2010-2011 Annual ReportOffice of Community and Economic Development

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Table of Contents STAFF ................................................................................................................................................4 OFFICE OF COMMUNITY AND ECONOMIC DEVELOPMENT (OCED) .......................................................5

OVERVIEW .................................................................................................................................................... 5

Mission ................................................................................................................................................... 5

Goals ...................................................................................................................................................... 5

Programs................................................................................................................................................ 6

2010-2011 ACCOMPLISHMENTS .........................................................................................................8 PROGRAM DEVELOPMENT ............................................................................................................................... 8

Fresno State Connect ............................................................................................................................. 8

San Joaquin Valley Rural Development Center ...................................................................................... 8

Smart Valley Places ................................................................................................................................ 9

California Partnership for the San Joaquin Valley ................................................................................. 9

Valley Legacy ....................................................................................................................................... 11

Small Business Development Center .................................................................................................... 11

Regional Jobs Initiative ........................................................................................................................ 11

Introduction to Economic Development Certificate Program .............................................................. 12

ValleyInternships.com .......................................................................................................................... 12

Bulldog Academy ................................................................................................................................. 12

ADMINISTRATION ......................................................................................................................................... 12

Improved Efficiencies ........................................................................................................................... 12

Additional Office Space ........................................................................................................................ 12

Technology ........................................................................................................................................... 13

HUMAN RESOURCES ..................................................................................................................................... 13

COMMUNICATIONS/OUTREACH ..................................................................................................................... 14

New Programs and Brand Development ............................................................................................. 14

Social Media Development .................................................................................................................. 14

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Reports ................................................................................................................................................. 15

Print Collateral and Presentation Materials ........................................................................................ 15

Speaking Engagements ........................................................................................................................ 16

Contact Database ................................................................................................................................ 17

Websites .............................................................................................................................................. 17

Collaboration Tools .............................................................................................................................. 17

Media Relations ................................................................................................................................... 17

Co-Branding/Joint Communications .................................................................................................... 17

LEGISLATION AND ADVOCACY ........................................................................................................................ 18

GRANTS/FUNDING ....................................................................................................................................... 18

Grant Research and Dissemination ..................................................................................................... 18

Grants Awarded ................................................................................................................................... 18

Grants Pending .................................................................................................................................... 18

Sponsorships and Donations ................................................................................................................ 19

APPENDIX A SAN JOAQUIN VALLEY RURAL DEVELOPMENT CENTER - INVITATION ................................................ 20

APPENDIX B SMART VALLEY PLACES - FACT SHEET ......................................................................................... 21

APPENDIX C SMART VALLEY PLACES - INVITATION TO LAUNCH EVENT ............................................................... 22

APPENDIX D PRESENTATION - PARTNERSHIP BOARD MEETING, MAR 11, 2011 ................................................. 23

APPENDIX E VALLEY LEGACY - PROGRESS REPORT .......................................................................................... 24

APPENDIX F CAL VALLEY TECH IHUB PROPOSAL ............................................................................................. 25

APPENDIX G INTRODUCTION TO ECONOMIC DEVELOPMENT CERTIFICATE PROGRAM - INVITATION ......................... 26

APPENDIX H COMMUNICATIONS/OUTREACH - DIAGRAM ................................................................................ 27

APPENDIX I OFFICE OF COMMUNITY & ECONOMIC DEVELOPMENT - FACT SHEET ................................................ 28

APPENDIX J OFFICE OF COMMUNITY & ECONOMIC DEVELOPMENT - PRESENTATION ........................................... 29

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Staff Office of Community and Economic Development

California State University, Fresno

Mike Dozier | Interim Director

Christine Nutting | Associate Director

Jen Paul | Communications Director

Melanie Allen | Administrative Coordinator

Angelica Cano | Fiscal / Marketing Assistant

Sally Cardell | Grants / Budget Analyst

Stacie Dabbs | Public Affairs Manager

Shelby Gonzales | Grants / Budget Manager

Ismael Herrera | Program Manager

Marcia Martin | Communications Coordinator

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Office of Community and Economic Development (OCED)

Overview Mission An on-campus division dedicated to aligning the University’s intellectual capacity and innovation-driven economic development initiatives to improve the competitiveness and prosperity of the region. Goals

• Increase Economic Innovation throughout the eight-county region • Develop effective systems that promote Business and Industry Strategy • Enhance Public Policy in favor of the eight-county region • Create strategic partnerships focused on Community Development • Develop educational programs that empower the Leaders of tomorrow

Our role is to link, align and leverage the University and its resources to the needs of the community, which is done through several programs.

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Programs

Fresno State Connect: To further the University’s role in community engagement, the Office of Community and Economic Development acts as the clearinghouse of information regarding the University’s collective value and instrumental role in the local community and will identify and promote Fresno State’s extensive inventory of knowledge and experts who can fulfill the needs of business. San Joaquin Valley Rural Development Center: Acting as a resource hub, the San Joaquin Valley Rural Development Center facilitates technical assistance to underserved rural communities by connecting them to an array of experts who can provide resources and solutions for fulfilling their community needs. Smart Valley Places: Building on the San Joaquin Valley Regional Blueprint and its smart growth principles and California Partnership for the San Joaquin Valley and its six initiatives, Smart Valley Places is our region’s road map to creating more transportation choices, equitable-affordable housing,

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economic competitiveness, and healthier, safe and walkable neighborhoods. This will ultimately shape future growth trends that will impact not only the health and prosperity of the region, but the entire state of California. www.SmartValleyPlaces.org California Partnership for the San Joaquin Valley: Set in motion in 2005 with an executive order from Gov. Arnold Schwarzenegger, the California Partnership for the San Joaquin Valley is an unprecedented public-private partnership sharply focused on improving the region’s economic vitality and quality of life for the 3.9 million residents who call the San Joaquin Valley home. The Partnership is addressing the challenges of the region by implementing measurable actions on six major initiatives to help the Valley emerge as California’s 21st Century Opportunity. www.SJVPartnership.org Valley Legacy: The purpose of the Valley Legacy grant is to bring the San Joaquin Valley's K-12 system, higher education, and workforce investment board systems into alignment to better prepare young people for occupations in high-growth industry sectors in the Valley including water technology, renewable energy, food processing, agricultural technology and biotechnology - all industries that are closely tied to agribusiness, the heart of the regional economy - as well as manufacturing and supply chain management. Small Business Development Center: This is a collaborative partnership between the Office of Community and Economic Development, University of California, Merced, and the Central Valley Business Incubator. Together, these organizations provide an infrastructure to foster Small Business Development Center (SBDC) activity, and reach businesses throughout the San Joaquin Valley. SBDC provides one-on-one business consulting, workshops, research and online learning services. Regional Jobs Initiative: RJI is based on the idea that regional economies are made up of a series of related industries, or clusters, which benefit one another. Since inception, 12 industry clusters have been formed with significant backing from industry leaders, supporting public agencies, and other partners. Leadership for the RJI coalition is coordinated by the Office of Community and Economic Development and key staff loaned from participating organizations. www.FresnoRJI.org Cal Valley Tech: CVT, an innovation hub (iHub), is managed by the Central Valley Business Incubator and partnered with Merced County Department of Commerce, Aviation and Economic Development. This collaboration grew out of the SBDC Partnership between CVBI, the University of California, Merced, and the Office of Community and Economic Development. The CVT iHub leverages assets such as research parks, technology incubators, universities, and federal laboratories to provide an innovation platform for startup companies, economic development organizations, business groups, and venture capitalists. This service gives greater access to key partners and resources for technology transfer and commercialization as well as positions CVT as the sole iHub in the region. There are a total of 12 iHubs throughout California. caltechvalley.com Introduction to Economic Development Certificate Program: A collaborative project between the California Academy for Economic Development and California State University, Fresno –University Business Center, Division of Continuing and Global Education, and Office of Community and Economic Development. This program is for new professionals entering the field of economic development, existing professionals, elected officials, and community leaders who want to advance their career and better serve their community. www.csufresno-econdev.org

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ValleyInternships.com: Research shows that connecting college students to meaningful internship opportunities increases the chance they will stay in our community after graduation. By strengthening the connection between our local colleges and universities and the San Joaquin Valley business community, we are creating a mechanism where college students can obtain meaningful internships with local employers. ValleyInternships.com is a collaborative effort to facilitate connections between the highly regarded educational institutions and businesses within the Valley region. www.ValleyInternships.com Bulldog Academy: Fresno State is nationally recognized and plays a significant role in our community; however, it is difficult for the public to get involved. Who do you contact? Where do you go on campus? The purpose of the Bulldog Academy is to provide a forum where people can come learn about how the University works, what the different functions are for the various colleges, review some of the University’s research and applied knowledge abilities, and show the public its strategic direction.

2010-2011 Accomplishments

Program Development Fresno State Connect • Program plan has been developed. • Implementation plan has been developed. • University asset inventory is in development; leveraging existing technologies is being explored. • Implementation is in progress. • Website is on hold as University Communications is transitioning website templates. San Joaquin Valley Rural Development Center • San Joaquin Valley Redevelopment Center officially launched Feb. 25, 2011, at a Small Communities

Network quarterly workshop in Livingston, Calif. (Appendix A) o More than 90 representatives of regional rural communities were in attendance. o The event was video recorded and distributed to regional rural community leaders and

stakeholders. To view the recording, click here (note: playlist contains 6 videos). • California Coalition for Rural Housing awarded a $5,000 contract in April 2011 to administer Small

Communities Network and connect member communities to technical assistance and resources, as needed. o Facilitated Small Communities Network work group conference calls for regional rural

community leaders and stakeholders: May 11, 2011- Central Valley Health Policy Institute presentation "Exploring the

Relationships Between Place and Health Inequity in California's Heartland" June 8, 2011- GRID Alternatives presentation “Solar Affordable Housing Program”

o Facilitated Small Communities Network quarterly workshop focused on providing regional rural community leaders and stakeholder information, solutions, and innovations on water and wastewater infrastructure, June 24, 2011, Corcoran, Calif.

• Activities included in the following grant applications: o James Irvine Foundation grant pending submission July 2011 o EDA Economic Adjustment Assistance grant submitted June 2011

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o USDA National Institute for Food and Agriculture grant submitted March 2011 o HUD Rural Innovation Fund grant submitted February 2011 o USDA Rural Community Development Initiative grant submitted December 2010

• Within one year, number of partnering organizations increased from 12 to 24. • 15 rural communities have received some level of technical assistance since October 2010. • 3 organizations provided presentation to a regional Community Service District on next steps for

modernizing their water infrastructure. • Monthly planning meetings have occurred since October 2010. • On May 26, 2011, accomplishments were featured during a panel presentation at the “Place

Matters” conference hosted by the Central Valley Health Policy Institute in Fresno, Calif. • Marketing materials developed and distributed to limited number of regional rural community

leaders and stakeholders. • Website is in development; launch is dependent upon availability of funding. • Continued to assist U.S. Department of Agriculture with resource mapping for rural communities.

Smart Valley Places • More than 20 partners including 14 cities and several nonprofit organizations. (Appendix B) • Work plan developed and approved by U.S. Department of Housing and Urban Development (HUD). • 14 Cities Planning Projects initiated. • Community Leadership Program initiated. • Invited to and participated in Living Cities Boot camp in Boston, Mass. • Held a Smart Valley Places Launch event with California State University, Fresno, regional partners

and funding agencies. (Appendix C) • Website developed and launched; maintenance plan set up with consultant. • Through request for proposal (RFP) process, The Planning Center | DC&E was hired to staff the

Smart Valley Places governing body (Compact Executive Committee) through the course of the grant, bringing with it the expertise of Bill Fulton.

• Developed Consortium Agreement that was approved by HUD, all 19 members of governing body. • Launched HUD’s Preferred Sustainability Status program in the San Joaquin Valley and processed

several requests from Valley partners to make them eligible for additional grant application bonus points.

California Partnership for the San Joaquin Valley

Secretariat • Awarded a $4 million regional planning grant under the federal Sustainable Communities Initiative in

late 2010. Smart Valley Places was officially launched in February 2011 along with 14 Valley cities, four regional nonprofit organizations, California State University, Fresno, the Regional Policy Council and the California Central Valley Economic Development Corporation. See Smart Valley Places section for additional information.

• Created and launched the Sustainable Communities Work Group, with leadership provided by the San Joaquin Valley Regional Policy Council, to address regional land use and transportation issues and challenges.

• Established the San Joaquin Valley Housing Collaborative as the new Housing Work Group and assisted with the reorganization of the Board of Directors to assure active regional participation in addressing the Valley’s housing challenges.

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• Worked with Valley stakeholders to support the state’s application for additional funding for high-speed rail in the Valley.

• Initiated monthly conference calls with federal and state legislative staff to discuss issues and challenges of regional importance and maintain open communication between Valley stakeholders and our elected officials.

• Invited by California Emerging Technology Fund to apply for a California Public Utilities Commission Regional Consortium grant to further broadband and information technology deployment throughout the Valley. Applying to become Regional Broadband Consortium.

• Conducted Partnership Board reboot as all board members were re-appointed or newly appointed. Conducted strategic planning session with the Board.

• Implemented the Partnership Communications Plan, which provides a strategy for promoting the efforts and successes of the Partnership throughout the Valley by making presentations to leading public and private organizations, preparing and distributing informational material, and maintaining an up-to-date website and social media sites. Please see the Communications/ Outreach section for additional information.

• Coordinated four quarterly Board meetings. (Appendix D) Work Groups • Obtained millions of dollars in funding for the San Joaquin Valley to support air quality goals ($300

million of Prop 1B funding alone). • San Joaquin Valley Integrated Regional Water Management Plan Framework completed October

2009. • Initiated convergence of interests between five Bay-Delta counties, eight Valley counties, with San

Joaquin County serving as “hinge county; historical first – all 12 counties worked proactively together on common water policy issues.

• Increased utilization of advanced communications services (ACS) by all residents through several digital literacy programs throughout the Valley.

• Built upon ACS infrastructure for telemedicine and eHealth to promote other applications for education and economic development to increase access and affordability.

• San Joaquin Valley Clean Energy Organization formed partnerships and helped Valley jurisdictions receive support from energy block grant funding from the Department of Energy and California Energy Commission.

• Valley Clean Air Now “Tune In-Tune Up” program established to reduce mobile source pollutants generated by older "out of tune" cars. Results indicate a cost effectiveness of $1,524 per ton of reduced exhaust emissions.

• Conducted three Exemplary Practices in Education Leadership Conferences in January of 2009, 2010, 2011.

• Within the Economic Development Work Group, the Lyles Center executed community college entrepreneurship programs and established a Technology Development unit to work with early stage entrepreneurs.

• For the first time in the Valley, brought together higher education institutions to increase college-going rates in the region and generate awareness of higher education opportunities.

• Completed regional Preschool Assessment and Planning project.

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Valley Legacy • 20 partnering agencies • 10 leadership meetings • Midway report published in March 2011 to insure the pilot program was recorded; 500 copy

distribution. (Appendix E) • Video produced to promote this collaborative approach to education transformation; distributed

through various marketing channels; has had 170 views. To view, click here. • Second video currently in production to capture program participants, their experience in the

program and how it has impacted their lives. • Opportunities for sustainability, once the grant ends, are being reviewed with all grant team leaders. • Continued with implementation of a two-year $2 million Workforce Investment Act grant from the

governor’s 15% discretionary fund. • Report and video provided to Valley legislators and community stakeholders for educational

purposes and to build a foundation for future funding requests. Small Business Development Center • Assisted in promoting training events and resources. • Facilitated Governor’s Business Matchmaking Event in Fresno. • Participated in planning Valley Small Business Awards Luncheon. • Received an additional year of funding to be fiscal administrator for regional Small Business

Development Center (SBDC). • Invited to participate in SBDC’s accreditation process. • Worked with Central Valley Business Incubator to expand incubation services throughout the SBDC

boundaries. Regional Jobs Initiative • Hosted three RJI Implementation Team Meetings. • Published quarterly industry cluster reports. • Increased cross-cluster collaboration efforts. • Continued to enhance the participation of rural communities within the RJI. • Implementation Team attended two strategic planning sessions for purpose of how to best support

the evolution of the RJI. • RJI Network continues to track legislative initiatives and policy development pertinent to Fresno

County and the targeted industry clusters. • During the year, a comprehensive core committee was formed for the Tourism Cluster which is

made up of members from various agencies and sectors including Aquarius Aquarium Institute, California Restaurant Association – Fresno Chapter, City of Clovis, City of Fresno, Clovis-Fresno Convention & Visitors Bureau, County of Fresno, East Side Municipal Government, Fresno Chaffee Zoo, Fresno Coalition for Arts, Science & History; Fresno Hotel/Motel Association, Fresno State, Fresno Yosemite International Airport, National Parks Service, Shaver Lake Chamber of Commerce, and West Side Municipal Government.

• During the year, International Center for Water Technology in partnership with Central Valley Business Incubator secured a Fresno Regional Workforce Investment Board grant to continue the work of the Water Cluster. The grant provides funding to continue the annual Career Expo, Supervisor Training, cluster meetings and member recruitment.

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Cal Valley Tech • Continue to explore funding opportunities for the iHub and its partners. Funding is intended for

aligning the activities of Cal Valley Tech iHub with focus on Blue Tech (water and energy), and Agriculture teaching.

• Wrote and re-submitted iHub proposal with a focus on Water, Energy and Ag-Tech, July 2010. Proposal was accepted. (Appendix F)

• Participated in monthly iHub meetings. Introduction to Economic Development Certificate Program • Hosted a successful inaugural program. (Appendix G) • Certified 40 graduates. • Website developed. • Promotion materials developed and distributed. • Coordinated planning for second course to be Oct. 17-20, 2011. ValleyInternships.com • Partnered with International Center for Water Technology to leverage portal. • Donations received to offset development costs. • Website in progress. Bulldog Academy • Program developed. • Implementation plan developed and in progress. • Met with key University leadership. • Presentations in development. • Website in development. • Registration in development.

Administration Improved Efficiencies During the 2010-11 Program Year, OCED standardized operating procedures were updated, with an emphasis on fiscal and marketing /communications processes. Additionally, hired Grants and Budget Analyst as the volume of grants we received has increased greatly; we want to ensure we remain compliant while also preparing for future funding requests. The Associate Director and the Grants and Budget Manager worked diligently to review internal process, design new systems around grant compliance and internal monitoring, develop a new budget and expense tracking system, create a financial forecasting system, develop subcontracting management processes for allocating time and costs, and developed a sponsorship and donation program to allow for, and assist in, managing these funds. Additional Office Space Due to the receipt of several grants, additional staff became necessary this year. Additional space was provided on campus to house the OCED fiscal department.

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Technology This year OCED encountered several opportunities to enhance our use of technology. As systems changed on campus, the necessity for new computers became apparent. Most of the office computers had to be updated to be compliant with university standards. Most of the costs were billed to grants so the fiscal impact was minimal. However, staff reported their ability to do their jobs more efficiently has increased. Additionally, a new copier was leased that improved output. However, we were able to negotiate a cheaper price saving our office several thousands of dollars a year.

Human Resources The OCED office recognizes that healthy employees make a successful organization and have adopted the following ‘culture statement’:

The OCED team prides itself on an entrepreneurial atmosphere, producing Quality work. We are committed to promoting an environment in which perspectives are understood, respected, and valued. An essential component of this atmosphere is teamwork. OCED consists of highly trained, forward-thinking teammates integral to our continued success. Through the free-flow sharing of information in an open and honest manner the team is able to maintain high-quality outcomes and be helpful and supportive to one another.

The current and new staff at OCED is recognized throughout the community for their leadership roles with the various projects. Balancing professional development opportunities for staff is a high priority, as several staff members have recently, or, are currently obtaining advanced degrees.

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Communications/Outreach The communications team continues to build and fine-tune the communications management system to ensure effective outreach and communications with key stakeholders throughout the Valley. OCED has a multidimensional communications platform that has significantly enhanced outreach, education and community relationship management. (Appendix H) New Programs and Brand Development This academic year, numerous new programs were developed and launched. Each program required brand development to ensure clear and effective communications. The Smart Valley Places brand was developed, and special attention was given as it is part of the California Partnership for the San Joaquin Valley’s family of brands. This also is true for the new program ValleyInternships.com. These two programs are eight-countywide and support the Partnership’s six initiatives. A logo, website, social media, letterhead, boiler plate, and fact sheet were created for each program. Other new programs include Fresno State Connect, Bulldog Academy, San Joaquin Valley Rural Development Center and the Introduction to Economic Development Certificate Program. In an effort to adhere to communications guidelines of California State University, these programs incorporate the Fresno State gold medallion and other university requirements. All these materials were approved by University Communications prior to dissemination. Social Media Development Currently, the OCED manages four Facebook profiles: California Partnership for the San Joaquin Valley, Regional Jobs Initiative, Smart Valley Places, and Coalition for a California Financial Workout Plan. Each page has seen an increase in “likes” over the past months, as OCED has tried to ensure more connectivity among its various communications outlets. Each has acquired “fans”: Partnership - 404, RJI - 332, SVP - 83 and California Coalition - 60. As of June 1, 2011, Facebook reported 500 monthly active users on the Partnership page alone. Likewise, our last post yielded 334 impressions – or instances – that Facebook users had access to the post. Data based on June 1, 2010, and June 1, 2011, shows that the California Partnership for the San Joaquin Valley Facebook page has fans in various countries, including Italy, Costa Rica, Canada, Uruguay and Germany. This is incredibly important as our department looks to expand its impact and scope. OCED also has increased its Twitter presence. Currently, three of our initiatives have profiles on the social networking site: California Partnership for the San Joaquin Valley, Regional Jobs Initiative and Smart Valley Places. We’ve begun using Twitter as a two-way resource – to push out information to our followers as well as connect to similar organizations and news media for relevant issues. Similarly, our department has begun transmitting information in video format. In the last year, both a YouTube and a Vimeo account were created to allow followers to experience our information in a multitude of systems. In the next year, using a combination of all of the aforementioned formats and networks, the OCED communications team hopes to connect with a younger demographic and look for and foster opportunities of more interaction with the public.

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Through analytics it is clear that these channels provide an additional method of reaching desired audiences while creating a two-way conversation. Facebook: • www.facebook.com/sjvpartnership • www.facebook.com/fresnorji • www.facebook.com/smartvalleyplaces • www.facebook.com/cafinancialworkoutplan

Twitter: • www.twitter.com/PartnershipSJV • www.twitter.com/FresnoRJI • www.twitter.com/SVP_CA

YouTube: • www.youtube.com/OCEDFresno

Vimeo: • www.vimeo.com/OCED

Flickr: • www.flickr.com/partnershipwia Reports Two annual reports were published during the 2010-2011 academic year: California Partnership for the San Joaquin Valley and Regional Jobs Initiative. Each report was a comprehensive communication piece which discussed activities of the initiative, accomplishments and future plans. Each external stakeholder and community partner was represented and acknowledged for their contribution to the collaborative. Annual reports were disseminated throughout the Valley including to community leaders, academic leaders and public elected officials, and private and public agencies. Print Collateral and Presentation Materials As community outreach and education is one of the primary functions of OCED, significant time was dedicated to producing print collateral and presentation materials. A key focus this past year was to develop communication pieces on OCED and how each program aligns, links and leverages to meet the office’s five goals. (Appendix I) An overview of OCED and its various programs was developed to increase communication and understanding of the office’s role within the university and community. As print material and a PowerPoint presentation (Appendix J), these tools will be essential as OCED continues to apply for grant funding, foundation support and new partnerships. Additional print collateral and presentation materials were developed and distributed for the San Joaquin Valley Rural Development Center, Smart Valley Places, California Partnership for the San Joaquin Valley, Regional Jobs Initiative, ValleyInternships.com, and the Introduction to Economic Development Certificate Program.

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Speaking Engagements 07.28.10

CALED Professional Advisory Service, Lompoc, provide three-day review and recommendation of Economic Development Program

08.09.10 Atwater City Council, Atwater 08.19.10 Tulare County Association of Governments, Tulare 08.19.10 Clovis Area Brokers, Clovis 08.25.10 Economic Development Corporation Business Matchmaking, Fresno 10.11.10 Introduction to Economic Development Course, Economic Development Strategy Presentation,

Fresno 10.13.10 Central California Society for Information Management, Fresno 10.21.10 Decision Maker Roundtable Discussion: Strategies for a Resilient and Prosperous Fresno, hosted

by the Local Government Commission, Fresno 10.22.10 Valley Land Use Conference, Clovis Veterans Memorial Building, Clovis 11.09.10 Fresno County Board of Supervisors, Fresno 11.10.10 Governor's 2010 Small Business Conference, Panel Moderator, Fresno 11.18.10 Leadership Clovis, Economic Vitality Day, Fresno - Presentation 11.18.10 Leadership Fresno, Regional Collaboration Presentation, Fresno 01.04.11 Rural Innovation Fund meeting, Firebaugh 01.07.11 Rural Development Center meeting with City of San Joaquin, San Joaquin 01.10.11 Agriculture Research Services, Agriculture Technology Innovation Program meeting, Chair 01.11.11 Fresno State - Student Affairs Roundtable, Fresno 01.13.11 Center for Advanced Research & Technology Annual Showcase, Clovis 01.21.11 San Joaquin Valley Rural Development Center meeting, City of Tranquility 01.27.11 Team Selma meeting, Selma 02.01.11 Valley One Voice, Sacramento 02.14.11 Testimony before the House Sub-Committee on Rural Development, Washington DC 02.16.11 Smart Valley Places launch, California State University, Fresno 02.25.11 Small Communities Network/Rural Development Center Launch, Livingston 03.04.11 San Joaquin Valley Rural Development Center meeting, City of Easton, Easton 03.09.11 Stockton Chamber of Commerce REXPO Conference, Moderator, Stockton 03.17.11 Career Expo, Fresno 03.25.11 San Joaquin Valley Rural Development Center Presentation - San Joaquin Valley Regional Policy

Council, Fresno Councils of Government, Fresno 03.30.11 Federal Agencies Task Force for Strong Communities/Strong Cities, Fresno 04.15.11 Mega Region Summit, Panel Presentation, Oakland 04.28.11 CALED Conference, Panel Presentation 05.06.11 Broadband Conference, Panel Presentation, Clovis 05.17.11 Small Business Association Small Business Awards, Introduction of Key Note Speaker 05.27.11 Tulare County Economic Development Corporation Annual Meeting, Key Note Speaker 06.21.11 Regional Broadband Consortium Meeting, Presentation 06.23.11 UC Merced Small Business Development Center Annual Planning Retreat, Participation

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Contact Database The database organizes stakeholders by sector and industry. Through various strategies, including contact lists for each program and the “sign-up” function through the website, potential stakeholders may become involved in various programs. OCED currently has 5,224 stakeholders in the database. Increasing the number of stakeholders is a priority for OCED Websites OCED manages several websites which continue to be improved and connected throughout the cyber community. The communications team consistently updates for relevance, including an active calendar as well as a document library with pertinent reports, board agendas and minutes, and additional resource documents.

Additionally, social marketing has been integrated into the websites to insure maximum utility and impact. Collaboration Tools Intranets were developed to increase the collaboration and education for the various grants OCED manages. Media Relations Traditional methods of communication efforts with the media will continue including press releases, media advisories, and editorial content and interviews. All OCED programs have received considerable media recognition for its work. OCED also has partnered with University Communications to leverage resources and insure maximum impact.

08.13.10 3rd Quarter Board Meeting – Tulare County, August 20 09.16.10 NSP – not as easy as 1-2-3, Neighborhood Stabilization Program 10.14.10 San Joaquin Valley awarded $4M, Smart Valley Places 11.17.10 4th Quarter Board Meeting – Madera County, December 3 11.26.10 Bakersfield Californian. Opinion: Ah, but some Valley cities are trying (Interview in Fresno) 03.03.11 1st Quarter Board Meeting – San Joaquin County, March 11 03.22.11 Valley Legacy has Successful First Year 04.18.11 New coordinator appointed for Smart Valley Places – Compact Executive Committee 06.27.11 Media Advisory: California Partnership for the San Joaquin Valley Board Meeting, Kings

County, July 11 06.30.11 2nd Quarter Board Meeting – Kings County, July 11 Co-Branding/Joint Communications Aligning OCED’s communication efforts with other community organizations and with University Communications is an ongoing objective. By engaging organizations throughout the eight-county region, this will broaden OCED’s outreach and increase the brand’s credibility. OCED will continue to encourage program partnerships and co-branding aligned events with appropriate organizations while ensuring the various programs are given public recognition for its role.

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Legislation and Advocacy • Participated in Fresno County’s One Voice and the Regional Policy Council’s Valley Voice trips to

Washington, D.C. and Sacramento to advocate for programs and funding to benefit the RJI, the • Partnership and the OCED. • Served as a guest host for several Maddy Forum weekly radio shows on KFSR 90.7FM, the University

radio station. • Advocated for several programs and efforts throughout the region with letters of support from

OCED, the RJI and/or the Partnership. Grants/Funding We are pleased to report that OCED generated external support in fiscal year 2010-2011. Please note that the grants awarded funding goes directly to pay for expenses related to that grant. They do not infuse additional capital into our office. However, they do offset some fixed costs the OCED bears at a pro-rated amount. Grant Research and Dissemination OCED continuously researches grant opportunities for the benefit of OCED, collaborative opportunities and community partners. Identified grants are disseminated to partners. Grants Awarded • $1,000,000 – Valley Legacy Grant for Integrated Workforce Development Strategy for Regional

Industry Clusters in the San Joaquin Valley. This $2 million grant covers a two-year period at $1 million a year (November 2009 through March 2012). The funding source is Workforce Investment Act and Workforce Investment Area discretionary. OCED receives $270,000 a year to administer the grant; we are in the last year.

• $4,000,000 – Smart Valley Places is a regional planning grant provided by the U.S. Department of Housing and Urban Development as part of the federal Partnership for Sustainable Communities to create a regional plan for sustainable development for the San Joaquin Valley. This is a three-year grant administered by OCED in partnership with 14 cities and numerous partners. This grant was launched Feb. 1, 2011.

• $5,000 – Small Communities Network • $5,000 – Income for the Introduction to Economic Development Certificate program • $43,000 – Small Business Development Center Grants Pending • $150,000- (a year, for three years) California Public Utilities Commission Regional Consortium Grant. • $250,000- (a year, for three years) Private funding for the support of unfunded activities of the

Partnership and Secretariat from the James Irvine Foundation. • $75,000- Private funding for the sustainability of the San Joaquin Valley Rural Development Center

from the Wells Fargo Foundation. • $250,000- (a year, for three years) U.S. Economic Development Administration grant for the

sustainability of the Partnership, Broadband and San Joaquin Valley Rural Development Center.

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Sponsorships and Donations • Partnership Board Meeting Sponsors 2010-2011

02.26.10 Kern County Board of Supervisors 05.21.10 Merced County Association of Governments 08.20.10 City of Tulare, City of Visalia, International Agri-Center, Tulare County Association of

Governments, Tulare County Economic Development Corporation 12.03.10 Central Valley Independent Network, Madera County Board of Supervisors 03.11.11 Greater Stockton Chamber of Commerce, Kaiser Permanente Central Valley, San Joaquin

County Board of Supervisors, Valley CAN • $500 Valley Internships • We are exploring privatization programs, specifically fee-for-service and sponsorships and donations

to better use University resources.

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APPENDIX A San Joaquin Valley Rural Development Center

Invitation

California Partnership for the San Joaquin Valley, Federal Reserve Bank of San Francisco, and California Coalition for Rural Housing are proud to sponsor an interactive day designed to shape the future of the Rural Development Center: a consortia of more than 15 partner organizations dedicated to providing technical assistance and capacity building to small cities and unincorporated communities in the San Joaquin Valley and foothills. We hope you’ll join us.

Registration is free and lunch is included.

• California Association for Local Economic Development • California Coalition for Rural Housing • Center for Economic Research and Education of Central California • Center for International Trade Development, State Center Community College District • Construction Management Program, College of Engineering, Fresno State • Community and Regional Planning Center, Fresno State • Central Valley Business Incubator • Fresno Area Hispanic Chamber of Commerce • Fresno County Council of Governments • College of Health and Human Services, Fresno State • Office of Community and Economic Development, Fresno State • University Business Center, Fresno State

Please contact us with any questions or to receive registration information:

Felicity Lyons, California Coalition for Rural Housing 916-443-4448, felicity@calruralhousing.org Ismael Diaz Herrera, Office of Community and Economic Development, Fresno State 559-294-6023, isherrera@csufresno.edu

SAVE THE DATE! Small Communities Network Workshop #4 Introducing the Rural Development Center

CSU Fresno’s Office of Community and Economic Development, Federal Reserve Bank of San Francisco, and California Coalition for Rural Housing are proud to sponsor an interactive day designed to shape the future of the Rural Development Center: a consortia of more than 15 partner organizations dedicated to providing technical assistance and capacity building to small cities and unincorporated communities in the San Joaquin Valley and foothills. We hope you’ll join us.

Registration is free and lunch is included.

February 25, 2011 Livingston, CA

Rural Development Center Partners

WHY SHOULD YOU COME TO THIS WORKSHOP?

This workshop will provide a chance to have one-on-one conversations with the above mentioned partners to access essential assistance for your community. The Rural Development Center is still taking shape and the partners’ ultimate goal is that it serves the needs of YOUR communities.

Workshop Sponsors

21

APPENDIX B Smart Valley Places

Fact Sheet

FACT sheet

OverviewSmart Valley Places is an unprecedented consortium of 14 urban cities from throughout the eight-county region of the San Joaquin Valley, California, in partnership with four regional nonprofit organizations, California State University, Fresno, the California Central Valley Economic Development Corporation, and the San Joaquin Valley Regional Policy Council which represents all eight Metropolitan Planning Organizations in the San Joaquin Valley. It is coordinated by the California Partnership for the San Joaquin Valley (Partnership), and driven by the Compact of 14 San Joaquin Valley cities with populations of 50,000 or greater. Building on the Partnership’s Strategic Action Proposal and the San Joaquin Valley Regional Blueprint’s smart growth principles, Smart Valley Places is the region’s roadmap to creating more transportation choices, equitable-affordable housing, economic competitiveness, and healthier, safe and walkable neighborhoods, ultimately shaping future growth trends that will impact not only the health and prosperity of the region, but the entire state of California.

The San Joaquin Valley has long suffered as an area of significant

February 2011

concentrated poverty and unemployment with a predominantly low-skilled and poorly educated workforce; neglected rural communities; severe deficits of affordable and diverse housing opportunities; undiversified and uncompetitive urban economies; very poor air quality and significant water supply and quality issues; with a sprawling growth pattern of low-density, auto-dependent suburban-oriented development that continues to consume significant amounts of irreplaceable farmland. Smart Valley Places represents the commitment and much needed capital required to reverse these harsh interdependent realities that have long plagued the San Joaquin Valley and create anattractive place to live, work and do business.

Outcomes With a $4 million Sustainable Communities Initiative Regional Planning Grant awarded by theU.S. Department of Housing and Urban Development in partnership with the U.S. Department ofTransportation and the U.S. Environmental Protection Agency, the Smart Valley Places consortium will ultimately create a single integrated plan for regional growth

that will guide the cities in the San Joaquin Valley for the next 20 plus years. Through a number of innovative components there will be realistic, sustainable urbanization plans that bridge jurisdictions by focusing growth in urban areas to preserve agriculture and minimize suburbanization, plus address local and regional mass transit, energy and housing issues.

Additionally, through the work of the partnering nonprofit organizations, the region will benefit from the implementation of a regional plan for civic engagement to build technical understanding of smart growth and implementation capacity among local leaders, government staff and stakeholders, particularly in low-income and minority communities.Smart Valley Places, in conjunction with the substantial federal investment to begin California’s high-speed rail system in the San Joaquin Valley, truly is the region’s opportunity to transform itself and demonstrate that the San Joaquin Valley is the key to California’s healthy, prosperous and sustainable future.

For more information:

Mike Dozier, DirectorOffice of Community and Economic DevelopmentCalifornia State University, Fresno5010 N. Woodrow Ave. Suite 200, M/S WC142Fresno, CA 93740 (559) 294-6021 Office(559) 294-6024 Office Fax

www.facebook.com/smartvalleyplaceswww.smartvalleyplaces.org

Lodi: Climate Action Plan and Implementation; Development Code Update and Implementation; Lower Mokelumne River Watershed Stewardship Plan Implementation

Stockton: Climate Action Plan, Implementation, and Related Sustainable Programs.

Manteca: General Plan, Land Use, Conservation and Safety Element Update; Climate Action Plan and Greenhouse Gas Emissions Inventory; Bicycle and Pedestrian Master Plan Update

Modesto: General Plan Amendments to Land Use and Circulation Elements

Turlock: Comprehensive General Plan Update/EIR; Downtown Design Guidelines and Zoning Regulations Update

Merced: Form Based Zoning Code

Madera: Development of Master Infrastructure Plans and Water Management Plan with Integrated Water Reclamation Strategies

Clovis: Comprehensive General Plan Update

Fresno: General Plan, Development Code and MEIR Update and I-PLACE3S GIS Technology

Visalia: Community Outreach Newsletter Distribution and Community Workshops; Third Year General Plan Update Consultant Funding; Expanded Light Rail Connectivity Plan

Tulare: Transit-Oriented Development Project

Porterville: Economic Development Strategic Plan; Update and Develop New Design Standards and Specifications; High-Density Housing Upzone Program

Hanford: Downtown East Precise Plan

Delano: Green Building Program; Healthy Delano and Wellness Element to the General Plan; Sustainable Delano Element to the General Plan

Regional Partners

Regional Policy Council

Community and Regional Planning Center

California Central Valley Economic Development Corporation

California Partnership for the San Joaquin Valley

Community Leadership Partners

California Coalition for Rural Housing

Central California Regional Obesity Prevention Program

Local Government Commission

American Farmland Trust

Compact Cities Project

Update; Climate Action Plan and Greenhouse Gas Emissions Inventory;

General Plan Amendments to Land Use and Circulation Elements

Comprehensive General Plan Update/EIR; Downtown Design

MADERA COUNTY

FRESNOCOUNTY

TULARE COUNTY

MERCED COUNTY

STANISLAUSCOUNTY

SAN JOAQUINCOUNTY

KINGS COUNTY

KERN COUNTY

Stockton

Modesto

Turlock

Delano

Manteca

Lodi

Merced

Fresno

Clovis

Visalia

Tulare

PortervilleHanford

February 2011

22

APPENDIX C Smart Valley Places

Invitation to Launch Event

The Office of the Provost at California State University, Fresno Invites You to Join Us as We Launch

Smart Valley Places Smart Valley Places is an unprecedented consortium of 14 urban cities from throughout San Joaquin Valley, four regional nonprofits, and California State University ,Fresno. It is federally funded by a $4 million Sustainable Communities Initiative Regional Planning Grant awarded to the San Joaquin Valley, together with California Central Valley Economic Development Corporation, and the San Joaquin Regional Policy Council, to ultimately create a single integrated plan for regional growth that will guide Valley cities for the next 20 years and beyond.

Wednesday, February 16, 2011 4:30 to 7 p.m. Smittcamp Alumni House at California State University, Fresno Map/Directions Register Now | Space is Limited Please register no later than Tuesday, February 1, 2011. Capacity for this event is 120 guests. Registration will only be accepted online. For more information, contact Jen Paul jenpaul@csufresno.edu 559.294.6021

23

APPENDIX D California Partnership for the San Joaquin Valley

Presentation - March 11, 2011 Board Meeting

California Partnership for the San Joaquin Valley

The Partnership• Unprecedented public-private partnership

– focused on improving the region’s economic vitality and quality of life for the 4 million residents who call the San Joaquin Valley home

• Addressing the challenges of the region by implementing measurable actions– on economic, environmental, and social levels to help

the San Joaquin Valley emerge as California’s 21st Century Opportunity

History• Partnership was formed June 2005 with

Executive Order by Gov. Arnold Schwarzenegger

• Led by an appointed, diverse and experience-rich Board

• Engaged hundreds of people in the eight-county San Joaquin Valley to focus on action strategies

• Created 10-year Strategic Action Proposal in October 2006

• Governor Schwarzenegger and the State Legislature approved $5 million in the State Budget for 2006-2007 to jump-start implementation of the Strategic Action Proposal

OrganizationThe Partnership Is Focused On Action

Through Ten Work Groups:

• Advanced Communications Services• Air Quality• Economic Development• Energy• Health and Human Services• Higher Education and Workforce

Development• Housing• PreK-12 Education• Sustainable Communities• Water Quality, Supply and Reliability

The Opportunity• The Partnership’s six major initiatives:

1. Grow a diversified, globally competitive economy supported by a highly skilled workforce;

2. Create a model K-12 public education system;3. Develop high-quality health and human services;4. Attain clean air standards;5. Implement an integrated framework for sustainable growth;

and6. Build a 21st Century transportation mobility system.

The Partnership’s Six Initiatives

The San Joaquin Valley

Comprises eight countieswith 62 cities

Evolution of the Partnership2009 • New Executive Order issued extending the Partnership

indefinitely. • Original $5 million award expended. Work Groups and

Secretariat reviewed ways to streamline and retool work plans.

• New administrative staff assumed Secretariat role.2010• Received $2 million Valley Legacy Grant which funds, in

part, 7 Work Groups and Secretariat.• Some Work Groups Re-organized.• Adopted Board meeting emphasis on private sector needs.Q1, 2011• Received $4 million Smart Valley Places Grant.• Change in Governor, Board Executive Committee and

Board Seats.• Review again SAP, Work Group goals and Conveners.

Work Group AccomplishmentsWork Group: Advanced Communication Services (ACS)Supporting Agency: Great Valley Center

Accomplishments: • Increased utilization of ACS by all residents through several

digital literacy programs throughout the Valley.• Built upon ACS infrastructure for telemedicine and eHealth to

promote other applications for education and economic development to increase access and affordability.

Future Goals:• Increase the availability of affordable ACS in rural and other

underserved areas by working with providers and organizations.• Seek funding to support new ACS initiatives and programs in

order to increase digital literacy and broadband access throughout the Valley.

Work Group AccomplishmentsWork Group: Air QualitySupporting Agency: The Maddy Institute

Accomplishments: • Obtained millions of dollars in funding for the San Joaquin Valley

to support goals ($300 million of Prop 1B funding alone). • The Valley Clean Air Now’s (“CAN”) “Tune In-Tune Up,” was

established to reduce mobile source pollutants generated by older, "out of tune" cars. Early results indicate a cost effectiveness of $1,524 per ton of reduced exhaust emissions.

Future Goals:• Achieve U.S. Environmental Protection Agency (EPA) standards

for 8-hour ozone and PM2.5 by the current date, or as soon as practicable thereafter.

• Implement incentive mechanisms to accelerate adoption of air quality mitigation technologies.

Work Group AccomplishmentsWork Group: Economic DevelopmentSupporting Agency: California Central Valley Economic Development Corporation (CCEDC)

Accomplishments: • Aggressively promoted Central California as an attractive

business location through various trade shows, trade missions, an e-newsletter, the web and a direct mail campaign.

• Within the ED Work Group, the Lyles Center executed community college entrepreneurship programs and established a Technology Development unit to work with early stage entrepreneurs.

Future Goals:• Foster innovation and entrepreneurial ventures.• Foster growth in the cluster industries.

Work Group AccomplishmentsWork Group: Energy Supporting Agency: San Joaquin Valley Clean Energy Organization (SJVCEO)

Accomplishments: • SJVCEO was established in 2007 and incorporated in 2008.• SJVCEO formed partnerships and helped Valley jurisdictions

receive support from energy block grant funding from the Department of Energy and California Energy Commission.

Future Goals:• Continue to support jurisdictions energy block grant funded

efforts.• Host forums with Valley Stakeholders to strengthen the ability of

the Valley to compete on competitive clean energy proposals.

Work Group AccomplishmentsWork Group: Higher EducationSupporting Agency: Central Valley Higher Education Consortium (CVHEC)

Accomplishments: • Brought together higher education institutions in the Valley for

the first time to increase college-going rates in the region and generate awareness of higher education opportunities.

• Increased availability of information and resources to students and parents.

Future Goals:• Coordinate a regional approach at San Joaquin Valley community

colleges to enable students to more easily complete degree requirements at member institutions.

• Maintain and grow collaboration among CVHEC participating institutions to continue development of college-going culture.

Work Group AccomplishmentsWork Group: HousingSupporting Agency: San Joaquin Valley Housing Collaborative

Accomplishments: • Hosted Several events throughout the Valley to educate and assist

residents and community leaders dealing with the foreclosure crisis and affordable housing issues.

• June 2010: SJVHC was approved as a 501 (c)(3) and became the lead for the Partnership Housing Workgroup.

Future Goals:• Look for ways to be financial self-sustaining: this may include a

fee for membership structure and also will include going after bank foundation grants and other philanthropic funding.

• Continue work to stabilize housing economy in the San Joaquin Valley.

Work Group AccomplishmentsWork Group: PreK-12 EducationSupporting Agency: Central Valley Educational Leadership Institute (CVELI)

Accomplishments: • Held three Exemplary Practices in Education Leadership

Conferences were held in January 2009, 2010 and 2011. • Completed regional Preschool Assessment and Planning project.

Future Goals:• Continue annual Exemplary Practices in Education Leadership

Conference as need and partner/sponsor support continues.• County offices of education continue to monitor achievement

gains and school and district needs, and continue to collaborate on priority academic issues: early childhood education, academic achievement/closing the achievement gap, supporting English Learners, and preparing students for college and careers.

Work Group AccomplishmentsWork Group: Sustainable Planning (formerly Land Use, Agriculture and Transportation work groups)Supporting Agency: SJV Regional Policy Council

Accomplishments: • Developed a SJV Regional Blueprint.• Developed a SJV Regional Goods Movement Action Plan.

Future Goals:• Develop a Regional Transit action plan, including prioritization of

projects. Identify and secure funding sources.• Facilitate endorsement of Blueprint Roadmap Implementation

Strategy. Encourage counties and cities to update local General Plans consistent with Regional Blueprint. Integrate Regional Blueprint principles into related policy activities.

Work Group AccomplishmentsWork Group: Water Policy Supporting Agency: California Water Institute

Accomplishments: • San Joaquin Valley Integrated Regional Water Management Plan

Framework completed October 2009.• Convergence of interests between 5 Bay-Delta counties and 8 San

Joaquin counties. San Joaquin County serving as the “hinge” county.

Future Goals:• Complete Phase II San Joaquin Valley Integrated Regional Water

Management Plan Framework. Work funded by federal government.

• Continue Delta Counties – San Joaquin Valley “finding common ground” water policy engagement.

Accomplishments

Secretariat:• Tracking and communication of ARRA funding• Development of the Rural Development Center

(RDC)• Received award for two major grants • Awarded iHub designation• Developed multi-media platform• Leverage and integrate the Partnership with other

initiatives within the Office of Community and Economic Development

Strengths Developed• Recognized regionally as a voice for the Valley: regional,

bi-partisan and inclusive • Large but can be agile• Demonstrated accomplishments and early wins• Known for “getting things done”• Excellent cross collaboration • Dedicated, diverse and effective thought leaders, drivers and

connectors, aligning their resources toward common goals• Board members represents the goals of the Partnership

regardless of their agency or employer• Strong administrative infrastructure in place

Presence in the Valley

Smart Valley Places Grant

(14 cities in 8 counties)

Valley Legacy Grant

(12 sites over 7 counties)

Rural Outreach

(46 incorporated,

220 unincorporated,

cities)

SAP –Work

GroupsHigh

Speed RailIndividual

County Support

Funded Support1. Fiscal management

and reporting2. Grant

administration

Unfunded Support1. Communications -

internal and external

2. Event planning3. Board and Work

Group support4. Legislative support

SECRETARIAT

Challenges and Constraints• Perception that we are another layer of governance• Perception of “Fresno-centric”• Resource and fiscal constraints

– Secretariat – less horizontal support available– Work Groups – less vertical goal implementation and administrative

support, i.e. disbanding of the HHS Work Group

• Inherent “only child syndrome” – less sharing of toys and the sandbox throughout region and agencies

• With so many moving parts, keeping both internal and external communications effective and streamlined can be difficult

Lessons Learned• Discuss natural conflicts• Communication and outreach is not a one size fits all model• Board’s direct involvement and representation with the

work groups and grants/initiatives is essential• Need a sustainability plan, including obtaining unrestricted

funds• Administrative resources and constraints need to be a fit for

the goals of the Board and what it takes to accomplish them

Recommendations for Board Discussion

Future work Find fit between our initiatives and the Governor’s,

SAP, major initiatives, future direction, relationships to buildCommunications Re-engage Work Groups and Conveners Re-convene the HHS Work Group Board members are Partnership Ambassadors Continue to utilize Secretariat Communications and

Summit to position our strength in the minds of stakeholders

Leverage Resources Develop an ad-hoc “Funding/Development

Committee” Develop an Advisory Committee Create a Sustainability Plan

Planning for the Future

Discussion Between Chair Swearengin and Board

For updates and more information, visit:

www.sjvpartnership.orgwww.facebook.com/sjvpartnership

www.smartvalleyplaces.orgwww.facebook.com/smartvalleyplaces

24

APPENDIX E Valley Legacy, a Workforce Investment Act grant

Progress Report

Aligning Education with Future Workforce Opportunities

Valley Legacy

Dear Valley Citizens and Stakeholders,

As the San Joaquin Valley is facing difficult economic times, it has become more critical than

ever before that we as a region continue our collaboration efforts. Through the California

Partnership for the San Joaquin Valley, the public and private sectors are driving toward

improving the quality of life for our residents. Valley Legacy, a Workforce Investment Area

grant, funded by the Economic Development Department, is another effort that the region

has entrusted the Partnership to implement while maximizing and leveraging available

resources.

Valley Legacy is a year into its two-year development plan. Developing a solid infrastructure

and ramping up these programs was a vital step, which is evident by the early successes

illustrated throughout this halfway report. These accomplishments are not the Partnership’s

alone, and, therefore, we do not celebrate them alone. We have the privilege and benefit of

partnering with passionate individuals and organizations whose work ethic and dedication

for the Valley is the driving force toward improving our region on multiple fronts. We have

experts and volunteers investing their time and talents, and they are truly making a difference.

Thanks to their efforts, the promise of the Partnership is being fulfilled and the Valley’s future

workforce is being prepared for unique, challenging opportunities.

Mike Dozier, Secretariat

Office of Community and Economic Development

California State University, Fresno

The WIA grant is funded by:

California Partnership for the San Joaquin Valley | VALLEY LEGACY

Building the Foundation

The California Partnership for the San Joaquin Valley (Partnership) was in a prime position to provide the necessary platform for the implementation of Valley Legacy. Since 2007, the Partnership, its board and the 10 existing work groups have had demonstrated success by building a multidimensional private/public partnership. With an established infrastructure, common goals, and an existing administration unit in place, the Partnership provided an open system fully prepared to maximize the Valley Legacy opportunity through synergy and stewardship.

A key component of the Partnership is its Secretariat, the administration unit. The Office of Community and Economic Development (OCED) at California State University, Fresno serves as the Secretariat, driving initiatives and acting as the communications hub for the Valley. OCED is the Partnership’s Executive Staff and has a significant role in Valley Legacy.

• Ensure action plans are developed and implemented.• Act as the fiscal agent for more than 20 subcontractors and

provide administrative services.• Manage all internal and external communications and

reporting.• Leverage resources by connecting grant subcontractors to

numerous external partners.

Through the unity of the Partnership and the executive staffing of OCED, this grant will assist in the coordination of education and training efforts of the K-12, Higher Education, Economic Development, and Workforce Development partners. Valley Legacy is preparing the Valley’s future workforce for high-wage, high-demand jobs in the targeted industry sectors. This is done through 20 sub contractors, including 7 of our existing Partnership work groups.

The Office of Community and Economic Development at

California State University, Fresnowww.csufresno.edu/OCED/index.shtml

1

California Partnership for the San Joaquin Valley | VALLEY LEGACY

Transforming Education

The purpose of Valley Legacy is to bring the San Joaquin Valley’s K-12 system, higher education, and workforce investment board systems into alignment to better prepare people for occupations in high-growth industry sectors in the San Joaquin Valley.

• Agribusiness, including food processing and biotechnology• Water technology• Renewable energy• Manufacturing• Supply chain management

In the current K-12 system, young people receive an education

that is designed to maximize success in passing standardized tests. That’s a worthy goal; but most students come out of high school with no preparation for careers in the Valley. Most of those who don’t go on to college end up at some low-paying, dead-end job. Some students then go to the County Workforce Investment Boards (WIBs) which act as a ”second-chance” system to train people for jobs with career advancement; but the WIBs receive funding to assist only a small percentage of those who apply. What needs to be improved is the “first-chance” system.

High-school students need to graduate with options: the option to go to a 4-year college; to go to a community college; enter directly into the Valley workforce; or even to start their own business.

2

California Partnership for the San Joaquin Valley | VALLEY LEGACY

Deliverables

Valley Legacy utilized the Workforce Investment Act (WIA) grant to develop 12 demonstration projects positioned throughout the Valley:

1. Sector-Based Articulation: This is a fully coordinated academic and training program — from high schools through colleges and universities — which provides a curriculum with the rigor and relevance needed to yield qualified employees with immediate value for targeted industry sectors.

Demonstration Sites: • Corcoran High School • Patterson High School • Sanger High School

2. Basic Education Proficiency: There are two workforce-readiness programs that address areas of significant deficiency in the Valley: English Language Learners and Digital Literacy.

Demonstration Sites: • Ceres Adult School • Delano Union Elementary • Pacheco High School • Pixley Adult School • Stockton Adult School • Waterford High School

3. Business Incubation & Entrepreneurship Development: This establishes a network of entrepreneurship development programs; E-Centers will focus on the targeted regional industries.

Demonstration Sites: • Bakersfield College • Reedley City College • University of Pacific

4. Green Economy & Workforce: This ensures that the green economy and workforce are part of this new occupational development in the Valley, consistent with the needs of agribusiness, the goals of AB 32 — the Global Warming Solutions Act, the air quality goals of the Partnership and the energy independence goals of the San Joaquin Valley Clean Energy Organization.

Stockton Adult School

SAN JOAQUIN COUNTY

University of the Pacific

Ceres Adult School

STANISLAUS COUNTY

Ceres Waterford

Patterson MERCED COUNTY

Stockton

Patterson High School

Pacheco High School

Los Banos

Waterford High School

MADERA COUNTY

FRESNO COUNTY

SangerReedley

Sanger High School

Reedley City College

TULARE COUNTY

KINGS COUNTY

PixleyPixley Adult SchoolCorcoran

High School

Corcoran

Delano Union Elementary

Bakersfield College

KERN COUNTY

Delano

Bakersfield

3

“The purpose of Valley Legacy is

to demonstrate success and then

institutionalize this first-chance

system throughout the Valley.”

Peter Weber, Board Member

California Partnership

for the San Joaquin Valley

California Partnership for the San Joaquin Valley | VALLEY LEGACY

Deliverable 1Sector-Based Articulation

GoalThe purpose of the Sector-Based Articulation project is to demonstrate best practices in high school career and technical education (CTE) programs in high-priority industries. The participating high schools and programs are:

• Corcoran High School (Kings County): Renewable Energy and Ag Manufacturing programs

• Patterson High School (Stanislaus County): Agribusiness and Logistics and Distribution and Management programs

• Sanger High School (Fresno County): Biotechnology and Ag Manufacturing programs

Expected ImpactThrough the support of a dedicated project coordinator with expertise in high school career pathways, and the added resources of collaborating industry representatives, each site will have developed and/or enhanced their programs to the greatest extent possible. Students are exposed to critical elements of each of the industries, gaining career-related skills, and learning about the potential job market and requirements for success to enter the workforce and/or higher education.

Successful ComponentThe projects are being documented by a university research team and will be showcased at the regional 2012 Exemplary Practices in Education Conference in January and described in a case study that will identify the critical steps involved in exemplary articulated career exploration programs. Other educators will learn from the successes and pitfalls encountered. In addition to the experiences and knowledge participating students will have gained, the case study will be a significant outcome as high schools face reductions in funding for CTE programs and increased pressures to focus solely on academics. These programs will be examples to others of what is possible with limited resources and time.

“We are grateful to have so many

collaborators in this project, including

school districts, colleges, local

Workforce Investment Agencies,

industry representatives serving as

guest speakers, advisory members

and field trip sites, and collaborating

groups helping to provide information

and support to the schools and

students.”

Marcy Masumoto, EdD

Project Director

Central Valley Educational

Leadership Institute

California State University, Fresno

Central Valley Educational Leadership Institute California State University, Fresno

4

California Partnership for the San Joaquin Valley | VALLEY LEGACY

Central Valley Educational Leadership Institute California State University, Fresno

Deliverable 2.1Basic Education ProficiencyEnglish Language Learners

GoalThe purpose of this deliverable is to demonstrate best practices in English language development for English Learners through English Learner Institutes (ELI) in two high schools and one adult school. The intent of each ELI is to enhance the academic program for English Learners (EL) to better prepare them for the workforce and/or higher education, with each site potentially serving as a “demonstration project” for other schools.

Participating schools include:• Ceres Adult School (Stanislaus County)• Pacheco High School (Merced County)• Waterford High School (Stanislaus County)

Expected ImpactCentral Valley Educational Leadership Institute at California State University, Fresno, the lead agency, is working with Pivot Learning Partners to strategically improve the systems and instruction for EL in participating sites. Through data analysis and process improvement, and professional development and coaching of site and teacher leaders, project staff help the schools make significant changes in their instructional practices to improve the academic success of EL. Goals are (1) to support educators at participating adult and high schools as they work to close the achievement gap, and (2) to support EL students as they obtain English proficiency and excel academically.

Successful ComponentThe local Workforce Investment Agencies in Stanislaus and Merced counties have been partners in this project and have provided significant support with enrollment and support services for students and their families. They also have provided relevant career exploration, job preparation and industry-related information to help students understand how to pursue a career and/or higher education, how to look for and apply for jobs, and the value of being bilingual in the workplace.

“A unique feature of this work

in the high schools is a ‘student

voice’ leadership component for EL

students who support their peers in

attaining higher levels of academic

achievement through improvement

planning and activities that positively

impact English Learners on their

campuses.”

Marcy Masumoto, EdD

Project Director

Central Valley Educational

Leadership Institute

California State University, Fresno

www.csufresno.edu/cveli

5

California Partnership for the San Joaquin Valley | VALLEY LEGACY

Deliverable 2.2Basic Education ProficiencyDigital Literacy

GoalBenefits and opportunities of technology are often unavailable to rural communities located in the San Joaquin Valley. National, state and local leaders have expressed concern that large parts of rural America are losing out on jobs, economic development, emergency preparedness and civic participation because of inadequate access to the Internet. To increase the utilization of technology and decrease barriers, Valley Legacy works to increase the knowledge and use of computers and the Internet in three Valley communities — two rural largely Hispanic communities: Delano, Kern County, and Pixley, Tulare County; and one urban community: Stockton, San Joaquin County.

Expected ImpactProgram students learn to: access the Internet, creating and using email accounts and social networking sites; use various software applications such as Word and Excel; write a business plan; build a resume; look for work and submit job applications online; set up and use online banking; and enroll and participate in distance learning courses to further education and business training. Desired impacts of the program include increased collaboration and communication between local school districts, Workforce Investment Boards and other resource organizations; the facilitation of lifelong learning; improved economic status; and an improved general quality of life. A successful component of this model includes the amount of communication coming from the California Partnership for the San Joaquin Valley and the partners involved in Valley Legacy. Through team meetings, email updates and phone calls, there is a strong understanding of the program, team work, development of new partnerships, and fluid communication, which ensures program success.

Successful ComponentThe success of this program is evident through the people it serves. Numerous students have completed the program and now have computer skills. They can communicate online with family members through webcam, email and use it to do homework.

6

“Valley Legacy understands the

importance of the Internet and

high-speed technology training

as an effective tool for economic

development. We are honored to be

a part of this effort to educate and

train Valley residents with the goal of

improving their quality of life.”

Dejeune Shelton

Interim Director

Great Valley Center

www.greatvalley.org

California Partnership for the San Joaquin Valley | VALLEY LEGACY

Deliverable 3Business Incubation & Entrepreneurship Development

GoalThe goal of the Lyles Center’s grant deliverable is to develop and implement two-year demonstration Entrepreneurship Center (E-Center) sites. E-Centers will serve to build support for small businesses and business start-ups by providing education resources and coaching, mentoring and referral services for entrepreneurs in the regions being served.

Expected ImpactEntrepreneurship is a foundational strategy for economic development and self-sufficiency in the San Joaquin Valley. It provides individuals with a greater degree of control over their employment situation. Students are motivated to continue their education when presented with the opportunity to start their own businesses. Students, especially those from disadvantaged or underrepresented backgrounds, turn to entrepreneurship as their best opportunity to create success for themselves utilizing their talents and the best of their abilities. Entrepreneurship provides the opportunity for self-employment in a region that has not, historically, attracted Fortune 500 companies.

Successful ComponentThe Lyles Center established an Entrepreneur Pathway program three years ago. The Pathway program has been successful in building curricula, classroom content, and community support for the delivery of knowledge, skills, and actions for students seeking self-employment. The program is built around curricula and learning that has explicit and standard knowledge delivered in the class setting with programs designed to build entrepreneurial skills. E-Center development is a natural progression from the efforts and relationships already developed. Some of the training workshops include: Business Plan Overview, Management, Leadership, Operations, Accounting/Bookkeeping and Marketing & Sales/Service.

7

“The impact of this effort is significant.

The Lyles Center, along with each

of these sites and community

partners, are preparing individuals

across the Central Valley to pursue

self-employment, leading to the

emergence and growth of more small

business startups; which will lead us

into economic recovery.”

Genelle Taylor

Associate Director

Lyles Center for Innovation and

Entrepreneurship

www.lylescenter.com

California Partnership for the San Joaquin Valley | VALLEY LEGACY

Deliverable 4Green Economy & Workforce

GoalAs the world progresses toward more sustainable trends, the green economy is having a direct impact on our workforce and the training required for success. Current educators do not have established resources to develop the growing demand of workforce skills, and green jobs are not fully understood by our future workforce. During the two-year term of this grant, there are three specific goals. (1) Establish a central repository of information for use by education and business to develop new occupational opportunities for a Green Economy. (2) Research and develop a regional scan of skills needed to compete in a green economy and be successful in the green workforce. (3) Review each of the four grant pilots to assure consistency with the needs of agribusiness, AB 32, the air quality goals of the Partnership, and the energy independence and clean energy goals of the San Joaquin Valley Clean Energy Organization (SJVCEO). There has been significant progress toward accomplishing these three goals. SJVCEO continues to drive forward.

Expected ImpactThe result of our progress toward goal one – establishing a repository of information – is a new website that will serve as a tool for educators and job seekers. The site provides job links, research materials, and a wealth of resources to supplement and inspire curriculum for high- school and community college courses. This website will be used by teachers, students and job seekers looking for and wanting to share information on clean energy. This will be utilized to inspire the budding entrepreneur and influence a student’s higher education choices which is a significant step in preparing the Valley’s future workforce.

The site is a working information system. Currently, it has amassed a long list of experiments, lesson plans, white papers, reports and studies on everything from how to make a mini wind turbine, to jobs, to the next trend in renewable energy.

Successful ComponentAs a parallel effort, green businesses have been identified throughout the Valley and strong relationships have developed.

Through these relationships, SJVCEO has been able to provide several green business tours to aspiring high-school students participating in Valley Legacy. Our future workforce has already been exposed to this career option, their interest sparked. This is the most important first step in motivating students to choose green careers and education.

“Our project acts as a central

information gathering site, a place for

others in the effort to go for details.

It continues to evolve and will likely

gain other components as the project

nears completion.”

Mike Nemeth

Program Manager

San Joaquin Valley

Clean Energy Organization

https://sites.google.com/site/wiasjvceo/home

8

California Partnership for the San Joaquin Valley | VALLEY LEGACY

Demonstration Sites:• Bakersfield College• Ceres Adult School• Corcoran High School• Delano Union Elementary• Pacheco High School• Patterson High School• Pixley Adult School• Reedley City College• Sanger High School• Stockton Adult School• University of Pacific• Waterford High School

Workforce Investment Boards:• Fresno Regional Workforce Investment Board• Kern County Employers’ Training Resource• Kings County Job Training Office• Madera County Workforce Assistance Center• Merced County Workforce Investment Board• San Joaquin County Workforce Investment Board• Stanislaus County Alliance WorkNet• Tulare County Workforce Investment Board

Special thanks to the individuals and organizations for their willingness to collaborate and invest in our Valley.

CENTRAL VALLEYHIGHER EDUCATION CONSORTIUM

Leadership Council• Dr. John Welty, President, California State University, Fresno • Dr. William Covino, Provost, California State University, Fresno • Mike Dozier, Interim Director, Office of Community and Economic Development • Ismael Diaz Herrera, Program Manager, Office of Community and Economic Development • Shelby Gonzales, Budget Manager, Office of Community and Economic Development • Blake Konczal, Executive Director, Fresno Regional Workforce Investment Board • Pam Lassetter, Assistant Director, Fresno Regional Workforce Investment Board • Christine Nutting, Associate Director, Office of Community and Economic Development • Jeff Rowe, Workforce Development Director, Stanislaus County Alliance WorkNet • Peter Weber, Board Member, California Partnership for the San Joaquin Valley

Partnering Organizations:

Central California Workforce Collaborative

Central Valley Educational Leadership Institute California State University, Fresno

9

Published by:

Office of Community and Economic Development

California State University, Fresno

5010 N. Woodrow

Fresno, California 93740

559.294.6021

www.facebook.com/sjvpartnership

www.sjvpartnership.org

25

APPENDIX F Cal Valley Tech iHub Proposal

Central San Joaquin Valley Innovation Hub

Presented by:

Central Valley Business Incubator &

Merced County Department of Commerce, Aviation and Economic Development

Kirk T. Nagamine Chief Executive Officer Central Valley Business Incubator 1630 E. Shaw Avenue Suite 163 Fresno, CA 93710 Telephone: (559) 292-9033 Fax: (559) 294-6537 Website: www.cvbi.org

Mark J. Hendrickson Director

Merced County Department of Commerce, Aviation and Economic Development

2507 Heritage Drive Atwater, CA 95301

Telephone: (209) 385-7686 Fax: (209) 383-4959

Website: www.caed.merced.ca.us

Central San Joaquin Valley iHub 1

Central San Joaquin Valley iHub July 22, 2010

Table of Contents Table of Contents........................................................................................................................1 Executive Summary……………………………………………………………………………………2 Introduction.................................................................................................................................3

iHub Certification Criteria..................................................................................................3 Co-Leads………………………………………………………………………………………………....4 Partnerships................................................................................................................................5 Leveraging Resource Strengths……………………………………………………………………..9 Boundaries: The Geography of the Central San Joaquin Valley iHub.................................10 Economic Indicators and the Need for Diversification..........................................................10 iHub Coordinator.......................................................................................................................11 Purpose: a Water, Energy and Agricultural Technology iHub..............................................11

A Solid Foundation with Existing Programs and Services...............................................11 A Proposed Area of Growth: Healthcare Technology……………………………………...12 Building on Current Strengths..........................................................................................13

Central Office.............................................................................................................................13 Goals/Benchmarks....................................................................................................................13 Budget........................................................................................................................................14 Incentives to Support iHub Companies .................................................................................15 Evaluation..................................................................................................................................15

Central San Joaquin Valley iHub 2

Executive Summary Statement of Purpose The objective of the Central San Joaquin Valley iHub will be to promote technological innovation in the areas of Water, Energy, and Agriculture, and to develop these innovations into sustainable businesses that will benefit the citizens of California and the world. Structure The Central San Joaquin Valley iHub will be jointly led by the Central Valley Business Incubator (CVBI) and the Merced County Department of Commerce, Aviation and Economic Development (Merced County CAED). The iHub will accelerate innovation, commercialization, tech transfer and the development and launch of new technology based businesses in the Water, Energy and Agriculture industries. The initial Central San Joaquin Valley iHub Board of Directors will consist of representatives of the CVBI and the Merced County CAED, as well as representatives of the region’s two major universities, UC Merced and CSU Fresno, and a representative of the UC Merced Small Business Development Center Regional Network (UCM SBDC).The Central San Joaquin Valley iHub also has the support and participation of numerous leading public and private organizations throughout the region. Initial Central San Joaquin Valley iHub activities will be supported by the existing staff and facilities of the CVBI and the Merced County CAED. One core activity will be the establishment of a new business incubator in proximity to the UC Merced campus. This incubator, which will be modeled after the successful Claude Laval Water, Energy and Technology (WET) Incubator currently in operation on the grounds of CSU Fresno, will serve the faculty, students, and researchers of UC Merced, and entrepreneurs from throughout the region. Additionally, as the health sciences research capability at UC Merced grows, in conjunction with the establishment of the planned UC Merced Medical School, healthcare innovation will become an important iHub strength. Benchmarks The major economic challenge facing our communities – chronic, double-digit unemployment – is regional in nature and requires collaboration among government entities and private sector organizations. Our mission is guided by the understanding that companies with fewer than 20 workers create up to 80% of all new jobs. An iHub designation will result in a direct and positive impact in the region of the Central San Joaquin Valley, including the counties of Fresno, Kings, Madera, Merced and Tulare. Projected benchmarks associated with the Central San Joaquin Valley iHub include:

Increased development of small tech business Increased commercialization of research conducted by UC Merced and CSU Fresno Increased development of industry clusters, promoting cross-industry growth synergies

Relevance By helping startup businesses to launch successfully, CVBI, Merced County CAED and its partners are creating an investment in the long-term economic health of our region. By building a sustainable economy, we are helping to reduce unemployment. By creating more quality jobs, we are helping families move away from social programs and the poverty cycle, and toward self-sustaining life. The iHub designation will add to that structure and continue to build upon the existing infrastructure.

Central San Joaquin Valley iHub 3

Introduction

―I never perfected an invention that I did not think about in terms of the service it might give others...I find out what the world needs, then I proceed to invent.‖

- Thomas Edison, Inventor and Scientist Home to five of the top ten agricultural producing counties in the world, and the birthplace of many irrigation and agriculture production innovations, the Central San Joaquin Valley literally feeds the world. Yet, water and energy challenges continue to confront the region. Water and Energy are keys to sustaining the Central San Joaquin Valley’s ability to provide the world’s food supply. Necessity is the mother of invention. The Central San Joaquin Valley has the resources, talent and drive to develop the ideas that stem from a deep understanding of the issues that confront the region and the need to find solutions. The natural resources of the region make the Central San Joaquin Valley the ideal environment to develop and test important Water, Energy and Agricultural technologies. The region has, for example, well established industry clusters, especially relative to water. The International Center for Water Technology (ICWT) and the Center for Irrigation Technology (CIT) at CSU Fresno are among the leading water and fluid science technology research, development and testing programs in the world today. The region is also home to the newest and tenth University of California campus, UC Merced. UC Merced hosts the globally-renowned Sierra Nevada Research Institute (SNRI), as well as the University of California Advanced Solar Technologies Institute (UC Solar) and the UC Merced Energy Research Institute (UCMERI). The faculty, staff, and students of UC Merced are dedicated to developing new knowledge and innovative technologies that address the needs of the Central San Joaquin Valley and the world, and to fulfilling UC Merced’s mission of research, education, and public service. The Central San Joaquin Valley iHub will be jointly led by Central Valley Business Incubator (CVBI) and the Merced County Department of Commerce, Aviation and Economic Development (Merced County CAED). The iHub designation will enhance our region’s current emphasis on these three industry clusters by accelerating the process of transferring scientific research to practical application to commercialization. The Central San Joaquin Valley iHub will support and accelerate these and other innovations by generating increased capacity to leverage the natural resources of the region and creating a nexus of innovation and business development that will usher positive change in the region, and beyond. iHub Certification Criteria As demonstrated throughout this proposal, the Central San Joaquin Valley iHub meets the certification criteria, as follows:

Anchored by two universities: UC Merced and CSU Fresno Business support organizations:

o Economic development organizations: (5) Fresno, Kings, Madera, Merced, and Tulare County Economic Development Corporations

o Workforce development/training organizations: (5) Fresno, Kings, Madera, Merced, and Tulare County Workforce Investment Boards

o Incubator/business accelerator: CVBI, Lyles Center, UCM SBDC and UC Merced Center for Entrepreneurship

o Chambers of Commerce: (6) Fresno, Hanford, Madera, Easter Madera County, Merced, and Tulare

o Networking organizations that support innovation: California Partnership for the San Joaquin Valley and Regional Jobs Initiative

Educational consortium, including technology transfer: CIT, ICWT, CWI, Lyles Center, UC Merced Center for Entrepreneurship, UC Solar, UCMERI and SNRI

Central San Joaquin Valley iHub 4

Venture capital networks: Central Valley Fund Research institutions: UC Merced and CSU Fresno Municipal economic development divisions / departments: All municipalities located within

the boundaries of the five-county Central San Joaquin Valley Co-Leads Central Valley Business Incubator (CVBI) The Central Valley Business Incubator, a non-profit, 501(c)(3), is a first-level economic driver that has

helped more than 4,000 entrepreneurs and business-owners ramp up and launch new enterprises in the San Joaquin Valley resulting in:

o More than 2,300 new, verifiable jobs in the Central Valley o More than $21 million in capital generated o More than 240 new, small businesses launched

CVBI provides business incubation services and technical assistance at no charge to qualified, low-moderate income and rural populations; offers free and discounted services to community benefit organizations; promotes social responsibility via incorporation of the triple-bottom-line, and offers full-service and fee-based incubation to onsite, tech-based enterprises and entrepreneurs.

Through the course of its 14-year history, CVBI has developed a rich selection of targeted programs and today offers the following Technical Assistance Services:

o Online business feasibility analysis and face-to-face counseling o Online business planning guidance and training, free to disadvantaged microenterprise and

offered in both English and Spanish o Broad-based training and coaching in each of the eight core business elements:

management; operations; accounting/bookkeeping; financing; marketing/public relations; sales; human resources and legal

o Free business training workshops o On-site member services for up to five high-growth start-up enterprises at each of CVBI’s

two facilities o Full-service coaching and preferential lease rates to high-growth start-up enterprises

located at off-site executive office complexes with which CVBI has operating agreements o Affiliate member support services for existing and newly launched enterprise o Counseling, connections and support for opportunities to access investment funds

(microloans, Angel Funds and venture capital) Merced County Department of Commerce, Aviation and Economic Development (Merced County CAED) The Merced County CAED has a number of programs and services designed to assist businesses

who are expanding or starting. Located in the Castle Commerce Center, it plays important roles in the redevelopment of Castle Air Force Base, the coordination of the Central Valley foreign trade zone activities and moving the county into the high tech arena. Its services include: business development, marketing strategies, business operations, financing options, as well as one-on-one assistance and training classes for entrepreneurs.

The Revolving Loan Fund (RLF) was created as a tool to supplement SBA and private financing. It provides gap financing to businesses for projects that create jobs.

The Agricultural Waste Management Loan Program is available to assist with wastewater improvements to animal confinement facilities.

The Enterprise Zone Program targets economically distressed areas throughout California, such as Merced County. Special state and local incentives encourage business investment and promote the creation of new jobs. The purpose of the program is to stimulate development by providing tax incentives to businesses and allow private sector market forces to revive the local economy.

The director of the Merced County CAED serves as the administrator for the seven-county United States Foreign Trade Zone (FTZ). The FTZ includes all five of the Central San Joaquin Valley counties. The FTZ is a designated area which, for customs purposes, is considered outside the

Central San Joaquin Valley iHub 5

United States. Foreign or domestic merchandise may enter this enclave without a formal customs entry or the payment of customs duties or government excise taxes. If the final product is exported from the United States, no U.S. customs duty or tax is levied.

The Castle Commerce Center is also home to Castle Airport, an emerging commercial-industrial center capable of handling the largest of aircraft in the world. With a runway length of 11,802 feet, direct access to railroad and highways and regional proximity to three major California seaports, Castle Airport is a prime location from which to export agricultural products globally.

Partnerships The Central San Joaquin Valley iHub will leverage the strengths and collaborative nature of existing regional partners. It is anchored by UC Merced and CSU Fresno’s extensive research capabilities, CVBI’s entrepreneurial leadership, and a variety of regional partners and resource agencies. As shown in Attachment A, the Central San Joaquin Valley iHub is created by collaboration across traditional sectors. Partnership documentation, in the form of letters of commitment and support, is attached for the following partners: University of California, Merced UC Merced is one of four campuses that make up the Center for Information Technology Research in

the Interest of Society (CITRIS), a UC Institute for Science and Innovation. As an integral part of the Central San Joaquin Valley Innovation Hub (iHub), UC Merced brings a number of key assets to the program, including:

o Demonstrated experience with innovation programs: UC supports faculty entrepreneurship and the creation of start-up companies founded on the inventor's new technology. Such companies represent an important and viable path to product commercialization and to local economic development and job creation. UC technology transfer officers will seriously consider inventor desires to start companies in its technology licensing decisions, provided that the arrangements conform to the University's conflict of interest and conflict of commitment policies. The technology transfer officers will also work proactively with these start-ups to optimize their future success.

o Demonstrated experience with technology transfer/licensing and intellectual property management: The UC Office of Technology Transfer (OTT) provides leadership and strategic direction for the system-wide University of California technology transfer program and is responsible for administration of intellectual property on behalf of UC Merced. OTT functions include the development and administration of intellectual property policy, including the University of California Patent Policy, the evaluation of inventions, prosecution of patents, licensing of intellectual property, monitoring of licenses and other intellectual property agreements, distribution of resulting income, and provision of support to other campus units in copyright, trademark, and research funding agreements.

Experience in these areas will be critical to the iHub’s long term success. UC Merced will provide these services and expertise directly to UC Merced faculty and students, who are interested in innovation, technology transfer, and the creation of new companies to license, develop and market technologies invented at UC Merced. UC Merced can also share this experience with iHub management so that it can be disseminated to companies and entrepreneurs throughout the iHub’s area of operations.

In addition to UC Merced’s innovation and technology transfer expertise, there are a number of programs located on the campus, and the campus’ Castle facility, which will benefit greatly from the iHub’s establishment. These organizations will collaborate directly with the iHub on the commercialization of new green and renewable energy technologies and the creation of new companies and entrepreneurs. These organizations include the following:

University of California Advanced Solar Technologies Institute (UC Solar) UC Solar is a new multi-campus research institute made up of faculty from the University of

California’s Merced, Berkeley, and Santa Barbara campuses. UC Solar was established with a $2.25

Central San Joaquin Valley iHub 6

million grant from the University Of California Office Of Research and officially launched in 2010. Headquartered at UC Merced, UC Solar creates technologies that make solar energy systems more efficient, more affordable and the best choice for the people of California and the world. In addition, UC solar educates and develops tomorrow’s solar energy leaders and entrepreneurs.

Initial UC Solar research areas include advancing the state-of-the-art in solar concentration (for photovoltaic and thermal systems), employing nanotechnology in both collector/concentrator and device structures, and developing new devices that capture useable energy in the UV portion of the solar spectrum.

UC Merced Energy Research Institute (UCMERI) UCMERI’s 15 faculty members include mechanical engineers, materials scientists, physicists,

environmental engineers, biochemists, computer scientists and social scientists from the Schools of Engineering, Natural Sciences, and Social Sciences, Humanities and Arts. UCMERI's broad-based cross-disciplinary research focuses on many aspects of the renewable energy spectrum, including energy efficiency, bio-fuels, nanotechnology and the development of a global energy curriculum. UCMERI educates the energy industry and the next generation of energy scholars, practitioners and policymakers. From research to innovation to commercialization, UCMERI will have a transformative effect on California’s Central Valley and the global energy landscape.

Sierra Nevada Research Institute (SNRI) SNRI’s mission is to discover and disseminate new knowledge that contributes to sustaining natural

resources and promoting social well being in the San Joaquin Valley and Sierra Nevada regions of California, and related regions worldwide, through integrated research in the natural, social, and engineering sciences. SNRI faculty, researchers, and students conduct basic and applied research using the San Joaquin Valley and the Sierra Nevada as their ―outdoor laboratory.‖ Core SNRI Research areas include: Ecology and Ecosystem Science; Climate and Hydrology; Environmental Economics, Policy and Management; and Air Pollution and Public Health.

UC Merced Center for Entrepreneurship Working with students from the Schools of Engineering, Natural Sciences, and Social Sciences,

Humanities and Arts, the proposed Center for Entrepreneurship at UC Merced will prepare today's students to become tomorrow's business leaders. The Center for Entrepreneurship will stimulate the application of theory and new research results to real-world problems, stimulate entrepreneurship, and collaborate with external organizations that can bring problems to the center for resolution. Faculty, students and partners from industry or public organizations can form teams to work on real problems or to develop ideas on how to bring new technologies or services to the marketplace. New business ideas and business models can be tested, with the center as a nursery for new ideas. The Center for Entrepreneurship’s mission is to create new sustainable economic activities to support a fast growing population expansion in an underserved, mainly rural region.

California State University, Fresno As an integral partner of the Central San Joaquin Valley Innovation Hub (iHub), CSU Fresno brings a

number of key assets to the collaboration, including a number of campus departments whose expertise in water, energy and agricultural technology will compliment the iHub’s ability to commercialize new technologies and create new companies and entrepreneurs. These departments include the following:

Office of Community and Economic Development, CSU Fresno (OCED) OCED is dedicated to aligning the CSU Fresno’s intellectual capacity and innovation-driven economic

development initiatives to improve the competitiveness and prosperity of the San Joaquin Valley region. In supporting economic development innovation, OCED collaborates with regional industry clusters to develop a strategic approach to development, technology transfers, workforce development initiatives, infrastructure needs, and collaborative industry relations. Two direct results of OCED’s activities are the California Partnership for the San Joaquin Valley (Partnership) and the Regional Jobs Initiative (RJI). Both initiatives are based on the idea that regional economies are

Central San Joaquin Valley iHub 7

made up of a series of related industries, or clusters, that benefit one another. Both initiatives continue to convene experts and leaders committed to sustainable community and economic development, environmental stewardship, and human advocacy for the San Joaquin Valley region.

International Center for Water Technology, CSU Fresno (ICWT) ICWT is a public-private partnership dedicated to the development and application of advanced

technologies that enhance water use for urban, environmental, and agricultural purposes. CSU Fresno, in collaboration with a growing consortium of members in the water technology industry, joined together to form ICWT. Through applied technology, ICWT’s goal is to provide efficient first use and effective reuse of water supplies worldwide. Whether a company is a "start-up" venture with a new idea, or an established manufacturer with proven technology, ICWT provides assistance with a wide range of professional services. In addition to providing a world class, year-round water technology demonstration facility, ICWT advances water and fluid science technologies worldwide through four major activities: business development assistance, research and development, industry testing and certification, and education and training.

Center for Irrigation Technology, CSU Fresno (CIT) CIT is the only independent laboratory in the United States specializing in testing and evaluating

irrigation equipment. CIT plays a leading role in the development of national and international standards for irrigation equipment and testing procedures. The CIT lab, field, and educational activities address both agricultural and turf/landscape irrigation and drainage. With over 30 years of experience, CIT's expertise and sphere of activity are recognized worldwide.

Jordan College of Agricultural Sciences and Technology, CSU Fresno (Jordan College) Jordan College offers high quality undergraduate, graduate and continuing education programs and

conducts applied research and public service in selected areas of agriculture, food sciences, industrial technology, and family sciences. Programs combine a science, technology and management focus with experiential learning. Research, scholarly and creative activities involve faculty, staff and students in projects to improve the educational process, discover new knowledge, find solutions to significant societal and industry problems, communicate findings to industry and society at large, and improve and develop new skills.

Lyles Center for Innovation and Entrepreneurship (Lyles Center) As one of the leading entrepreneurial centers in California, the Lyles Center located at CSU Fresno

assists both students and community members in pursuit of their entrepreneurial goals by delivering assistance through applied learning, professional consulting, and managed problem solving. The Lyles Center helps entrepreneurs develop successful companies through integral professional consulting services and programs that included: Intellectual Property Management, Technology Development and Commercialization, Market and Technology Assessment, Business Plan Review and Evaluation and Internships and Coaching. Seven Community College campuses in the five- county region are linked to the Lyles Center through entrepreneurship education and the development of Entrepreneurship Centers that will provide regional communities with access to knowledge and training in entrepreneurship and innovation.

University Business Center, Craig School of Business, CSU Fresno (UBC) The UBC serves as the outreach arm for the Craig School of Business at CSU Fresno, offering

professional development programs and state of the art meeting facilities. The UBC focuses on providing businesses and professionals with services and resources to foster growth, job creation and economic prosperity. The UBC also offers professional development opportunities including small business development services, customized corporate training programs, and business education.

UC Merced Small Business Development Center Regional Network (UCM SBDC) The UCM SBDC is a fully accredited national program that promotes the development and growth of

small businesses by providing high quality, low-cost management and technical assistance to business owners and aspiring entrepreneurs to a region that includes the five counties of the Central

Central San Joaquin Valley iHub 8

San Joaquin Valley. The UCM SBDC provides its resources and services at each of the following Service Centers located within the Central San Joaquin Valley:

o CVBI SBDC (serving Fresno and Madera Counties) o The Alliance SBDC-Los Banos Incubator (serving Merced County) o The Alliance SBDC-Merced Satellite (serving Merced and Mariposa Counties) o Tulare/Kings SBDC (serving Tulare and Kings Counties)

The UCM SBDC supports the region’s economic growth by building capacity of three critical elements: 1) access to innovative entrepreneurs with ideas for new products, 2) access to university expertise and research to assist entrepreneurs in developing their products for market, and 3) assistance to obtain the federal SBIR/STTR awards and other early stage grants to fund research and development of innovative ideas. The UCM SBDC program is focused on addressing these issues and building a support infrastructure, technical assistance and tools that promote and enhance commercialization outcomes.

The mission of the UCM SBDC is to promote the development and growth of small businesses by providing high quality business assistance through entrepreneurial training, free one-on-one business consulting, research, business plan assistance, financial and loan preparation assistance to include financial projections. This mission has resulted in consulting with more than 10,263 clients, creating and/or retaining more than 3,063 jobs and generating $130,192,847 in new capital investment with business clients and entrepreneurs.

For the Central San Joaquin Valley iHub, the UCM SBDC SBIR;/STTR Assistance Program can provide training and counseling to small businesses to help them secure SBIR/STTR funding to commercialize new technologies. The network will be a conduit with UC Merced, CSU Fresno and the business community to provide assistance.

o Initiative 1: Technology Licensing and Technology Transfer Goal: Increase technology licensing and technology transfer assistance by the UCM SBDC over the next five years and move from a stand-alone service provider to a well-integrated part of the iHub tech transfer and tech licensing collaboration and continuum.

o Initiative 2: SBIR/STTR Assistance Goal: Increase collaborations between UCM SBDC, the Lyles Center, UC Merced, and CSU Fresno’s SBIR/STTR Program in order to increase awareness, grant awards and capital investment for innovation.

o Initiative 3: Innovation & Effectiveness Goal: To assist Central California’s small businesses to develop and commercialize technology by identifying client/potential client technology development and commercialization needs and create products/services to meet those needs.

The UCM SBDC will also assist researchers and inventors with their entrepreneurial efforts with the goal of obtaining commercialization of their technology. A cornerstone of the strategy to be used is the Goldsmith Technology Commercialization Model. By adopting a proven model, the team will able to move more quickly in refining current products and services as well as identifying gaps that would guide new service offerings. The UCM SBDC Innovation Center’s programs are in the following categories:

o Stimulating technology entrepreneurship o Opportunity assessment (the technology, the market and the management team) o Planning, financing and accomplishing research and development o Developing the business plan and helping to secure startup funding and growth capital o Incubating the ventures that result (mentoring and helping to develop various growth phases)

San Joaquin Valley Clean Energy Organization (SJV CEO) SJV CEO is a non-profit organization dedicated to improving the quality of life in the San Joaquin

Valley by significantly increasing the region's use and reliance on clean energy (energy efficiency and renewable energy sources). It serves as a catalyst to pull together and support efforts to demonstrate how the San Joaquin Valley can use clean energy resources to meet current and future energy needs. SJV CEO works with local governments in two ways: (1) a local government partnership in Kings and Tulare Counties with Southern California Edison and Southern California Gas Company to promote energy efficiency and awareness and reduce energy use; and (2) working with 40

Central San Joaquin Valley iHub 9

jurisdictions throughout the San Joaquin Valley to secure federal and other funding and assisting them to implement energy efficiency projects that can benefit all in the region.

Leveraging Resource Strengths Economic Development Corporations (EDCs) The EDCs in each of the following five counties will provide resources and services to the Central

San Joaquin Valley iHub: o Economic Development Corporation serving Fresno County o Kings County Economic Development Corporation o Madera County Economic Development Commission o Merced County Economic Development Corporation o Economic Development Corporation serving Tulare County

The EDCs exist to market their respective county as the premier location to expand and grow core industries, while promoting job creation, increased investment, and diversification of local economies. The EDCs provide businesses with the resources necessary when evaluating, planning and implementing a site location/expansion in their respective county. The EDCs facilitate the site selection process by: (1) Connecting with the region’s key decision makers in economic development, financial, government, regulatory and real estate; (2) Providing proprietary research/data; (3) Conducting site searches and site tours; and (4) Facilitating planning and consultation meetings. The EDCs strive to not only facilitate site selection for new businesses, but also assists in the retention and expansion of businesses that are already located in their respective county.

Workforce Investment Boards (WIBs) The WIBs in each of the following five counties will provide resources and services to the Central San

Joaquin Valley iHub: o Fresno Regional Workforce Investment Board o Kings County Job Training Office o Madera County Workforce Assistance Center o Workforce Investment Board of Merced County o Workforce Investment Board of Tulare County

The WIBs serve as a catalyst to mobilize and integrate all private and public partners to effectively educate, train and place individuals with the necessary resources and skills to fulfill employer needs.

For the Central San Joaquin Valley iHub, the WIBs will offer access to their comprehensive workforce investment system through its One-Stop Centers. Their One-Stop Centers and Satellite Resource Centers connect job seekers to valuable employment and training services that include: use of resource room equipment, job search skills workshops, information on training and education, referrals to partnering agencies and community resources and labor market information on growth industries. Additionally, the WIBs will provide access to job posts, job search engines, assistance in locating training, and access to employment study results for Central San Joaquin Valley counties. The WIBs also provide short-term training for high-growth, high-demand industries.

Central Valley Fund (CVF) CVF provides private capital for small to mid-sized businesses. With a focus on the San Joaquin

Valley, CVF's capital is used to finance later stage growth, strategic acquisitions, ownership transitions, and recapitalizations. CVF provides the layer of a company’s capital structure between senior debt and common equity, often referred to as mezzanine capital. CVF mezzanine investments can be in the form of subordinated debt or preferred equity and structured to accommodate the specific needs of the business. CVF provides all portfolio companies with local personal attention—a rarity in the consolidating marketplace.

Merced College The Employer-focused Training Center (ETC), which is part of Merced College's extended campus,

engages in a wide range of activities in support of local businesses that include on-site training,

Central San Joaquin Valley iHub 10

modular curricula, literacy or skill-enhancement training, and contract facilitation with the Private Industry Training Department. The ETC offers programs in: Computers in Business, Medical Technology, Legal Technology, and Medical Assisting.

Innovation Place Network Merced College and the Cities of Los Banos and Merced collaborate with the Merced County

Economic Development Corporation to leverage resources to establish and expand incubator services in the region. The Innovation Place Network facilitates new wealth generation from small businesses and entrepreneurs with an emphasis on commercializing and marketing innovative technology from Merced College, UC Merced and local business. The goal of the Innovation Place Network is to achieve community prosperity through small business development. Small business support is crucial to new employment and wealth generation.

Chambers of Commerce (Chambers) The Chambers of Commerce are organizations of interested businesses that desire the promotion of

economic vitality for their respective county. Directed by an elected board of directors and advised by honorary directors, the Chambers promote a strong local economy through legislative advocacy, economic development, and community stewardship. The Chambers are an active partner with business, government and community leaders as it collaborates to promote a strong local economy. The Chambers offer a venue for ideas to be shared and where community consensus can be reached. The six Chambers within the five-county Central San Joaquin Valley are:

o Greater Fresno Area Chamber of Commerce o Hanford Chamber of Commerce (Kings County) o Madera Chamber of Commerce o Eastern Madera County Chamber of Commerce o Greater Merced Chamber of Commerce o Tulare Chamber of Commerce

Municipal Resources For the Central San Joaquin Valley iHub, cities will assist in business retention and expansion efforts

and provide regional sustainability. They will provide an array of resources including: business assistance programs, license and permit assistance, and utility services. The 35 cities within the five-county Central San Joaquin Valley have expressed their support and will with business locations and other assistance on a case-by-case basis.

Boundaries: The Geography of the Central San Joaquin Valley iHub The Central San Joaquin Valley iHub is defined as the five-county region generally referred to as the Central San Joaquin Valley, which includes Fresno, Kings, Madera, Merced and Tulare counties (Attachment B). The five-county region has a total population of approximately 1.9 million, which includes 35 cities and an unincorporated population of 522,479.

Economic Indicators and the Need for Diversification According to the California Employment Development Department, in 2008, the Central San Joaquin Valley (Fresno, Madera, Merced, Kings, and Tulare Counties) experienced an unemployment rate of 15.7 percent, 3.4 percent higher than the State average of 12.3 percent. Rural communities in the five-county region fared worst, with some communities experiencing unemployment rates of 30 percent and above. A disparity also exists between per capita income in the Central San Joaquin Valley and the rest California as a whole. In 2007, the U.S. Department of Commerce reported an average per capita income of $41,805 for the State of California. The average per capita income for the San Joaquin Valley was 36.4 percent lower at $26,570.

Central San Joaquin Valley iHub 11

In regards to median household income, the Central San Joaquin Valley was also at a disadvantage to the rest of the State. The U.S. Census Bureau reported in 2008 that California’s median household income was $61,017. The Central San Joaquin Valley’s median household income, however, was 27.5 percent lower at $44,236.

The Central San Joaquin Valley also had more of its population living in poverty in 2008. According to the U.S. Census Bureau’s Small Area Income and Poverty Estimates, 20.6 percent of the Central San Joaquin Valley’s total population was living in poverty. The comparable statistic for the State was 13.3 percent.

iHub Coordinator The Central Valley Business Incubator (CVBI) and Merced County Department of Commerce, Aviation and Economic Development (Merced County CAED) will serve as the Central San Joaquin Valley iHub’s coordinators and will assume day-to-day responsibilities for coordinating services and resources, as well as maintaining the partnership. Both organizations have been approved as the coordinators by the partners of the Central San Joaquin Valley iHub. Purpose: a Water, Energy, Agricultural and Healthcare Tech iHub The Central San Joaquin Valley iHub will support companies in Water, Energy and Agricultural Technology at all points during their development lifecycle to enhance local technology-based economic development, and to create jobs and wealth in the region. These leverage existing UC Merced and CSU Fresno research strengths, align with regional priorities, and build on existing programs and services. A Solid Foundation with Existing Programs and Services The Central San Joaquin Valley region already has resources actively deployed for Water, Energy and Agricultural Technology companies. Key existing programs and services that will serve as the foundation of the iHub include specific clusters such as: Water Technology: ―Blue Industries‖ are concerned with and focus on environmental sciences to

conserve natural environment and resources, and to curb the negative impacts of human involvement. This cluster also includes emerging technologies that help the environment by reducing the amount of waste produced by human activities.

o The International Center for Water Technology (ICWT) at Fresno State was established to provide education and research to assist in developing and adopting innovative solutions and technologies that improve water use efficiency. The program’s broad mandate includes water supply and quality; flood protection; and environmental enhancement. Activities focus on extended education, laboratory and field research, and policy development. While the program targets opportunities and issues within the San Joaquin Valley region, solutions and experiences are applicable worldwide.

Energy Technology: there are various businesses involved in wind, solar and hydraulic energies.

This cluster also includes alternative energy and fuel sources such as biodiesel and ―Green Industries‖ of private and public organizations.

o UC Merced has two research institutes focused on developing new renewable energy technologies: the University of California Advanced Solar Technologies Institute (UC Solar) and the University of California Merced Energy Research Institute (UCMERI). These institutes are dedicated to developing new green technologies that are more efficient, more affordable and the best choice for the people of California and the world.

o San Joaquin Valley Clean Energy Organization (SJV CEO) is a collaborator of the California Partnership for the San Joaquin Valley (Partnership) for renewable energy. SJV CEO’s vision is to help improve the quality of life in the eight-county region by significantly increasing

Central San Joaquin Valley iHub 12

the use and reliance on clean energy. SJV CEO provides information on state-of-the-art clean energy best practices, projects underway in the region, opportunities to increase the region's clean energy use, and resources to help fund successful projects.

Agricultural Technology: there are various businesses involved in food production, including farming and contract farming, seed supply, agrichemicals, farm machinery, wholesale and distribution, processing, marketing and retail sales.

o Jordan College conducts applied research and public service in selected areas of agriculture, food sciences, industrial technology, and family sciences. Programs combine a science, technology and management focus with experiential learning. Research, scholarly and creative activities involve faculty, staff and students in projects to improve the educational process, discover new knowledge, find solutions to significant societal and industry problems, communicate findings to industry and society at large, and improve and develop new skills.

o The Center for Irrigation Technology (CIT) is the only independent laboratory in the United States specializing in testing and evaluating irrigation equipment. CIT plays a leading role in the development of national and international standards for irrigation equipment and testing procedures. The CIT lab, field and educational activities address both agricultural and turf/landscape irrigation and drainage. With over 30 years of experience, CIT's expertise and sphere of activity are recognized worldwide.

A Proposed Area of Growth: Healthcare Technology The Central San Joaquin Valley iHub will also provided a fundamental platform for further innovation and commercialization of Healthcare technologies. UC Merced currently provides the Central San Joaquin Valley with a foundation for Healthcare Technology, through the continual development of the following initiatives: Health Sciences Research Institute (HSRI) The goal of HSRI is to catalyze important new research on complex human health issues within the

Central Valley region, and globally. Spanning emphases such as health psychology, cognitive science, neuroscience, molecular cell biology, stem cell biology, bioengineering, computational biology, and informatics. HSRI will be inclusive, while remaining focused on human health issues by applying state-of-the-art technologies, and innovative approaches to understand multicultural health, prevention, and multiple determinants of health and well being. Broadly defined, the mission of the HSRI is thus to promote all research in the human health sciences at University of California, Merced.

HSRI research is focused on the following themes: Biomolecular Basis of Health and Disease, Chronic Disease, Prevention and Control, and Health Disparity, Immunology and Infectious Disease, and Stem Cell Biology.

UC Merced Medical School UC Merced has also received broad support for the establishment of a Medical School based in the

San Joaquin Valley. As proposed, the instructional program at the UC Merced School of Medicine will be founded on a community-based distributed model of medical education, with select local health care facilities serving as instructional sites for quality clinical training. The first two years of the student program will be based in Merced and the final two years will take place in existing regional health care facilities at clinical campuses. The first clinical campus is slated to be in Fresno where the infrastructure exists to offer core rotations and electives to medical students through the UCSF Fresno Medical Education Program. Additional clinical campuses in the north and south Valley are planned for the future.

A UC Merced Medical School will provide numerous benefits, including addressing the critical shortage of physicians in the Valley, increasing access to health care for Valley residents, addressing specific health problems commonly found in the Valley, and improving the overall health status of Valley residents.

Central San Joaquin Valley iHub 13

Building on Current Strengths

1. Create expanded access to credit for entrepreneurs and small business owners through financial management training, fiscal planning and accounting.

2. More comprehensive engagement with fledgling businesses and entrepreneurs through a

network of trainers, mentors, and counselors to improve their chances for success in building high growth businesses in the Central San Joaquin Valley.

3. Proactive involvement and collaboration of public sector entities to provide full service entrepreneurial opportunities for business within industry clusters.

4. Foster competitive research and development that will break barriers to public/private collaboration on the commercialization of technology.

5. Expanded mentoring of business start-ups at UC Merced, CSU Fresno and at community colleges located in the Central San Joaquin Valley.

6. Higher diversification of the economic base of the Central San Joaquin Valley through job creation by business start-ups and developing a culture of innovation through collaboration.

Central Office The Central San Joaquin Valley iHub’s central office will be located at the Claude Laval Water, Energy, and Technology Incubator (WET) at 2911 E. Barstow Avenue, M/S OF 144, Fresno, CA 93740. The phone number at the CVBI Launching Pad is: (559) 292-9033. Already a point of entry for entrepreneurs and established businesses to develop and test ideas, the WET provides a venue to transfer scientific research to practical application to commercialization. This facility also offers affordable office space to early-stage companies, as well as ―drop-in‖ meeting space for Central San Joaquin Valley iHub member and sponsor companies, as discussed above under ―A Solid Foundation.‖ Goals/Benchmarks As discussed above, the programs that will form the core of the Central San Joaquin Valley iHub’s offerings are already in the process of expanding. As a result, core program components of this iHub proposal can be considered Foundational Components that are already established and being executed in our region. Currently Expanding Components are those that are in progress. Lastly, Future Development Components are those for which the Central San Joaquin Valley iHub and its partners are targeting. Accordingly, the goals/benchmarks for the Central San Joaquin Valley iHub are presented below. iHub Deliverables iHub

Foundational Components

iHub Currently Expanding Components

iHub Future Development Components

Business Incubation (Counseling, R&D, Innovation and Tech Transfer, etc) -Blue Tech -Green Tech -Ag Tech

Water, Energy & Tech Center in Fresno 10 Businesses 3 Businesses 8 Businesses

Development of Merced Water, Energy & Tech Center in Merced Virtual Incubation to support small and rural communities

Development of additional Tech-Specific Centers that leverage the natural resources of the region

Central San Joaquin Valley iHub 14

-Business Counseling & Guidance (in person) -Online Business Planning

300 50

500 100

1,000 150

Economic Development -New Companies -New Jobs

5 8

10 15

Research/Development -Ag Tech -Water Tech -Energy Tech -Other

University-based Research & Development testing for private industry & applied research 10 Companies/Projects Testing

15 Companies/Projects Testing

30 Companies/Projects Testing

Industry Cluster Support and Growth

Water Cluster (130 companies) Bi-Annual Water Conference Technology Showcase and Competition

Water Cluster (135 companies) Energy Cluster (30 companies) Food Proc./Ag Cluster (20 companies) Annual Water Conference

Water Cluster (140 companies) Energy Cluster (35 companies) Food Proc./Ag Cluster (25 companies) Logistics Cluster (20 companies)

Logistics and Ag Transportation

Repurposing former Castle Air Force Base to support & enhance the needs of the regional Ag Industry, supporting the creation of additional jobs and resources in support of Ag Tech.

Budget Short-Term Economic Sustainability Initial Central San Joaquin Valley iHub activities, including the organization of planning meetings and other collaborative activities, will be supported by the existing staff and facilities of the CVBI and the Merced County CAED. The annual operating budgets of the Central San Joaquin Valley iHub Co-Lead Organizations are provided below.

iHub Co-Lead Organization Annual Operating Budgets

CVBI Merced County CAED $972,194 $6,039,810

The Central San Joaquin Valley iHub will be structured for financial sustainability by the development and implementation of a realistic business plan. The plan will provide a framework for implementing a consistent budgeting process, using sound accounting methods, continuously monitoring each of these procedures, and making adjustments when necessary. Senior staff will review the business plan annually, making sure that financial projections are consistent with the iHub’s daily operations.

Central San Joaquin Valley iHub 15

Long-Term Economic Sustainability As a successful iHub, our long-term strategy will focus on a significant marketing and outreach campaign to attract private sector investments and private foundation grants to bolster the revenue generated from existing tenants utilizing the current and planned incubator programs. Grants for facilities and operational support are available through multiple government agencies, including the U.S. Department of Energy, the U.S. Department of Agriculture, the U.S. Small Business Administration, and the U.S. Department of Commerce. Significant funding is also available at the state level. Incentives to Support iHub Companies Incentives available to Central San Joaquin Valley iHub-supported companies vary across our region. The following is a summary of the range of incentives currently available. Financing Incentives

Community Development Block Grants SCIP Bond Financing California Capital Loan Guarantee Central Valley Fund San Joaquin Valley APCD Revolving Loan Funds Industrial Development Bonds Net Operating Loss Carryover Small Business Loan Guarantee Capital Investment Incentives LAMBRA and Enterprise Zones Redevelopment Commercial

Rehabilitation Loans

Operational/Development Incentives Renewable Energy Manufacturing

Credit Expedited permitting with staff assigned

specifically to individual projects Industrial Development and Recovery

Zone Boards Commercial Revitalization Program Central California Economic

Development Corporation Economic Revitalization Manufacturing

Property Tax Rebate Manufacturing Equipment Credit Pollution Control Financing

Recycle Market Development Zones Sewer Credits Electrical Utility Tax Sharing for Mega

users Potential Sales Tax Sharing for

Qualified Projects Merced Irrigation District – PV Buydown

Program

Human Resources Incentives / Support Employment Training Panel Program Workforce Investment Board Job Referral and Placement B.E.A.R Action Network Referral to and coordination with

Workforce Investment Board, State Employment Training panel, and RJI Implementation Team

Tax / Fee Incentives

Fee Deferrals Redevelopment Areas/Tax Increment

Financing Business License Discounts for Large

Sales Tax Generators New Hire Tax Credits Research and Development Tax Credit

Evaluation The Central San Joaquin Valley iHub’s performance to the goals and benchmarks detailed above will be conducted by each partner with reference to its own set of deliverables, measured against specific stated benchmarks, and validated through standard record-keeping. In the case of the core programs that CVBI will contribute as part of the iHub’s support mechanisms, the Program Director for each of the programs will provide information regarding performance to goals/benchmarks. The consolidated evaluation of the iHub – incorporating the activities of Central San Joaquin Valley iHub and its partners—will be reported to BT&H by CVBI and Merced County DCAED through an annual progress report.

Central San Joaquin Valley iHub 16

Central San Joaquin Valley iHub PROPOSAL AND APPLICATION

Attachment A

Central San Joaquin Valley iHub Ecosystem: Partners and Collaborators

Central San Joaquin Valley iHub 17

Central San Joaquin Valley iHub Ecosystem:

Partners and Collaborators

Central San Joaquin Valley iHub 18

Central San Joaquin Valley iHub PROPOSAL AND APPLICATION

Attachment B

Boundary Map

Central San Joaquin Valley iHub 19

Central San Joaquin Valley iHub

Central San Joaquin Valley iHub 20

Central San Joaquin Valley iHub PROPOSAL AND APPLICATION

Attachment C

Memorandum of Understanding

Central San Joaquin Valley iHub 21

Central San Joaquin Valley iHub 22

Central San Joaquin Valley iHub PROPOSAL AND APPLICATION

Attachment D

Personnel Resumes

Central San Joaquin Valley iHub 23

Central San Joaquin Valley iHub 24

Central San Joaquin Valley iHub 25

Barbara Rodiek 514 E. Michigan Ave Fresno, CA 93704 (559) 696-8563 brodiek@comcast.net

CAREER OBJECTIVE A leadership position responsible for overall strategy and execution of product and brand development that allows me to contribute to an organization’s corporate, philanthropic and financial success by leveraging my organizational, communication and community relations skills. LEADERSHIP PROFILE

Extensive experience in a variety of leadership roles responsible for communications, branding and creative and cost-efficient messaging

Proven successes in television, building increased public awareness of a wide array of issues; making television programming a centerpiece of a company’s PR engine

A track record of successful PR campaigns using multi-media and special productions

A rich reputation of building exceptional teams that deliver with scant resources

UNIQUE SKILLS

Understanding Customers: An intuitive understanding of the audience and how it responds to messages; and a savvy insight about how sponsors perceive value. Identify success criteria.

Optimizing Media: Judiciously use the various media available to leverage the impact of a message and to create an effect as if a much larger budget and resources were at play.

Strategic Outlook: Develop strategies to multiply overall impact of a message to provide long term awareness using a variety of proven methods. Install metrics to manage effective outcomes.

Building Teams: Organize and build creative and dedicated teams that share a common vision and deliver, often under challenging conditions, exceptional results, frequently above expectation

Creative Productions: Using available resources produce high impact stories and messages, especially for TV. Develop synergistic messages using other media. Constantly innovate

Success is created through team collaboration built on positive support, thorough communication and a shared vision and reward.

PROFESSIONAL EXPERIENCE

Comcast Cable Manager / Local Origination, Fresno - 1999 –Present • Increased employee participation and support of several key corporate initiatives – most recently

driving the annual United Way Campaign. Despite downturn in economy, increased overall employee contributions by more than 9%.

• Effectively improved area wide communications. Employee surveys listed communication as a top issue consistently. Proposed an idea of setting up an employee-exclusive channel using

Central San Joaquin Valley iHub 26

resources already available. Within months the system was in place reaching messages to 98% of targets.

• Significantly increased productivity and return with fewer resources. Change of ownership resulted in drastic cutbacks and constantly changing directives that were whipsawing local origination (LO). The department headcount was halved with no management oversight. Led this transition and prioritized production goals despite scant resources to honor franchise and community commitments. Despite ongoing chaos and lack of budgets, not only kept production on track to meet franchise commitments, but increased productivity. Additionally, made significant community outreach, repairing damaged community relations.

Barbara Rodiek (559) 696-8563 brodiek@comcast.net – page 2 of 2

California State University, Fresno Lecturer /Mass Communications, Fresno - 1998 – Present as needed

Develop/teach advanced video production class. Course grading/performance metrics revamp has provided students with solid production goals in video production processes, challenging/empowering them to take risks and gain confidence in their work .

KSEE-24, Fresno, CA (An NBC TV affiliate); KERO-23, Bakersfield, CA Newscast Director – combined, between - 1989 - 1999 • At KSEE24- upon on-boarding quickly discovered that the production team was demoralized by

the ongoing culture of finger pointing and a lack of leadership. The station’s signature morning show perennially placed second, affecting advertising revenue. After departure of the old-guard, revamped how the team worked by empowering each member to be accountable. Creating new work norms, eliminated blame from the Discrepancy Reports (DRs) filed after each broadcast. Within 18 months the show became top-rated, unseating the long-standing incumbent, setting a new tone for morning shows.

OTHER EXPERIENCE

CSU-Fresno Hackney Horse Preservation & Breeding Program Helped create media campaign increasing media presence by 100%.

Neighborhood Watch Block Captain Increased levels of safety and a sense of community; Hosted Meet and Greet with local candidates; Greatly increased camaraderie in neighborhood.

Central Valley Stories of Service (Intergenerational communication celebrating stories of WWII) – Helped secure corporate sponsorship and increase awareness of programs.

Central Valley Coalition for Animals Board Member Chair Media Committee; Stage Announcer and Media Liaison for Super Adoption. Created newsletter and drove winter lecture series.

EDUCATION M.A., Mass Communication, California State University (CSU), Fresno, Fresno, CA B.A., Mass Communication & Journalism, (Broadcast) with minor in Animal Science, CSU, Fresno, CA

Central San Joaquin Valley iHub 27

TECHNICAL SKILLS • Complete video production including nonlinear editing; videographer, audio mix, script writing, graphics and more on a variety of formats; broadcast experience. • Office Suite, Quark, Adobe, PowerPoint, Page Maker, Excel, File Maker Pro and more. KEY SKILLS • Excellent written and oral communication; able to communicate both up and down the chain of

command; comfortable speaking to one to 100; media experience.

• Conflict resolution and team building skills.

Having a box full of tools is only one part of the strategy to succeed. Optimal growth comes from

knowing which tool to use, and when; and that skill comes only with experience!

(Find out how I can contribute to the CVBI’s success. Call me! Barbara Rodiek 559/696-8563)

Central San Joaquin Valley iHub 28

Travis A. Sheridan 1630 E. Shaw Ave, Ste 163 Fresno, CA 93710 559.292.9033 x 105 travis@cvbi.org EDUCATION University of La Verne, College of Education and Organizational Leadership Doctor of Education (ABD), Organizational Leadership Focus Areas: Organizational Politics; Leadership as a Brand; Change Management; Innovation; Facilitation; Internal Branding Alliant International University, College of Organizational Studies Master of Arts (2002), Organizational Behavior Focus Areas: Succession Planning; Appreciative Inquiry; Staff Development Fresno Pacific University Bachelor of Arts, Psychology (2000) Minor in Conflict Resolution and Peacemaking EXPEREINCE July 2007 to Present Director of Member Services Central Valley Business Incubator Develop and deliver business planning curriculum (serving 40 % more start-up in 2008)

Secure program sponsors and raise unrestricted funds (increased total program revenue by 133% and decreased expenses by 70%)

Assist entrepreneurs with raising capital and pitching to investors (helped secure $4.5 million in capital in 2008)

Serve as company spokesperson in CEO absence

Moved the organization from awareness strategy to engagement strategy

Developed a process to increase the level of board engagement

Source and secure community partners which result to new revenue streams September 2001 to Present Adjunct Business Instructor State Center Community College District Experience teaching the following classes:

o Introduction to Management (Three-Site Distance Learning)

o Human Relations (Traditional Format and Two-Site Distance Learning)

o Planning and Leadership

o Customer Service

o Personnel Issues

o Ethics and Values

o Communications and Conflict Management

Central San Joaquin Valley iHub 29

July 2006 to July 2007 Director of Public Relations & Organizational Change ASTONE Agency Managed public relations business unit and supervised staff of six located across California

Served as member of the due diligence team assessing staffing capacity and suggesting reductions in force when necessary to eliminate redundancies related to mergers and acquisitions

Developed systems that lead to greater efficiency

Managed relationships with local, regional, and national media

Served as company spokesperson in absence of CEO

Developed strategic communications plans for clients

Wrote proposals and pitched new business opportunities August 2004 to July 2006 Executive Director, Fresno San Joaquin Valley College, Fresno Campus Managed campus with 20 year history and 700 students, 16 programs, and 100 employees

Responsible for new program development, assessing market conditions to determine feasibility

Managed the P&L and $2 million annual budget

Worked directly with corporate office on marketing strategy and program emphasis

Developed internal awareness and involvement campaign that resulted in reduced attrition and increase job placement rates

Oversaw the coordination of public relations events that resulted in increased enrollments

Conducted staff and management development training

Prepared for WASC reaccreditation site visit

Ensured compliance with Dept of Ed regulations and internal policies

Conducted program reviews and program-specific accreditation oversight

Supervised the following staff: Dean of Students, Academic Dean, Evening Dean, Facility Manager, Registrar, Enrollment Services Director, Extern Coordinator, Financial Aid Manager, Campus Administrative Assistant, IS Technicians, and Employment Services Representatives November 2001 to August 2004 Financial Center Executive Vice President CitiBank, North America Managed a $50MM financial center with 2500 clients

Supervised management and non-management personnel

Lead and encouraged staff through Cal Fed/Citibank merger; had lowest merger-related turnover

Conducted scheduled operational and sales audits to ensure compliance with regulations

Managed financial center budget to meet margin growth goal of 18% for 2004

Facilitated annual planning session with business partners and financial center management staff

Made outside business calls to deepen existing or create new banking relationship

Monitored the branch P&L to respond to profitability trends.

Analyzed sales reports and developed strategic plans to achieve goals

Reviewed SBA loan packages January 2000 to November 2001 Human Resources Generalist Educational Employees Credit Union Directed the Board of Directors and CEO/President in the development of succession plan for CEO/President position

Developed a 360-degree assessment instrument used for executive management, Tabulated and analyzed performance evaluations, Conducted internal and external benefits and compensation surveys, Conducted portions of new hire orientation, Credit Union staffing responsibilities: planning, recruitment, and selection

Central San Joaquin Valley iHub 30

BOARD/COMMITTEE SERVICE Creative Fresno (2005 to Present) Board Chair/President (2007 to Present)

Board Vice Chair (2006 to 2007)

Board Member (2005 to 2006) Educational Employees Credit Union (2006) Associate Volunteer CONSULTATION ASTONE Agency Staff Retreat (Summer 2007) Post-merger cultural assimilation retreat iR (Individual Relationships): The Difference between “Changing the World” and “Changing their World”.

Conflict and communication strategies

Team building DELCAN Branding Project (Fall 2007) Develop co-branding opportunity to communicate global capacity Determined archetypal brand identity

Suggest messaging and visual brand

Outlined internal branding strategy ASTONE Agency Staff Retreat (Winter 2007) Post-merger cultural assimilation retreat Team building

Vision consensus building Madera Rescue Mission (Spring 2008) Board training, Stakeholder engagement and redefined identity Branding workshop for board of directors

Suggest messaging and engagement process

Assist with development of business plan

Central San Joaquin Valley iHub 31

Annabel M. Smith 3227 N. Sonora Lane, Fresno, CA 93722 Phone

559.271.1404 Email:annabelbaez@yahoo.com

Employment Objective: To work in a fast paced environment where I can use my analytical skills to the benefit of the business

Qualifications: Excellent communication, organizational and analytical skills

Function well in a high-pressure atmosphere

Excellent problem solving skills

Ability to work as an individual and as part of a team

Ability to work with diverse groups of people

Knowledgeable and certified in various software programs used for correspondence, reports, statistical compilation, analysis, and database.

Professional Experience: Central Valley Business Incubator, Inc. Dates 1/07 to Current

Admin/Grant Manager Assume responsibility of administrative procedures and management of two facilities. Process A/R, prepare and make deposits. Process A/P, insure bills are approved and coded to appropriate funding sources. Reconcile all accounts and maintain financial records. Manage grant contracts and agreements in compliance with policies and procedures and adherence to contract requirements, as well as submit all reports and requests to appropriate funding sources in a timely manner. Perform all Human Resource functions necessary for the organization and maintain confidential records. Coordinate office services such as purchasing, payroll, and records control. Interpret operating policies and exercise independent judgment in resolution of administrative problems; participate in the development of budgets; coordinate collection and preparation of financial and operation reports. Facilitate internal audits from funders as well as annual preparation for outside auditors and tax preparation. Provide administrative and secretarial support to C.E.O including special projects, office work flow, and appointments, correspondence, budgets, and data compilation. Perform duties of a sensitive and confidential nature.

Central Valley Business Incubator, Inc. Dates 9/06 to 12/06

Administrative Assistant Assumed responsibility and management of the front desk, including intake process; greeted and directed customers and clients; answered, screened and directed incoming calls; monitored schedules and confirmed room reservations; maintained CVBI database; received, sorted, distributed, incoming and outgoing mail; ensured the facility was well-maintained and presentable at all times as well as scheduled and coordinated outside facility maintenance as required; processed all A/R and prepared deposits; processed all A/P, insured bills where approved and coded to appropriate funding sources; reconciled all accounts and maintained back up documentation; ordered office supplies and maintained inventory; functioned as administrative/clerical support to CVBI team; performed all other duties as assigned.

Arbor Employment & Training - Workforce Connection Dates: 4/05 to 09/06

Business Retention Specialist Design and develop monitoring tools to assist Business Account Specialist Unit with the maintenance of their pre/post caseloads. Track and monitor BAS units follow-up calls and biweekly contacts with both employers and customer. Maintain detailed records of all BAS and ERS placements, OJT contract and LI agreements in compliance with policies and procedures and adherence to contract requirements. Populate New Fresno Website with new job ready customers by linking their resumes to customer employment objectives, providing staff with an accessible job workforce. Prepared service management reports and performed other job duties as assigned.

Fresno County Dept. of Employment & Temporary Assistance Dates: 2/05 to 4/05

Office Assistant II Assisted Lead Job Specialist with pilot job search and training program; contacted and met with cash aid recipients for updates on job search. Tracked and monitored job search progress. Collected timesheets from various worksites on a monthly basis as well as delivered bus passes and tokens to recipients as needed; kept detailed records of all customer contacts; performed other duties as assigned.

ACS State & Local Solutions - Vendor Payment Services Dates: 9/03 to 1/05

Accounting Clerk Prepared and coded invoices for payment; researched and resolved A/P and A/R issues; processed daily check runs; maintained financial records in an organized and logical manner; assisted financial staff with clerical duties including, A/R, A/P, photocopying, filing, typing, report preparation, faxing, etc; performed other duties as assigned.

Central San Joaquin Valley iHub 32

ACS State & Local Solutions - Vendor Payment Services Dates: 10/02 to 9/02

Customer Service Representative Responded to customer inquiries and complaints; maintained detailed case notes of all customer contacts; gathered Information from customers to properly resolve individual situations; communicated appropriate options for resolutions; investigated and resolved complaints.

Internal Revenue Service Dates: 1/01 to 10/02

Data Transcriber Data Entry and Filing

Select Personnel - Gap Inc. Dates: 9/00 to 12/00

Administrative Assistant Assisted in inventory control, product inspection, data entry and labeling. Received, filled and shipped orders.

Mervyns Department Store Dates: 5/98 to 10/00

Customer Service Associate Provided assistance to a wide range of customers; handled cash and balanced register; restocked sales floor; stocked incoming merchandise to the warehouse, using the FIFO method for accounting purposes

Highlights of Continuing Education and Professional Training SB 1608 Americans with Disabilities Act: What New Accessibility Law Reforms Mean to Employers 2009

QuickBooks Accounting System – Certified 2008

Taxes for Nonprofits and Faith-Based Organizations 2007

Excellent Customer Service – Workforce Connection, presented by Jacqueline L. Riles, Ph.D. 2005

Resolving Conflict – Workforce Connection, presented by Jacqueline L. Riles, Ph.D. 2005

Motivating Yourself & Others – ACS Training, presented by Paul Clayton 2005

Microsoft Office User Specialist Certification – Excel Expert and Word Proficient 2002

Education: Fresno City College - Accounting Major - in progress

Microcomputer Education Center- Certificate of Achievement with Honors - Computerized Accounting

Central San Joaquin Valley iHub 33

Central San Joaquin Valley iHub PROPOSAL AND APPLICATION

Attachment E

Letters of Support

Central San Joaquin Valley iHub 34

Central San Joaquin Valley iHub 35

Central San Joaquin Valley iHub 36

Central San Joaquin Valley iHub 37

Central San Joaquin Valley iHub 38

26

APPENDIX G Introduction to Economic Development Certificate Program

Invitation

Introduction to Economic Development Certificate Program Offered at Fresno State

NEW!

· IEDC Accredited

· Valuable Professional Network

· Cutting-edge Economic Development Tools and Trends

This program is designed for those new to the economic development field, current professionals, elected officials and community leaders who wish to advance their careers and better serve their communities. You’ll learn about emerging economic development concepts while developing a statewide network of connections and resources.

MONDAY—THURSDAY OCTOBER 11-14, 2010

Course Topics:

• IntroductiontoEconomicDevelopment

• BusinessRetention&Expansion

• RealEstateDevelopment&Reuse

• Entrepreneurial&SmallBusiness DevelopmentStrategies

• Finance

• ManagingtheEconomicDevelopment Organization

• Marketing&Attraction

• StrategicPlanning

• WorkforceDevelopment

• EconomicImpactAnalysis

• Redevelopment

For more information,visit www.csufresno-econdev.org or call 559.294.6021.

Presented By: California State University, Fresno Office of Community and Economic Development, in partnership with the Division of Continuing and Global Education, University Business Center, California Association for Local Economic Development, and the California Academy for Economic Development.

• Thedeadlinetoregisteris September 30, 2010.

• Registrationfeeis$700for CALEDmembersand$800 for non-members.

27

APPENDIX H Communications/Outreach

Diagram

• Data Collected, captured• Relationship management, trust

building• Participate/host in essential

decision making meetings

Input

• Working with information, changing, calculating, synthesizing

• Cross Boundary/Jurisdiction leveraging, asset assessment

• Identifying and connecting implications and impacts from one work group to others

• Assessing information and alignment with overall goals/objectives

Processing

• Clear understanding of multiple scenarios

• Real time assessed information and implications

Output

• Sending results, collect data, obtain feedback

• Increase Fact-based decision making• Increase participation and support• Increase transparency and educate

best practices/lessons learned• Increase impact of Partnership efforts

and maximize Valley assets• Educate stakeholders and community

leadership on Partnership efforts and how to get involved

Communications

PeopleCitizens, Cities, Counties, Government,

Companies, Communities

Partnership

28

APPENDIX I Office of Community & Economic Development

Fact Sheet

An on-campus division dedicated to aligning the University’s intellectual capacity and innovation-driven economic development initiatives to improve the competitiveness and prosperity of the region.

Fresno State Connect: To further the University’s role in community engagement, the O� ce of Community and Economic Development acts as the clearinghouse of information regarding the University’s collective value and instrumental role in the local community and will identify and promote Fresno State’s extensive inventory of knowledge and experts who can ful� ll the needs of business.

San Joaquin Valley Rural Development Center: Acting as a resource hub, the Rural Development Center provides solutions for public agencies in small, underserved communities by connecting them to experts who can provide specialized consulting to which they would otherwise not have access.

Smart Valley Places: Building on the San Joaquin Valley Regional Blueprint and its smart growth principles, Smart Valley Places is our region’s road map to creating more transportation choices, equitable-a� ordable housing, economic competitiveness, and healthier, safe and walkable neighborhoods. � is will ultimately shape future growth trends that will impact not only the health and prosperity of the region, but the entire state of California.

California Partnership for the San Joaquin Valley: Set in motion by an executive order from Gov. Arnold Schwarzenegger, the California Partnership for the San Joaquin Valley is an unprecedented public-private partnership sharply focused on improving the region’s economic vitality and quality of life for the 3.9 million residents who call the San Joaquin Valley home. � e Partnership is addressing the challenges of the region by implementing measurable actions on six major initiatives to help the Valley emerge as California’s 21st Century Opportunity.

Valley Legacy: � e purpose of the Valley Legacy grant is to bring the San Joaquin Valley’s K-12 system, higher education, and workforce investment board systems into alignment to better prepare young people for occupations in high-growth industry sectors in the Valley including agribusiness (food processing and biotechnology), water technology, renewable energy, manufacturing and supply chain management.

Small Business Development Center: � is is a collaborative partnership between the O� ce of Community and Economic Development at Fresno State, University of California, Merced,

• Increase Economic Innovation throughout the eight-county region • Develop eff ective systems that promote Business and Industry Strategy• Enhance Public Policy in favor of the eight-county region • Create strategic partnerships focused on Community Development • Develop educational programs that empower the Leaders of Tomorrow

Our role is to link, align and leverage the University and its resources to the needs of the community, which is done through several programs.

O� ce of Community and Economic Development California State University, Fresno

continued on reverse

and the Central Valley Business Incubator. Together, these organizations provide an infrastructure to foster Small Business Development Center (SBDC) activity and reach businesses throughout the San Joaquin Valley. SBDC provides one-on-one business consulting, workshops, research and online learning services.

Regional Jobs Initiative: RJI is based on the idea that regional economies are made up of a series of related industries, or clusters, which bene� t one another. Since inception, 12 industry clusters have been formed with signi� cant backing from industry leaders, supporting public agencies, and other partners. Leadership for the RJI coalition is coordinated by the O� ce of Community and Economic Development and key sta� loaned from participating organizations.

Cal Valley Tech: CVT, an innovation hub (iHub), is managed by the Central Valley Business Incubator and partnered with Merced County. � is iHub leverages assets such as research parks, technology incubators, universities, and federal laboratories to provide an innovation platform for startup companies, economic development organizations, business groups, and venture capitalists. � is service gives greater access to key partners and resources as well as positions CVT as the sole iHub in the region. � ere are a total of 12 iHubs throughout California.

Introduction to Economic Development Certi� cate Program: A collaborative project between the California Academy for Economic Development, the California Association for Local Economic Development, and California State University, Fresno. � is program is for new professionals entering the � eld of economic development, existing professionals, elected o� cials, and community leaders who want to advance their career and better serve their community.

ValleyInternships.com: Research shows that connecting college students to meaningful internship opportunities increases the chance they will stay in our community after graduation. By strengthening the connection between our local colleges and universities and the San Joaquin Valley business community, we are creating a mechanism where college students can obtain meaningful internships with local employers. ValleyInternships.com is a

collaborative e� ort to facilitate connections between the incredible educational institutions and businesses within the Valley region.

Bulldog Academy: Fresno State is nationally recognized and plays a signi� cant role in our community; however, it is di� cult for the public to get involved. Who do you contact? Where do you go on campus? � e purpose of the Bulldog Academy is to provide a forum where people can come learn about how the University works, what the di� erent functions are for the various colleges, review some of the University’s research and applied knowledge abilities, and show the public its strategic direction.

Powering The New California

O� ce of Community and Economic Development California State University, Fresno

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

559.294.6021 o� ce | 559.294.6024 fax | www.csufresno.edu/oced

29

APPENDIX J Office of Community & Economic Development

Presentation

Fresno State – Office of Community and Economic Development

Office of Community & Economic Development

Fresno State – Office of Community and Economic Development

Mission-An on-campus division dedicated to aligning the university's intellectual capacity and innovation-driven economic development initiatives to improve the competitiveness and prosperity of the region.

Office of Community &Economic Development

Fresno State – Office of Community and Economic Development

Five specific goals:1. Increase Economic Innovation through the eight-county

region.

2. Develop effective systems that promote Business and Industry Strategy.

3. Enhance Public Policy in favor of the eight-county region.

4. Create strategic partnerships focused on Community Development.

5. Develop educational programs that empower the Leaders of tomorrow.

Fresno State – Office of Community and Economic DevelopmentOffice of Community and Economic DevelopmentOffice of Community and Economic Development

Fresno State – Office of Community and Economic Development

Mission-To further the University’s role in community engagement, the Office of Community and Economic Development acts as the clearinghouse of information regarding the University’s collective value and instrumental role in the local community and will identify and promote Fresno State’s extensive inventory of knowledge and experts who can fulfill the needs of business.

Fresno State Connect

Fresno State – Office of Community and Economic Development

Purpose -Provide rural communities across the eight-county San Joaquin Valley a practical one-stop clearinghouse of technical assistance and project management services that will enable them to address a variety of pressing community needs.

San Joaquin ValleyRural Development Center

Fresno State – Office of Community and Economic Development

Three specific goals:1. Develop, maintain and facilitate a one-stop

clearinghouse of resources that rural communities can utilize.

2. Strengthen rural communities capacity to address pressing community needs.

3. Increase rural communities informed decision-making by providing objective, third-party expertise.

Fresno State – Office of Community and Economic Development

Health & Human Services

Business Services

Planning

Clean EnergyEconomic

DevelopmentFinance

Housing

WaterInfrastructure

TradeDevelopment

TransportationProject Design &

Construction

A Mezzanine Consulting Service

Project Design &

Small Rural Cities

Trade

Unincorporated Rural

Communities

Rural Special

Districts

Small Communities

Network

Rural Community

Based Organizations

Fresno State – Office of Community and Economic Development

Business Services

• California Central Valley Economic Development Corporation (represented by Economic Development Corporation servingFresno County)

• Central Valley Business Incubator• Fresno Area Hispanic Chamber of Commerce• Lyles Center for Innovation and

Entrepreneurship-Technology Commercialization Program, Fresno State

• University of California, Merced Regional Network-Small Business Development Center

• University Business Center, Craig School of Business, Fresno State

Fresno State – Office of Community and Economic Development

Clean Energy• California Central Valley Economic

Development Corporation (represented by Economic Development Corporation serving Fresno County)

• Rural Community Assistance Corporation• San Joaquin Valley Clean Energy

Organization

Fresno State – Office of Community and Economic Development

Economic Development

• California Association for Local Economic Development

• California Central Valley Economic Development Corporation (represented by Economic Development Corporation servingFresno County)

• Center for Economic Research and Education of Central California, Fresno State

• Central Valley Business Incubator-Small Business Development Center

• Office of Community and Economic Development, Fresno State

Fresno State – Office of Community and Economic Development

Finance• Northern California Community Loan Fund• Rural Community Assistance Corporation• University of California, Merced Regional

Network-Small Business Development Center

• U.S. Department of Agriculture-Rural Development

• California Infrastructure and Economic Development Bank (I-Bank)

Fresno State – Office of Community and Economic Development

Health & Human Services

Housing

Planning

• College of Health and Human Services, Fresno State

• Community Water Center

• California Coalition for Rural Housing• Rural Community Assistance Corporation• Self-Help Enterprises

• Community and Regional Planning Center, School of Social Sciences, Fresno State

• San Joaquin Valley Regional Policy Council

Fresno State – Office of Community and Economic Development

Project Design & Construction

Trade Development

Transportation

• Construction Management Program, Lyles College of Engineering, Fresno State

• Northern California Community Loan Fund

• Center for International Trade Development, State Center Community College District

• U.S. Commercial Service, U.S. Department of Commerce

• San Joaquin Valley Regional Policy Council

Fresno State – Office of Community and Economic Development

Water Infrastructure

• Community Water Center• California Water Institute, Fresno State• Rural Community Assistance

Corporation• Self-Help Enterprises

Fresno State – Office of Community and Economic Development

Mission-Smart planning for a new San Joaquin Valley

Smart Valley Places

SMART VALLEY PLACES

Smart Valley Places

• Unprecedented consortium of 14 urban cities from throughout the eight-county region of the San Joaquin Valley

• Partners– Four regional nonprofits– California State University, Fresno– California Central Valley Economic Development Corporation– San Joaquin Valley Regional Policy Council

• Represents all eight metropolitan planning organizations

Smart planning for a new San Joaquin Valley

SMART VALLEY PLACES

Smart Valley Places

• Builds on– Six initiatives of California Partnership for the San

Joaquin Valley– San Joaquin Valley Regional Blueprint and its smart

growth principles

SMART VALLEY PLACES

Smart Valley Places

• Smart Valley Places is our region’s road map to creating more

– transportation choices– equitable-affordable housing– economic competitiveness– healthier, safe, walkable neighborhoods

SMART VALLEY PLACES

Smart Valley Places

Will ultimately shape future growth trends that will impact not only the health and prosperity of the region, but the entire state of California

Fresno State – Office of Community and Economic Development

Mission-A public-private partnership focused on achieving a prosperous economy, quality environment, and social equity throughout California's great San Joaquin Valley.

California Partnership for the San Joaquin Valley

A NEW VALLEY

The Partnership• Unprecedented public-private partnership

– focused on improving the region’s economic vitality and quality of life for the 4 million residents who call the San Joaquin Valley home

• Addressing the challenges of the region by implementing measurable actions

– on economic, environmental, and social levels to help the San Joaquin Valley emerge as California’s 21st Century Opportunity

A NEW VALLEY

OrganizationLed by an appointed, diverse and experience-rich Board and focused on action through 10 work groups:• Air Quality• Advanced Communications Services• Economic Development• Energy• Health and Human Services• Higher Education and Workforce Development• Housing• PreK–12 Education• Sustainable Planning• Water Quality, Supply and Reliability

A NEW VALLEY

The Opportunity

The Partnership’s six major initiatives:1. Grow a diversified, globally competitive economy

supported by a highly skilled workforce;

2. Create a model K-12 public education system;

3. Develop high-quality health and human services;

4. Attain clean air standards;

5. Implement an integrated framework for sustainable growth; and

6. Build a 21st century transportation mobility system.

A NEW VALLEY

Six Initiatives of the Partnership

A NEW VALLEY

The San Joaquin Valley

Comprises eight counties with 62 cities

Fresno State – Office of Community and Economic Development

Mission-Align existing systems to better prepare future workers for occupations in high-growth industry sectors of agribusiness (includes food processing and biotechnology), water technology, renewable energy, manufacturing, supply chain management.

Valley Legacy

VALLEY LEGACY

Valley LegacyAligning Education with Future Workforce Opportunities• Demonstration projects are spread across

seven counties, using grant monies to train workers in basic job skills, vocational English language skills, and computer literacy.

• Entrepreneurship development centers are being established across the Valley to train people for self-employment.

• Project targets jobs in water technology, renewable energy, food processing, agricultural technology and biotechnology -all industries that are closely tied to agribusiness, the heart of the regional economy - as well as manufacturing and supply chain management.

VALLEY LEGACY

Four Initiatives of Valley Legacy

VALLEY LEGACY

The Work • Sector-Based Articulation

– Fully coordinated academic and training program, from high schools through colleges and universities

– Provides a curriculum with the rigor and relevance needed to yield qualified employees with immediate value for Business Incubation & Entrepreneurship Development Green Economy & Workforce Sector-Based Articulation

• Participating work groups– PreK-12 Education – Higher Education and Workforce Development– Economic Development– Energy– Water Quality, Supply and Reliability

VALLEY LEGACY

The Work • Basic Education Proficiency

– Two workforce-readiness programs to address areas of significant deficiency• English Language Learners• Digital Literacy

• Participating work groups– English Language Learners• PreK-12 Education• Higher Education and Workforce Development

– Digital Literacy• Advanced Communications Services

VALLEY LEGACY

The Work • Business Incubation and Entrepreneurship

Development– Establish a network of entrepreneurship development

programs• E-Centers focus on targeted regional industry clusters

throughout the eight-county region• English Language Learners• Digital Literacy

• Participating work groups– Economic Development– Higher Education and Workforce Development

VALLEY LEGACY

The Work • Benefits extend far beyond two-year

life of grant– Business incubators turning out new businesses

means fully articulated education system will produce future employees

– Programs that provide English language training, basic skills remediation, computer literacy will be in place

– Significant increase of qualified applicants for high-wage, high-demand jobs improving job search and career obtainment of Valley job seekers

– Ultimate payoff: produce a lower unemployment rate and improved economy

Fresno State – Office of Community and Economic Development

A collaborative partnership between the Office of Community and Economic Development at Fresno State, University of California, Merced, and the Central Valley Business Incubator. Together, these organizations provide an infrastructure to foster Small Business Development Center (SBDC) activity and reach businesses throughout the San Joaquin Valley. SBDC provides one-on-one business consulting, workshops, research and online learningservices.

Small Business Development Center

Regional Jobs Initiative

RJI is based on the idea that regional economies are made up of a series of related industries, or clusters, which benefit one another. Since inception, 12 industry clusters have been formed with significant backing from industry leaders, supporting public agencies, and other partners.

Leadership for the RJI coalition is coordinated by the Office of Community and Economic Development and key staff loaned from participating organizations.

Fresno State – Office of Community and Economic Development

CVT, an innovation hub (iHub), is managed by the Central Valley Business Incubator and partnered with Merced County. is iHub leverages assets such as research parks, technology incubators, universities, and federal laboratories to provide an innovation platform for startup companies, economic development organizations, business groups, and venture capitalists. This service gives greater access to key partners and resources as well as positions CVT as the sole iHub in the region. There are a total of 12 iHubs throughout California.

Cal Valley Tech iHub

Fresno State – Office of Community and Economic Development

A collaborative project between the California Academy for Economic Development, the California Association for Local Economic Development, and California State University, Fresno. This program is for new professionals entering the field of economic development, existing professionals, elected officials, and community leaders who want to advance their career and better serve their community.

Introduction to Economic DevelopmentCertificate Program

Fresno State – Office of Community and Economic Development

Research shows that connecting college students to meaningful internship opportunities increases the chance they will stay in our community after graduation. By strengthening the connection between our local colleges and universities and the San Joaquin Valley business community, we are creating a mechanism where college students can obtain meaningful internships with local employers. ValleyInternships.com is a collaborative effort to facilitate connections between the incredible educational institutions and businesses within the Valley region.

ValleyInternships.com

Fresno State – Office of Community and Economic Development

Fresno State is nationally recognized and plays a significant role in our community; however, it is difficult for the public to get involved. Who do you contact? Where do you go on campus? The purpose of the Bulldog Academy is to provide a forum where people can come learn about how the University works, what the different functions are for the various colleges, review some of the University’s research and applied knowledge abilities, and show the public its strategic direction.

Bulldog Academy at Fresno State

Fresno State – Office of Community and Economic Development

Office of Community & Economic Development