for the city of Fresno is 41,531 while the median household income is $59,482. Further analysis of the Plan Area breaks down the income levels in Council District No. 1, Council District 2, Council District 3, and the growth area. The figure shows that the median household income of Council District No.2 surpasses the median household income level of both the state and city. It could be assumed that low education levels will translate to lower income levels. However, over 50% of the plan Area population is employed within the healthcare, agricultural, blue collar, or service sector employment. Blue collar employment is defined as having a job that is not performed in an administrative setting and is skills-based such as a welder, plumber, warehouse personnel, or maintenance. 1.7 E. Income and Jobs $61,818 $41,531 $59,482 $49,862 $79,566 $47,412 $61,071 State of California City ofFresno WestArea CouncilDistrict No.1 within Plan Area CouncilDistrict No.2 within Plan Area CouncilDistrict No.3 within Plan Area Sphereof Influence It is believed the reason income levels are fairly high in the Plan Area even though education levels are lower is because of blue collar and service sector employment. For example, 44% of those working within the blue collar employment sector have transportation jobs. According to a 2015 report from the American Trucking Association (ATA), the median annual wage for a truck driver is approximately $73,000. The ATA has noted compensation for truckers has increased approximately 12% per year. This is one example of an industry where the job may require only a high school diploma or GED, but the earning potential can exceed $70,000 per year. FIGURE 1-6 MEDIAN HOUSEHOLD INCOME Source: ArcGIS and United States Census Bureau 1-19Specific Plan of the West Area: Initiation Report | Introduction AgricultureEducation & RecreationHealth Care Service SectorBlue Collar EmploymentProfessional Service Management Business Financial Computer/Mathematical Social Sciences Social Services Legal Office/Administration Architect/Engineer Building Maintenance Construction Maintenace/Repair Transportation Production Sales Food Preparation Protective Services Health Practice Health Support Personal Service Education Library Services Arts Entertainment Recreation Farm Fisheries Forestry 32%30%17% 12%6%3% $530 $540 $680 $1,209 $1,209 $1,311 MEDIAN WEEKLY EARNINGS TOTAL AMOUNT OF JOBS 560 1,072 2,060 2,800 4,968 5,344 FIGURE 1-7 JOBS Source: 1. ESRI; Vintage 2017; 2017 Jobs (ESRI) 2. Usual Weekly Earnings of Wage and Salary Workers- Third Quarter 2017. Bureau of Labor Statistics. U.S. Department of Labor. October 18, 2017. Specific Plan of the West Area: Initiation Report | May 2019 Draft1-20 The City of Fresno provides vital public safety services to its residents, police and fire protection. The Police Department is headquartered at 2323 Mariposa Street in Downtown. Fresno has five policing districts and the West Area is located in Police District 5 – Northwest, but the police district office is not located in the Plan Area. It is located approximately 2.5 miles east at 3080 W. Shaw Avenue. It is important to note that Ambulatory services are contracted out and performed by American Ambulance. 1.7 F. Public Safety The Fire Department is headquartered at 911 H Street with 23 stations located across Fresno. The department has two stations located in the Plan Area. Fire Station No. 16 is situated at the northeast corner of the intersection of West Clinton Avenue and North Polk Avenue at 2510 N. Polk Street. In the northern portion of the Plan Area, Fire Station No. 18 is located off of West Bullard Avenue at 5938 North La Ventana Avenue. Fire Station 18 will be relocated to a permanent location on the south side of the 6000 block of West Shaw Avenue to maximize the department’s “4 Minutes to Excellence” response time goal. Image taken by City staff, Clinton Ave and Polk Ave. 2-1Specific Plan of the West Area: Initiation Report | Plan & Vision PLAN PROCESS & VISION2 Why are we doing this plan? The Specific Plan of the West Area (Plan Area) currently consists of a large amount of developable land within city and county limits. The West Area has the potential to grow and develop into its own vibrant community. The Specific Plan of the West Area (the Plan) seeks to provide for the orderly and consistent development that promotes and establishes the West Area as a complete neighborhood with enhanced transportation infrastructure, development of core commercial centers, creation of additional parkland, and encouraging the development of a diverse housing stock. The Plan Area does not have needed commercial amenities, forcing residents to travel east of Highway 99 for retail services. The Plan Area also lacks a complete roadway network and parkland. Graphic example of a Agrihood 2-2 Specific Plan of the West Area: Initiation Report | May 2019 Draft CP C C CC CC C C CC C G G G G G G G G CMX PB PB PB PB NP NP CP NP CP NP NP NPNP NP NPNP NP NP CH EE E E E E/M/H H SS SS BP RMX NP RMX RMX RUN RUN RUN RUN RUN C PB RUN G G G C-R RUN PB VALENTINEAVEEMERSONAVE DANTE A V EBULLARD AVE GATESAVECLINTON AVEVANNESSB L V DMARKS AVE POLK AVESIERRA AVE DAKOTA AV E HUGHES AVESPRU CE AVE RIVER VISTA D R ALLUVIAL AVE ASHLAN AVE SHAW AVE EMERSONAVE PALO ALTO AVE FIGARDENDRHAYES AVE BRAWLEY AVEMILBURNAVEVALENTINE AVESPRUCE AVE SIERR A AVE ESCALON AVE BRAWLEY AVESHIELDS AVE B U LL A RD AV E C ECELIAAVEGOLDENSTATE BLV D MA RTYAVE MCKINLEY AVE HERN DON AVE BARSTOW AVE SA N TA FE AV E W EBERAVE SAN JOSE AVE R I V E R S I D E D R JEA N N E AVE BLY T HEAVE99 99 S A N JO AQ U I N R IV ERSource: City of Fresno RESIDENTIAL Low Density (1-3.5 D.U./acre) Medium Low Density (3.5-6 D.U./acre) Medium Density (5.0-12 D.U./acre) Medium High Density (12-16 D.U./acre) Urban Neighborhood (16-30 D.U./acre) High Density (30-45 D.U./acre) FIGURE X-X General Plan Land Use Map ´ Date: 4/2/2019 This map is believed to be an accurate representation of the City of Fresno GIS data. However, we make no warranties either expressed or implied for the correctness of this data. 0 0.50.25 Miles COMMERCIAL Community Recreation General OPEN SPACE Community Park Open Space - Ponding Basin Neighborhood Park Open Space Park CP NP P PB PUBLIC FACILITIES Public/Quasi-public Facility Special School Elementary School Elementary, Middle & High School High School Church Fire Station SS E E/M/H H CH FS BOUNDARIES City Limits West Area Specific Plan Boundary Sphere Of Influence EMPLOYMENT Office Business Park Light Industrial BP MIXED USE Corridor/Center Mixed Use Regional Mixed Use CMX NMX FIGURE 2-1 2-3Specific Plan of the West Area: Initiation Report | Plan & Vision ·|}þ ·|}þBrawleyShields GrantlandHayesMarksCorneliaAshlan Shaw Bullard Herndon Dakota Clinton Gettysburg Barstow Sierra BryanHughesPolkValentineBlytheClintonGarfield 99 BP C EC G C C G C G G NMX G G PB PB PB PB PB NP P OS CP NP NPNP NP NP NP P CH EE E E E E/M/H H SS SS CH G FS NMX NP NMXNMX CMX NP CH C BP C G C-R CMX PB CH FS G G G R CH P PB PBVALENTINE AVEEMERSONAVE DANT E AVEB U L L A R D AV E GATES AVEVAN NESS BLVDM A R KSAVEPOLKAVED AKO TA AV E HUGHESAVERIVE R VIST A D R AL L UV I A L AV E A S H L A N AV E S H AW AV E EMERSONAVE F I G ARD E NDRHAYESA VE BRAWLEYAVEMILBURN AVES P RU C E AVE S I E RR A AV EBRAWLEYAVE MC KI N L E Y AV E S HI E L D S AV E B U L L A R D A V E GOLD E N S T AT E BLV D MARTYAVE 99 H WY H E R N D O N AV E B A R S TO W AV E S A N TA FE AV E W EBER A V E S A N J O S E AV ERI V E R S I D E D R 99 Source: City of Fresno RESIDENTIAL Low Density (1-3.5 D.U./acre) Medium Low Density (3.5-6 D.U./acre) Medium Density (5.0-12 D.U./acre) Medium High Density (12-16 D.U./acre) Urban Neighborhood (16-30 D.U./acre) High Density (30-45 D.U./acre) FIGURE X-X Proposed Land Use Map ´ Date: 4/12/2019 This map is believed to be an accurate representation of the City of Fresno GIS data. However, we make no warranties either expressed or implied for the correctness of this data. 0 0.50.25 Miles COMMERCIAL Community Recreation General Regional BOUNDARIES Fresno City Limts Specific Plan of the West Area Sphere Of Influence EMPLOYMENT Office Business Park Light Industrial BP MIXED USE Neighborhood Mixed Use Corridor/Center Mixed Use Regional Mixed Use NMX CMX RMX OPEN SPACE Community Park Pocket Park Neighborhood Park Open Space Park Ponding Basin CP NP P PB PUBLIC FACILITIES Public/Quasi-public Facility Special School Elementary School Elementary & Middle School Elementary, Middle & High School High School Church Fire Station SS E E&M E/M/H H CH FS Steering Com mittee Recommended SOI Expansion FIGURE 2-2 2-4 Specific Plan of the West Area: Initiation Report | May 2019 DraftVALENTINEAVEEMERSONAVE DANTE A V EBULLARD AVE GATESAVECLINTON AVEVANNESSB L V DMARKS AVE POLKAVES IERRA AVE DAK OTA AVE HUGHES AVESPRU CE AVE RIVER VISTA D R ALLUVIAL AVE ASHLAN AVE SHAW AVE EMERSONAVE PA LO A LTO AVE FIGAR DEN DRHAYE S AVE BRAWLEY AVEMILBURNAVEVALENTINE AVESPRUCE AVE SIERRA AVE ESCALON AVE BRAWLEY AVESHIELDS AVE B U L L A RD AV E C ECELIAAVEGOLDENSTATE BLV D MA RTYAVE MCKINLEY AVE HERNDON AVE BARSTOW AVE SA N TA FE AVE W EBER AVE SAN JOSE AVE R I V E R S I D E D R JEA N N E AVE BLY T HEAVE99 99 S A N JO AQ U I N R IV ERSource: City of Fresno RESIDENTIAL Low Density (1-3.5 D.U./acre) Medium Low Density (3.5-6 D.U./acre) Medium Density (5.0-12 D.U./acre) Medium High Density (12-16 D.U./acre) Urban Neighborhood (16-30 D.U./acre) High Density (30-45 D.U./acre) FIGURE X-X Parcels Proposed for Change General Plan Land Use Map ´ Date: 4/3/2019 This map is believed to be an accurate representation of the City of Fresno GIS data. However, we make no warranties either expressed or implied for the correctness of this data. 0 0.50.25 Miles COMMERCIAL Community General PUBLIC FACILITIES Public/Quasi-public Facility Fire Station BOUNDARIES West Area Specific Plan Boundary City Limits Sphere Of InfluenceOPEN SPACE Community Park Park Ponding Basin P PB EMPLOYMENT Business Park Light Industrial BP MIXED USE Corridor/Center Mixed Use Regional Mixed UseRMX CMX FIGURE 2-3 2-5Specific Plan of the West Area: Initiation Report | Plan & Vision ·|}þ ·|}þBrawleyShields GrantlandHayesMarksCorneliaAshlan Shaw Bullard Herndon Dakota Clinton Gettysburg Barstow Sierra BryanHughesPolkValentineBlytheClintonGarfield 99VALENTINE AVEEMERSONAVE DANT E AVEB U L L A R D AV E GATES AVEVAN NESS BLVDM A R KSAVEPOLKAVED AK O TA AV E HUGHESAVERIVE R VIST A D R AL L U V I A L AV E A S H L A N AV E S H AW AV E EMERSONAVE F I GARD E NDRHAYESA VE BRAWLEYAVEMILBURN AVES P RU C E AVE S I E RR A AV EBRAWLEYAVE MC KI N L E Y AV E S HI E L D S AV E B U L L A R D A V E GOLD E N S TA T E B LV D MARTYAVE 99 H WY H E R N D O N AV E BA RS TO W AV E S A N TA F E A V E W EBER A V E S A N J O S E AV ERI V E R S I D E D R G NMX G CH FS CMX G NMX P CH NMX CMX CH G G NMX NMX NMX NMX NMX G E PB NP CH CH NMX CH NMX CMX NMX CMX FS G C NMX G G G R NMX G PB PB GC CMX CP NMX NMX 99 Source: City of FresnoFIGURE X-X Parcels Proposed for Change Proposed Land Use Change Map ´ Date: 4/3/2019 This map is believed to be an accurate representation of the City of Fresno GIS data. However, we make no warranties either expressed or implied for the correctness of this data. 0 0.50.25 Miles RESIDENTIAL Low Density (1-3.5 D.U./acre) Medium Low Density (3.5-6 D.U./acre) Medium Density (5.0-12 D.U./acre) Medium High Density (12-16 D.U./acre) Urban Neighborhood (16-30 D.U./acre) High Density (30-45 D.U./acre) COMMERCIAL Community General Regional BOUNDARIES Specific Plan of the West Area Fresno City Limts Sphere Of Influence OPEN SPACE Community Park Neighborhood Park Park Ponding Basin CP NP P PB MIXED USE Neighborhood Mixed Use Corridor/Center Mixed UseCMX CMX EMPLOYMENT Office Business ParkBP PUBLIC FACILITIES Public/Quasi-public Facility Elementary School Church Fire Station E CH FS FIGURE 2-4 2-6 Specific Plan of the West Area: Initiation Report | May 2019 Draft 2.1 Draft Land Use Map & Guiding Principles Draft Land Use Map The Steering Committee recommends refining the General Plan’s land use vision for the West Area. The draft land use map proposes the relocation of higher density land uses away from the most western and southwestern portions of the Plan Area where they are distant from public transit and community amenities and transfers those higher density land use designations to major corridors. The following are revisions to the core goals provided in the General Plan: • West Shaw Avenue Town Center. The West Shaw Avenue Town Center (the Town Center) will extend from Highway 99 to the east side of Grantland Avenue and is envisioned to be comprised of mixed-use development supported by enhanced transit service. Land on the south side of West Shaw Avenue will provide additional neighborhood and commercial mixed use opportunities. • Catalytic Corridors. This Plan proposes the designation of higher density land uses along corridors for the purpose of providing easy access to major arterials and streets, retail centers, and community amenities. Catalytic corridors will include transit services. The corridors are designed to include neighborhood and pocket parks, commercial and retail uses, educational facilities, multi- family dwelling units, and professional offices. The corridors are located on the following streets: 1. West Shaw Avenue, from Highway 99 to the east side of Grantland Avenue 2. West Ashlan Avenue, from Highway 99 to the commercial nodes located on the west side of Grantland Avenue 3. North Blythe Avenue, from West Shields to West Ashlan Avenue 4. West Clinton Avenue from Highway 99 to North Brawley Avenue 5. Veterans Boulevard, from West Gettysburg Ave- nue to West Barstow Avenue Draft Guiding Principles Outreach to the West Area community started in early 2018 with individual meetings be- tween City staff and community stakeholders, including residents, city agencies, institutional partners, elected officials, land owners, and developers. Outreach then transitioned to a kick-off survey that was released in the spring of 2018, and the results helped frame discus- sion at subsequent meetings. City Council established an 11-member Steering Committee which held regular public meetings to provide recommendations to the draft land use map and guiding principles based on input received from community members. The purpose of the draft guiding principles is to serve as a foundation for the Plan. The topic of transportation, and parks and trails has been a predominant theme at community meetings and are reflected in the draft guiding principles. 2-7Specific Plan of the West Area: Initiation Report | Plan & Vision Transportation • Accommodate and improve roadway access, connectivity and mobility among all modes of transportation, and prioritize roadway widening where bottlenecking exists. • Accommodate planned transit services in the West Area by locating routes near or adjacent to the community centers, schools, parks, and retail centers. Off ramp to Clinton Ave from Highway 99. Graphic of a Complete Street • Provide a complete, safe, and well- maintained sidewalk network from residential neighborhoods to commercial centers, schools, parks, and community centers. • Provide a complete, safe, and well- maintained roadway network that allows for efficient and smooth access from the West Area to other sections of the city and region. FAX bus stop on Shields Ave and Brawley Ave. 2-8 Specific Plan of the West Area: Initiation Report | May 2019 Draft Parks & Trails • Create parks that are within existing and planned neighborhoods that are easily accessed by community members using pedestrian and bicycle pathways, transit services, or motor vehicles, consistent with the City of Fresno’s Parks Master Plan. • Provide for the location of a flagship Regional Park in the Plan Area that has components of the Plan Area’s agricultural history through the planting of drought-resistant vegetation or trees, and the creation of public art that exhibits the Plan Area’s contribution to the agricultural industry. Agriculture • Incorporate elements of agriculture in future parks by planting a mixture of native drought tolerant vegetation, shrubs, and trees that can serve to provide shade and enhance the streetscape. • Encourage and provide land use opportunities for agri-tourism ventures to occur in the West Area. • Encourage the development of harvest – producing community gardens. Image taken by City staff, Inspiration Park. Graphic of Agritourism 2-9Specific Plan of the West Area: Initiation Report | Plan & Vision Retail • Attract desired and needed local retail establishments to serve the needs of the West Area community. Such establishments include grocery stores, bakeries, restaurants other than fast food places, and boutiques. • Discourage the expansion of undesirable retail establishments such as liquor stores, tobacco and vapor stores, short-term loan and pawn shops, and adult stores. • Encourage the development of retail establishments along commercial corridors Housing • Encourage a variety of housing types and styles. • Encourage the development of housing to accommodate an aging population including, multi-generational houses and other elder housing options. • Reaffirm the City’s commitment and obligation to affirmatively furthering access to fair and affordable housing opportunities by strongly encouraging equitable and fair housing opportunities to be located in strategic proximity to employment, recreational facilities, schools, neighborhood commercial areas, and transportation routes. Catalytic Corridors • Encourage the orderly and consistent development of civic, parkland, retail and commercial, mixed-use, and multi-family uses along West Shaw Avenue, West Ashlan Avenue, Veterans Boulevard, West Shields Avenue, West Clinton Avenue, and Blythe Avenue. Education • Attract much needed educational opportunities for the residents of the West Area, especially for post-secondary education, and access to programs for life-long learners. Image taken by City staff, Fresh Food Center Image taken by City staff, West Area Neighborhood. Fresno City College’s $89 million southwest campus has a 2023 completion date. (Artist Rendering/SCCCD) 2-10 Specific Plan of the West Area: Initiation Report | May 2019 Draft Public Safety • Provide for safe routes to schools for children, with the City and County working together with residents, to provide sidewalks in neighborhood that have sporadic access. • Work to promote Neighborhood Watch in all neighborhoods, and further assess the need for the location of emergency response facilities west of Highway 99. Pedestrian walking down street with no sidewalk in Plan Area. Safe Routes to School Program, State of California, CA.gov 2-11Specific Plan of the West Area: Initiation Report | Plan & Vision 3-1Specific Plan of the West Area: Initiation Report | Public Engagement PUBLIC ENGAGEMENT3 3.1 Stakeholder Input Meetings with community stakeholders provided key information to City staff about the Plan Area during the early portion of the outreach process. City staff learned about the immigrant history that dates back to the early 20th century. Stakeholders shared their concerns for the West Area including limited amenities, limited housing stock, and poor infrastructure. The concept of agri-tourism was received positively. Stakeholders discussed the lack of identity for the Plan Area and how the identity would need to be created and supported by the community. Positive Impressions All of the community stakeholders interviewed shared positive perspectives of the West Area, and link the area to having a sense of place and community, in spite of its overall lack of identity. The common positive theme was that the West Area has the potential to preserve and enhance neighborhood cohesiveness as it continues to grow. Many of the residents interviewed reported feeling the connection to neighbors through events and activities hosted by the Central Unified School District or local religious facilities. Based on the feedback provided to City staff, the West Area community mainly relies upon these two institutions as the primary channel for people to develop close-knit relationships with their neighbors. Historic Discussion Several stakeholders mentioned that the West Area is home to many first-generation families relocating from foreign countries, principally Italy and India. Italian immigrant families that settled in the West Area were principally from Tuscany. The Sikh Institute that is located within the Plan Area provides essential immigration services to Indian immigrants looking to permanently settle in the United States. The first thing many new immigrants did when they arrived in Fresno was acquire land to farm and raise a family. Some community stakeholders interviewed mentioned longstanding farmland heritage and tradition in their family that dates back to the 1902’s. Image taken by City staff, West Area Commuity Conversation. 3-2 Specific Plan of the West Area: Initiation Report | May 2019 Draft Principal Concerns Stakeholders shared that commercial amenities are lacking in the Plan Area, residents are forced to cross Highway 99 to access retail stores, grocery stores, quality restaurants, postal service, medical facilities, and fitness facilities. Stakeholders that were interviewed felt that good parks, trails and bike paths were limited in the Plan Area. An excess of starter homes was also a concern for stakeholders; many felt that starter homers created a transient environment thereby limiting the sense of neighborhood cohesion. Those interviewed desired quality housing stock that would serve the needs of diverse household types and sizes, including multigenerational families wishing to locate or remain in the West Area. Besides housing, stakeholders voiced concerns about the limited crossing opportunities over Highway 99 and the fragmented roadway system. Agri-tourism Agri-tourism is a mixture of two industries – agriculture and tourism. Agri-tourism has gained popularity in recent years. Activities may include wagon rides, farm tours, bed-and-breakfast inns, wineries/breweries, farmers markets, wedding and special event venues, and much more. Stakeholders were supportive of this concept being incorporated into the Specific Plan of the West Area as this venture could make the West Area a destination. Plan Area Identity Community stakeholders were just as perplexed as longstanding residents were concerning the identity of the Plan Area. Some identified the area as West Fresno or West Area. Another common theme to describe the Plan Area other than West Fresno or West Area did not emerge in the discussion with community stakeholders. Community members – at large identified the Plan Area based on the recently developed or planned housing communities. The identity of the West Area will need to be authentically created and supported by the West Area community. 3.2 Community Conversations The Development and Resource Management Department held two Community Conversations at the Central High School – East Campus. The first Community Conversation was held on May 3, 2018. City staff provided a presentation followed by community members being able to provide input on various subjects within the Ideas Station. The Ideas Station consisted of six locations around the perimeter of the room that sought input from the public on desired amenities, identity of the neighborhood where they lived, what they liked and disliked about the West Area, and identity of the West Area. In addition, a space was provided for community members to share their general comments and concerns about the West Area. Community Conversation No. 1 The input from community members at the May 3, 2018 Community Conversation has formed the basis for this Plan’s guiding principles which will be discussed later in this chapter. Community members voiced frustration with having to cross Highway 99 for commercial amenities such as quality grocery produce, retail shopping stores, quality eateries, fitness centers, medical facilities, and developed park space. Highway 99 has four crossing points located at West Clinton Avenue, West Ashlan Avenue, West Shaw Avenue, and West Herndon Avenue. Lacking amenities paired with only four crossing points has created a bottlenecking situation for West Area residents. Community members voiced support for the availability of commercial amenities needed to make the Plan Area a complete neighborhood. 3-3Specific Plan of the West Area: Initiation Report | Public Engagement Image taken by City staff, West Area Commuity Conversation. 3-4 Specific Plan of the West Area: Initiation Report | May 2019 Draft Community members, like the stakeholders interviewed, were unsure about the identity of the Plan Area. Community members were able to participate in a dot-voting exercise whereby they were able to vote on potential names to identity the West Area. The results did not show a clear choice. The results showed clear opposition to certain names such as Almond Villa and Westfield. Community members were able to write in other names that also did not gain any traction among other attendees. Staff collected all of the responses from the community members and compiled them for review by the Steering Committee. Community Conversation No. 2 The 2nd Community Conversation was held on June 14, 2018 to allow community members to provide input on the location of certain land uses within the Plan Area. Community members were asked to place a green dot on a blank map to indicate support for or a red dot to indicate opposition to the location of various land use types, such as housing, retail and commercial development, higher education, and parks. At land use stations, community members were given the chance to weigh in with comments explaining the reason for the location of the red or green dot. Participants also indicated land uses that they wanted to avoid in the West Area. The input received from the 2nd Community Conversation informed the development of conceptual land use maps that were subsequently released to the public and Steering Committee. Community members wanted to trade off existing higher density planned land uses on the western and southwestern edge of the Plan Area with lower density residential land uses. Many of the higher land uses were placed along busy corridors; Image taken by City staff, West Area Commuity Conversation. Image taken by City staff, West Area Commuity Conversation. Image taken by City staff, West Area Commuity Conversation. 3-5Specific Plan of the West Area: Initiation Report | Public Engagement Coffee with the Clergy City staff held a meeting with local church leaders in the West Area called “Coffee with the Clergy” that shared the progress of the project, and encouraged them to be a part of the plan process. This meeting, coordinated by the Mayor’s Office, provided a safe forum for church leaders to discuss concerns they have received by their church members. Many of the concerns were echoed by community stakeholders during individual interviews and community members during the Community Conversations. However, pastoral staff members that work directly with youth and their families shared an interest for the location of organizations that support positive recreation and after-school programs such as a Boys and Girls Club or YMCA be planned for within the West Area. community members expressed support for removing higher density land uses from the center of the quarter sections as it currently appears in the General Plan. It was at this meeting where residents began to express support for the location of Regional Park within the Plan Area; this desire has been translated into a formal recommendation from the Steering Committee. Community expressed support for land use changes that provided opportunities for higher education facilities, retail, and agri-tourism to be principally located within the Plan Area, predominantly situated on and south of West Shaw Avenue. Image taken by City staff, West Area Commuity Conversation. 3-6 Specific Plan of the West Area: Initiation Report | May 2019 Draft 3.3 Community Survey A ten-question community survey was made available as a paper copy and online for community members to complete. The survey served as an additional channel for community members to provide input on visioning in the West Area. The survey collected 373 responses over the course of two months. Below are the results: ?What are your reasons for choosing to live and/or work in the Plan Area? The majority of survey respondents indicated that affordable cost of living, quality of education provided by CUSD, and the rural atmosphere were the reasons for the choosing to live in the Plan Area. ?What aspects would discourage you from remaining in the West Area? Nearly 75% of the respondents indicated that an increase in crime would be the primary aspect that would discourage someone from remaining in the Plan Area. Lack of housing options, incomplete transportation infrastructure, and lacking recreational and commercial amenities would also serve as a factor to discourage West Area residents from remaining in the Plan Area. ?How satisfied are you with the quality of life within the West Area? Out of 373 respondents, over 67% of them are either satisfied or very satisfied with the quality of life in the West Area. ?What improvements do you believe need to occur within the West Area? Responses to this question were largely related to the desire to provide for additional or new commercial establishments within the West Area, and the installation of transportation infrastructure to improve traffic flow. The year is 2035, and the Fresno Bee is preparing an article on the improvements that have occurred within the West Area. What should the highlight of the article be? Nearly 50% of the respondents want the highlight of the article to be improved traffic flow across Highway 99. Respondents specifically targeted the Shaw Avenue interchange as one of the main sources of congestion to gain access to Highway 99 and or the east side of highway. What do you think about housing options within the West Area? A plurality of the respondents believes there are too many apartments, townhouses, or condominiums in the Plan Area. Respondents also believe there are not enough luxury or custom housing options, and not enough housing to accommodate multi-generational households. What kinds of commercial development would you like to see within the West Area? Respondents were permitted to select as many options that were applicable to their desired choice for commercial development. Twenty-four options were presented for respondents to select; the leading choices selected by survey respondents included supermarkets, movie theaters, bakeries, and restaurants other than fast food establishments. ? ? ? 3-7Specific Plan of the West Area: Initiation Report | Public Engagement Do you agree with the idea that West Shaw Avenue, from Highway 99 to Grantland Avenue, should serve as the town center for the West Area? Nearly 70% agreed with the idea that West Shaw Avenue should serve as the town center or main commercial hub for the Plan Area. Agri-tourism is a mix of two industries – agriculture and tourism. Agri-tourism has gained popularity in recent years. Activities can include wagon rides, farm tours, bed-and- breakfasts, wineries/breweries, farmers markets, wedding and special events venue, festivals, and much more. Do you believe the concept of agri-tourism should be incorporated into the Specific Plan of the West Area? Close to 80% of respondents support the concept of agri-tourism being incorporated into this Plan. What name do you think should be used to identify the West Area? The leading choice by a plurality result is River West with only 35% supporting the name. Community members did not seem to settle on the name River West as the identity for the West Area. The result of this portion of the survey pairs with the response from community stakeholders and other community members. ? ? ? A section of Sendero Farm where 63 households from the Rancho Mission Viejo development participate in farming and learn about agriculture, Image by The Orane County Register. City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1879 Agenda Date:6/27/2019 Agenda #:3-A REPORT TO THE CITY COUNCIL June 27, 2019 FROM:LEE BRAND, Mayor Office of the Mayor & City Manager BY:JOHN A. GLIATTA, Independent Reviewer Office of Independent Review SUBJECT WORKSHOP - Citizens’ Public Safety Advisory Board Community Based Policing Recommendation Attachment:Community-Based Policing Recommendations (CPSAB) City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ Community Policing and the Department through the Lens of Our City Recommendations on Expanding Community-Based Policing in the City of Fresno A Report from the members of the Citizens Public Safety Advisory Board June 4, 2019 Chairperson Debbie L. Hunsaker Board Members Nathan Alonzo, Gloria Cantu, Monica Diaz, Ike Grewal, Rodney Murphy, James Parks, Cheng Yang Page | 1 Community Oriented Policing is a somewhat nebulous and flexible term. In many ways, it is in the eye of the beholder and can be unique in each city/community. To some, it is walking the beat like a police officer of 50 years ago. To others it is knowing and being known in a certain neighborhood. Still others see it as integrating into a part of a city and becoming part of its fabric. For many, it is all of the above, as officers engage with local residents, neighborhood groups/organizations, and instead of responding after the fact to an incident, they prevent crime from happening in the first place. Still, the term can be ill defined, leaving it open to individual interpretation. The U.S. Department of Justice’s Office of Community Oriented Policing Services put out a book titled “Community Policing Defined.” It is 16 pages long. In its most basic definition, Community Oriented Policing is a strategy that establishes a partnership between residents and law enforcement. There must be a commitment to community empowerment, decentralized and personalized policing, proactive problem solving, grassroots support and, possibly most important, internal change. We see Community Oriented Policing as a way to reduce crime and address the disconnect between officers and residents. Expanding Community Oriented Policing can make Fresno a safer City. But it can do so much more than that. It can reestablish trust between officers and the public. It can build relationships based on civility and mutual respect. In short, it can make Fresno a greater city and a better place to live for everyone. Fresno’s Current Situation In many ways, Community Oriented Policing as a strategy has always been practiced in Fresno. Community policing as a strategy has been around for several decades, and despite what some people think, it includes Fresno. Many residents throughout the city remember times when their local police officer would drive through the neighborhood, attend local events, and have rapport with the families that live in their areas. In 2019, those community policing strategies continue to grow and evolve with the times. In Fresno these include: • Each of the Fresno’s five policing district offices have a designated Safe Exchange Zone. Safe Exchange Zones make buying from other people, custody exchanges, and other activities safer. These Safe Exchange Zones provide that space. • Fresno Police Officer’s recently hosted a Hmong residents’ academy. The idea of the academy is to develop a better understanding between police and the City’s Hmong-speaking population on how the department works and what services are available to the public. Previously, the department conducted similar outreach to the City’s Latino residents, in addition to hosting a Teen Academy. Page | 2 • For several decades, the Fresno Police Department has had a Citizen’s Police Academy, in addition to this newly formed Citizen’s Public Safety Advisory Board (CPSAB). The goal of these programs is to enhance the relationship between citizens and the department, whether they live, or work in the City. The Citizen’s Academy classes include patrol procedures, SWAT, Internal Affairs, officer involved shootings, homicide investigations, traffic enforcement and gangs. During the 12-week program – in which citizens attend weekly three-hour classes – participants tour the department’s dispatch center, Crime Scene Bureau, as well as testing their skills on the Use of Force and Driving simulators. At the end of the course, volunteers have the option to continue for another eight classes to train to become a Citizen on Patrol volunteer. • The Fresno Police Department and each of its five policing districts have Facebook pages. The department also has Twitter and active Nextdoor accounts. In today’s digital age, social media is a vital communication tool. For instance, the Nextdoor app was used in March by Detective Haywood Irving in the Northwest Policing District to locate the owners of a photo album that was stolen during a mail theft. The app was also used to promote a Neighborhood Watch start-up meeting for the Greater Holmes Playground Area. • In the Southwest Policing District, there is a Downtown Police Unit, which is made up of five officers and a sergeant who patrol by bicycle and squad car. The unit is supplemented by two private security companies hired by the Downtown Fresno Partnership, which do nightly patrols. • In addition to downtown, the Tower District has a Tower Bike Patrol, and the Northeast Policing District has a two two-person Bike Unit at El Dorado Park near Fresno State. This unit is also used for other northeast areas. Fresno police are currently exploring the addition of bicycle officers to the Southeast Policing District along the Kings Canyon Corridor. • Officers are being trained to think with the community they patrol in mind. One example of this is Fresno Police Officer David Ponek, who started a GoFundMe account for a single mother of three to buy a new truck after she had $3,000 stolen from her purse. She had been saving the money to buy the truck for work. This is not so much a strategy as a state of mind that is likely already part of the thinking of many officers. Such outside-the-box thinking among officers should be encouraged, as it the very essence of community oriented policing. Officers in Southwest Fresno also engage in recreational activities, such as basketball and soccer with community youth, it provides a simple way for officers to meaningfully connect with the people they work to protect in our neighborhoods. Looking Ahead While admirable, and a step in the right direction, these steps are not the final solution when it comes to community policing in Fresno. With community-based policing, the City and its police department should always be willing to adapt, be responsive and expand their approach to keeping Fresno safe. Innovative departments across the nation are exploring new ways to define community-based policing. Our Police Chief, Jerry Dyer, has done well in working with the available/limited resources to implement some community policing strategies. But as Chief Dyer Page | 3 prepares to retire and hand over the department’s leadership to a new chief, we feel it is perfect time to look at growing the City’s community policing efforts. Here are some recommendations – • Creating a new position that would oversee the department’s community policing efforts. The Albuquerque, New Mexico Police Department made this person a “deputy chief of staff.” Whatever the job title, the position should be within the department’s upper echelons and report directly to the Chief or to one of the deputy police chiefs. This would ensure that any community policing efforts remain on the front burner aren’t shuttled to the side in favor of other policing priorities. This position also allows for the officer to be the “eyes and ears” of what’s happening as far as community engagement out in the different parts of the City. • Expand bicycle patrols. Bicycle patrols are a proactive and personal approach to patrolling in many of the city’s most densely populated areas (downtown, Fresno State, the Kings Canyon/Ventura corridor). On bicycles, officers can be a presence over a greater part of their assigned community. Bicycle patrols can be very effective in more compact neighborhoods and in areas near our city’s major educational institutions, areas around Fresno’s high schools such as Roosevelt, McLane and Hoover, and around Fresno City College/Fresno State. • Encourage officers and the department to continue working with churches, nonprofits and social service agencies to create a database of services they provide to the community, and make that database available to officers. This may include drug abuse counseling, meals for the homeless or other services. When an officer comes in contact with a resident that could benefit from such services, he or she can access the database and relay the social services information to the resident. This will further help with the issue of “doubling up” on efforts and not using our limited resources effectively. • Work to expand and strengthen neighborhood associations (block captains, neighborhood watch, PTA’s, etc.), then develop partnerships with these associations, which include giving association leaders access to the cellphone number of their community policing officer. This could give neighborhood associations another option if the need arises for an officer. This would not replace 911, but could instead be a sort of two-way communication tool that would allow community policing officers to keep a better handle on happenings within their assigned beat. • Establish counter service at each of the five district police stations. It would benefit residents from each part of the City – Northwest, Southwest, Southeast, Central and Northeast – if they were able to walk in to their district station and get a report, file a report, ask questions, provide information on issues ongoing in the area, as well as any other topic they may want to discuss. This position does not have to be a sworn officer, it can certainly be filled with a cadet/explorer, or an officer on modified duty. • Create individual Citizens’ Public Safety Advisory boards in each of the City’s five policing districts. These advisory boards would operate somewhat like Mayor Lee Brand’s CPSAB, only with more of a focus on issues important to each part of the City they serve. These boards could in turn provide advisory input to the respective captains in charge of each policing district. Page | 4 Southwest currently has a version of this, and it works well with the residents that current district leaders have place. • Expand the residents’ academies to other minority communities, and partner with community organizations in order to identify and recruit individuals. The Teen Academy should also continue, possibly with an organized curriculum as practiced in both Houston and El Paso, Texas. The 11- week curriculum used in both these cities, which was developed by a University of Houston professor, brings youths and police officers together to problem-solve on child and youth safety topics such as violence, physical and sexual abuse, domestic trafficking, sexual exploitation, and bullying. • All officers should be knowledgeable about the customs, culture and traditions of the communities where they are assigned. This would help officers and the community members they deal with not only to build a mutual trust, but also to communicate with each other. Assign additional resources, with intent of staffing each district’s lobby. Encourage Council Members to further collaborate with residents, community groups and law-enforcement, on the issue of community-based policing. In addition, here are some additional strategies to consider – • Implement Gang School Safety Teams, which are a targeted intervention strategy centered on gang enforcement officers working with Child Protective Services personnel to intervene in youth conflicts, which can be determined via strategies such as social media monitoring or school-based intelligence, to prevent conflicts from escalating into acts of violence. More Resources Needed We recognize that as it currently exists, the Fresno Police Department’s financial resources and staffing levels make it difficult to expand community policing and implement creative community policing strategies. To truly implement community oriented policing, the Fresno Police Department must essentially expand its mandate, adding a proactive component to the traditional reactive role. Police must continue to respond immediately to both crises and crime incidents, but then broaden that vision to bring the community into the policing process to stop crime before it happens. Currently groups and organizations in the City often express concern in two areas – The amount of time on hold when calling 911 and officer response times. These issues have led in a deterioration of the public’s expectations of their department, and to morale issues for officers responding to many-times angry citizens who have waited hours for an officer to come by. Though the City has made moves to hire more 911 dispatchers, the system itself is still antiquated and badly in need of an upgrade. On response times, the department has still not recovered from cutbacks during the Great Recession. In 2009, there were 849 officers and 471 civilian personnel. Today, there are 813 officers and 279 civilian employees. During that time, the City’s population Page | 5 increased from around 481,000 to close to 549,000, with a projected population of nearly 750,000 in coming years. In short, the department needs more personnel, both officers and civilians, to meet the needs of California’s fifth-largest city. In addition to the antiquated communications systems that regularly fail and leave our public safety personnel unable to communicate with each other. Any community policing efforts would likely need additional staffing, infrastructure and money to implement. It is clear that the department has already addressed what would be called “low- hanging fruit,” which are the easy and inexpensive community policing strategies it has implemented. We would encourage the next police chief to think creatively to try and implement as many community oriented policing strategies as possible, and also to seek additional funds, which are needed, to make these new strategies a reality. By building on those strategies already implemented, Fresno can truly embrace community-based policing. City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1918 Agenda Date:6/27/2019 Agenda #:3-B REPORT TO THE CITY COUNCIL June 27, 2019 FROM:CITY COUNCIL SUBCOMMITTEE ON HOMELESSNESS (Councilmembers Luis Chavez, Miguel Arias and Garry Bredefeld) and LEE BRAND, Mayor Office of the Mayor & City Manager BY:H. SPEES, Director, Strategic Initiatives Office of the Mayor & City Manager SUBJECT Approve Agreement with Turning Point of Central California, Inc., in the amount of $1,480,000, for Triage Center Services RECOMMENDATION Recommend Council approve Agreement for Triage Center Services between the City of Fresno (City) and Turning Point of Central California, Inc., (Contractor) for 37 Beds of Triage Center Services under the Homeless Emergency Aid Program (HEAP) in the amount of $1,480,000 effective July 1, 2019 through June 30, 2021. EXECUTIVE SUMMARY The City of Fresno is seeking to award a contract for Triage Center Services including 37 beds of emergency shelter housing for homeless persons in the City. Three organizations responded to the RFP and were evaluated by a qualified panel. Based on this RFP process, staff recommends Turning Point of Central California, Inc., for a two-year agreement in the amount of $1,480,000. BACKGROUND On March 14, 2019, City Council approved a Revised Spending Plan for City of Fresno’s Homeless Emergency Aid Program (HEAP) funds in the amount of $3,105,519.00 in HEAP Funding awarded by the State of California Coordinating and Financing Council to the City of Fresno December 20, 2018. This spending plan (see Attachment A) includes funding for five (5) homeless services projects including this contract for emergency shelter housing. City of Fresno Printed on 3/16/2023Page 1 of 2 powered by Legistar™ File #:ID19-1918 Agenda Date:6/27/2019 Agenda #:3-B Responsibilities of the HEAP Triage Center Services Contractor will include: 1.) Providing 37 beds of Triage Center/Emergency Shelter Housing to a target population of individuals or families experiencing homelessness or who are at imminent risk of homelessness; 2.) Linking homeless individuals and families to housing as soon as possible upon client entry, continuing through the length of the program without preconditions or barriers; 3.) Providing services as part of a continuum of services communitywide; 4.) Providing intensive housing-focused services to set households on the path to attaining permanent housing; 5.) Offering services to those prioritized through the Coordinated Entry System; 6.) Utilizing an existing permanent structure. This contract was put out to bid as required by the City’s procurement process,providing potential contractors the opportunity to present proposals.Three proposals were received.A Selection Committee was created,comprised of representatives from the Fresno Housing Authority/Homeless Services Division,the HERO Homeless Street Outreach Team,Mayor’s Office,City Manager’s Office, and the City’s Finance Department/Purchasing Unit,which met to discuss and review the proposals of both candidates on Friday,May 24,2019.The committee members evaluated the proposers on the ability to meet the stated service requirements,cost associated with providing services,past performance and experience,conformance to the terms and conditions of the RFP,and other related information provided by proposers.The Committee chose Turning Point of Central California,Inc.,as the vendor presenting the best value with the most experienced and qualified team.In addition, Turning Point offers an existing facility that is a former hotel with rooms that can be configured to meet a wide array of client needs with a total facility cost of approximately $7,500 per month. City Attorney has reviewed and approved Exhibits A and B (see attached). ENVIRONMENTAL FINDINGS This item is not a project as defined by the California Environmental Quality Act. LOCAL PREFERENCE Local preference was not implemented because of state funding. FISCAL IMPACT There is no increase in net City cost associated with the recommended action. There is no matching contribution requirement for these funds. Funds will be available for homeless services through June 30, 2021. Attachments: Attachment A - Revised Mayor/Council HEAP Spending Plan Attachment B - Agreement for Consultant Services between City of Fresno and Turning Point of Central California, Inc., to provide 37 Triage Center/Emergency Shelter Beds under the Homeless Emergency Aid Program City of Fresno Printed on 3/16/2023Page 2 of 2 powered by Legistar™ Attachment A Mayor/Council HEAP Spending Plan Revised: March 14, 2019 Homeless Services Definition Mayor/Council Subcommittee’s Recommendation Triage Center Provides 24/7 housing-focused emergency low-barrier shelter with on-site services including diversion, connection to community resources, housing placement and stabilization of health issues; approx. $20k/bed/year for 2 years; 1:20 client/staff ratio; 37 beds in multiple sites. Admissions limited to those experiencing street homelessness in City of Fresno; funding available to organizations operating a triage center but with a total occupancy not to exceed 50. Subject to stipulations. $1,480,000.00 Outreach Fund Homeless Outreach Team (HOT) to work with HTF and others in resolving encampments, connecting homeless individuals and families on the streets with Triage Centers; Also work with staff of Triage Centers to provide outreach in conjunction with Sanitation Division around Triage Centers. Includes $84,000 for recalibration of HERO Team ($28,000/month for 3 months); $672,000 for newly designed HOT Team ($28,000 per month for 24 months). $756,000.00 Homeless Employment Program Neighborhood mitigation to create a pilot work program for employing homeless individuals. ($50,000 per year for 2 years) $100,000.00 Homeless Family Services Coordinated diversion, connection to community resources, housing placement, health stabilization and other services designed to address homelessness in families ($151,121.50 per year for 2 years) $314,243.00 Homeless Youth Services (This exceeds the State required minimum set aside of 5%) $300,000.00 Subtotal $2,950,243.00 Administration (Maximum 5%) Homeless Services Total COF Admin $155,276.00 COF Homeless Services $2,950,243.00 $3,105,519.00 City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1920 Agenda Date:6/27/2019 Agenda #:3-C REPORT TO THE CITY COUNCIL June 27, 2019 FROM:CITY COUNCIL SUBCOMMITTEE ON HOMELESSNESS (Councilmembers Luis Chavez, Miguel Arias, and Garry Bredefeld) LEE BRAND, Mayor Office of the Mayor & City Manager BY:H. SPEES, Director, Strategic Initiatives Office of the Mayor & City Manager SUBJECT Approve Agreement with Fresno County Economic Opportunities Commission in the amount of $300,000 for homeless youth services emergency shelter beds RECOMMENDATION Recommend Council approve Agreement for Homeless Youth Services between the City of Fresno (City) and Fresno County Economic Opportunities Commission, (Contractor) for youth services emergency shelter beds under the Homeless Emergency Aid Program (HEAP) in the amount of $300,000 effective July 1, 2019 through June 30, 2021. EXECUTIVE SUMMARY The City of Fresno is seeking to award a contract for Homeless Youth Services including 4 beds of emergency shelter housing for homeless youth in the City. One organization responded to the RFP and was evaluated by a qualified panel. Based on this RFP process, staff recommends Fresno County Economic Opportunities Commission for a two-year agreement in the amount of $300,000. BACKGROUND On March 14, 2019, City Council approved a Revised Spending Plan for City of Fresno’s Homeless Emergency Aid Program (HEAP) funds in the amount of $3,105,519.00 in HEAP Funding awarded by the State of California Coordinating and Financing Council to the City of Fresno December 20, 2018. This spending plan (see Attachment A) includes funding for five (5) homeless services projects including this contract for emergency shelter housing. City of Fresno Printed on 3/16/2023Page 1 of 2 powered by Legistar™ File #:ID19-1920 Agenda Date:6/27/2019 Agenda #:3-C Responsibilities of the HEAP Homeless Youth Services Contractor will include: 1.) Providing 4 beds of Emergency Shelter Housing to a target population of youth, age 18-24, experiencing homelessness or who are at imminent risk of homelessness; 2.) Linking homeless youth to housing as soon as possible upon client entry, continuing through the length of the program without preconditions or barriers; 3.) Providing services as part of a continuum of services communitywide; 4.) Providing intensive housing-focused services to set youth on the path to attaining permanent housing; 5.) Offering services to those prioritized through the Coordinated Entry System; 6.) Utilizing an existing permanent structure. This contract was put out to bid as required by the City’s procurement process,providing potential contractors the opportunity to present proposals.One proposal was received.A Selection Committee was created,comprised of representatives from Mental Health &Supportive Housing Services and Foster &Homeless Education Services under the Fresno County Office of Superintendent of Schools,Mayor’s Office,City Manager’s Office,and the City’s Finance Department/Purchasing Unit, which met to discuss and review the proposal Friday,June 14,2019.The committee members evaluated the proposer on the ability to meet the stated service requirements,cost associated with providing services,past performance and experience,conformance to the terms and conditions of the RFP,and other related information provided by proposers.The Committee affirmed Fresno EOC as a qualified vendor presenting the highest value with an experienced and qualified team. City Attorney has reviewed and approved Exhibits A and B (see attached). ENVIRONMENTAL FINDINGS This item is not a project as defined by the California Environmental Quality Act. LOCAL PREFERENCE Local preference was not implemented because of state funding. FISCAL IMPACT There is no increase in net City cost associated with the recommended action. There is no matching contribution requirement for these funds. Funds will be available for homeless services through June 30, 2021. Attachments: Attachment A - Revised Mayor/Council HEAP Spending Plan Attachment B - Agreement for Consultant Services between City of Fresno and Fresno County Economic Opportunities Commission to provide four (4) Emergency Shelter Beds under the Homeless Emergency Aid Program City of Fresno Printed on 3/16/2023Page 2 of 2 powered by Legistar™ Attachment A Mayor/Council HEAP Spending Plan Revised: March 14, 2019 Homeless Services Definition Mayor/Council Subcommittee’s Recommendation Triage Center Provides 24/7 housing-focused emergency low-barrier shelter with on-site services including diversion, connection to community resources, housing placement and stabilization of health issues; approx. $20k/bed/year for 2 years; 1:20 client/staff ratio; 37 beds in multiple sites. Admissions limited to those experiencing street homelessness in City of Fresno; funding available to organizations operating a triage center but with a total occupancy not to exceed 50. Subject to stipulations. $1,480,000.00 Outreach Fund Homeless Outreach Team (HOT) to work with HTF and others in resolving encampments, connecting homeless individuals and families on the streets with Triage Centers; Also work with staff of Triage Centers to provide outreach in conjunction with Sanitation Division around Triage Centers. Includes $84,000 for recalibration of HERO Team ($28,000/month for 3 months); $672,000 for newly designed HOT Team ($28,000 per month for 24 months). $756,000.00 Homeless Employment Program Neighborhood mitigation to create a pilot work program for employing homeless individuals. ($50,000 per year for 2 years) $100,000.00 Homeless Family Services Coordinated diversion, connection to community resources, housing placement, health stabilization and other services designed to address homelessness in families ($151,121.50 per year for 2 years) $314,243.00 Homeless Youth Services (This exceeds the State required minimum set aside of 5%) $300,000.00 Subtotal $2,950,243.00 Administration (Maximum 5%) Homeless Services Total COF Admin $155,276.00 COF Homeless Services $2,950,243.00 $3,105,519.00 City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1912 Agenda Date:6/27/2019 Agenda #: REPORT TO THE CITY COUNCIL June 27, 2019 FROM:MIGUEL ANGEL ARIAS, Council Vice President City Council Offices SUBJECT Actions pertaining to the donation and transfer of Southern Pacific Engine 1238 from Roeding Park to Kingsburg Railroad Depot: 1.Adopt a finding that there is no possibility that this approval will have a significant effect on the environment pursuant to CEQA guideline section 15061(b)(3) 2.***RESOLUTION - Directing the donation and transfer of Southern Pacific Engine 1238 from Roeding Park to the Kingsburg Railroad Depot (Subject to Mayor’s veto) RECOMMENDATION EXECUTIVE SUMMARY BACKGROUND ENVIRONMENTAL FINDINGS LOCAL PREFERENCE FISCAL IMPACT Attachment:Resolution City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ 1 of 4 Date Adopted: Date Approved: Effective Date: City Attorney Approval: ______ Resolution No. ____________ RESOLUTION NO. ____________ A RESOLUTION OF THE COUNCIL OF THE CITY OF FRESNO, CALIFORNIA, REGARDING THE DONATION AND TRANSFER OF SOUTHERN PACIFIC ENGINE 1238 FROM ROEDING PARK TO THE KINGSBURG RAILROAD DEPOT WHEREAS, Southern Pacific Engine 1238 (Engine 1238) currently resides at Roeding Park behind a chain-link fence near the Fresno Chaffee Zoo; and WHEREAS, Engine 1238 was donated to the City pursuant to a 1956 Donation Agreement with the Southern Pacific Company railroad (Donation Agreement); and WHEREAS, the Donation Agreement requires the City to pay for the continued maintenance of Engine 1238 and to protect it from vandalism and damage; and WHEREAS, the City has encountered difficulty protecting Engine 1238 at its current location; and WHEREAS, the City has considered donating or selling Engine 1238 numerous times but has been unable to do so due to cost and logistical concerns; and WHEREAS, the Friends of the Historic Kingsburg Depot have requested that the City donate Engine 1238 to the Kingsburg Depot, which is an educational facility to benefit the children of the San Joaquin Valley and preserve and make known the history and importance of the San Joaquin Valley’s historic railroads; and WHEREAS, the Friends of the Historic Kingsburg Depot have arranged for the Army Corps of Engineers to transport Engine 1238 to the Kingsburg Depot at no cost to the City of Fresno; and 2 of 4 WHEREAS, relocation of Engine 1238 will allow more flexibility to use Roeding Park space for other uses and will relieve the City of a costly maintenance obligation and liability; and WHEREAS, the Donation Agreement legally permits the City to donate Engine 1238 to Friends of the Historic Kingsburg Depot; and WHEREAS, Engine 1238 is not a listed “Historic Resource” pursuant to the City’s Historic Preservation Ordinance, nor is it listed on any official historic register at the state or national level, nor has it been determined to contribute to the historical significance of Roeding Park as the1956 donation occurred outside of the period of historical significance for Roeding Park, which was from 1903-1953; and WHEREAS, the relocation of Engine 1238 to the Kingsburg Depot would allow visitors to better and more closely interact with the engine in a more appropriate setting focused specifically on railroad history and education. NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Fresno as follows: 1. City staff shall be directed to facilitate the transfer of Engine 1238 to the Friends of the Historic Kingsburg Depot for placement at the Kingsburg Depot, subject to the following conditions: a) The transfer of Engine 1238 shall occur at no direct cost to the City; and b) the Friends of the Historic Kingsburg Depot shall indemnify and hold the City harmless from all costs, claims, or demands associated with or arising in any manner from the move and change of ownership of Engine 1238 in 3 of 4 a form acceptable to the City Attorney’s Office and Risk Management Department; and c) the Friends of the Historic Kingsburg Railroad Depot shall adhere to all terms and conditions of the Donation Agreement, including the requirement that Engine 1238 remain accessible to the public for education and historical purposes, and shall indemnify, defend and hold the City harmless from any costs, claims or demands arising out of compliance with said agreement; and d) the Director of the City’s PARCS Department is empowered to execute all agreements or documents necessary to carry out this Resolution. ************************************ 4 of 4 STATE OF CALIFORNIA ) COUNTY OF FRESNO ) ss. CITY OF FRESNO ) I, YVONNE SPENCE, City Clerk of the City of Fresno, certify that the foregoing resolution was adopted by the Council of the City of Fresno, at a regular meeting held on the day of 2019. AYES : NOES : ABSENT : ABSTAIN : Mayor Approval: , 2019 Mayor Approval/No Return: , 2019 Mayor Veto: , 2019 Council Override Vote: , 2019 YVONNE SPENCE, MMC CRM City Clerk By: Deputy Date APPROVED AS TO FORM: DOUGLAS T. SLOAN City Attorney By: John Hastrup Date Deputy City Attorney City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1921 Agenda Date:6/27/2019 Agenda #:5.S. CLOSED SESSION June 27, 2019 CONFERENCE WITH LEGAL COUNSEL-EXISTING LITIGATION - Government Code Section 54956.9, subdivision (d)(1): Reza Mohammadi v. City of Fresno, et al.; Fresno Superior Court Case No.: 16CECG01808 (Transportation). City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™ City of Fresno Staff Report 2600 Fresno Street Fresno, CA 93721 www.fresno.gov File #:ID19-1939 Agenda Date:6/27/2019 Agenda #:U. CLOSED SESSION ITEM JUNE 27, 2019 SUBJECT CONFERENCE WITH LABOR NEGOTIATORS - Government Code Section 54957.6 City Negotiators: Jeffrey Cardell, Ken Phillips Employee Organizations: 1. Fresno Police Officers Association (FPOA Basic) 2. Fresno Police Officers Association (FPOA Management) City of Fresno Printed on 3/16/2023Page 1 of 1 powered by Legistar™