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HomeMy WebLinkAboutRESOLUTIONS - 01222019 - 2019/30 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 1 Northern Waterfront Economic Development Initiative (NWEDI) Contra Costa County Conceptual Framework Building High Performing Waterfront Communities: An Effective Model for Community and Human Capital Development in T he Contra Costa Northern Waterfront Region Community and Human Capital Development Strategy Prepared January 31, 2018 by Keith & Iris Archuleta Emerald HPC International, LLC Revised May 3, 2018 Small Business Incubation and Support for Existing Business Expansion Strategic Regional Partnerships that Include Barrier Removal Services Workforce Training and Enhanced Partnerships with Education ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 2 Northern Waterfront Economic Development Initiative (NWEDI) Contra Costa County Community and Human Capital Development Strategy Conceptual Framework Index I. Introduction 3 • Purpose • High Performing Communities (HPC) Framework™ • Conceptual Framework Defined II. Fact-Finding, Assessment, Research, & Engagement 4 • Milken Institute Study • California Department of Transportation - Contra Costa Economic Forecast • East Bay EDA – 2017 Regional Economic Profile and 2017-18 East Bay Economic Outlook • Waterfront Region Comparative Demographic Data: Population, Businesses, and Poverty Rates • The Truth about Poverty and the Impact of Concentrated Poverty on Neighborhoods • Social Determinants of Health • Relationship of Investments in Human Capital to Wealth and Health • Notable Countywide and Antioch Data Related to the Workforce/Education Pipeline and Health • Individual and Small Group Stakeholder Meetings III. Key Principles Related to Community & Human Capital Development 33 Social, community and human capital development must be at the core of any sustainable strategy for economic development and revitalization. IV. Strategy Focus Area Clusters 34 The NWEDI Community and Human Capital Development Strategy is composed of three clusters with multiple sub-components. The focus area clusters are described as: • Small Business Incubation and Support for Existing Business Expansion • Workforce Training and Enhanced Partnerships with Education • Strategic Regional Partnerships that Include Barrier Removal Services In addition to the cluster title and focus and proposed scope of work for each cluster, we also outline how each cluster’s purpose is interlocked with the purposes of the other clusters to form a comprehensive and sustainable strategy. V. Initiative Oversight/Management & Fund Development 43 VI. Outcomes Measurement & SROI Reporting 45 VII. Final Thoughts 48 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 3 I. INTRODUCTION Purpose The Contra Costa County Northern Waterfront Economic Development Initiative (NWEDI) has contracted with Emerald HPC International, LLC to develop a Conceptual Framework that outlines a comprehensive community and human capital development strategy. From the outset it is important to note that understanding and messaging the workforce needs of current and future businesses in the region is important and must be in conjunction with identifying credible training and human development partners with proven track records related to human capital development that can bring that expertise to the Northern Waterfront. This document details a human capital and community development strategy, including identified implementation partners, with a focus on East Contra Costa as an illustration and road map of potential opportunities for the entire Northern Waterfront region. High Performing Communities (HPC) Framework ™ The first stage of Emerald’s five-stage HPC Framework in collaborative planning is fact-finding. During this phase, we conduct strategic interviews and gather what stakeholders believe to be facts related to the initiative. Next, we identify and articulate common issues. We then conduct research that includes data analysis and studies to validate or invalidate issues stated by those we have interviewed as well as issues that emerge through observation and research. We use validated issues, which we describe as indicators, to envision possibilities for the collaborative planning effort and, through this process, develop the key elements of the strategy. We then move into the conceptual framework phase, which consists of: • Assessing the potential for resource alignment • Assessing existing systems and exploring potential systems alignment • Designing collaborative service delivery with interlocking roles among partners • Creating a conceptual framework based on validated and articulated issues (An animation of the HPC process can be found at www.emeraldhpc.com/hpc-process.html.) Conceptual Framework Defined A conceptual framework is commonly defined as an analytical tool with several variations and contexts used to make conceptual distinctions and organize ideas. We, however, define a conceptual framework as: “a tool for making conceptual distinctions and organizing ideas to help guide a planning team in the process of articulating a strategy or strategies based on an identified set of interlocking roles assigned to organizations, assets and stakeholders for the specific purpose of achieving measurable outcomes based on validated indicators.” The design of a conceptual framework, in the HPC process, precedes a full-blown operationalized plan. Therefore, Emerald is working closely with County NWEDI lead staff and consultants to ensure that the community/human capital development strategy outlined in this Conceptual Framework enhances and informs a comprehensive NWEDI vision. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 4 Articulating a strategy and defining interlocking agency roles for the community and human capital development partner organizations is a core portion of this Conceptual Framework and will complement the NWEDI strategic action plan and ensure that accurate outcome projections are incorporated based on the set of validated indicators that we have identified as those embraced by key stakeholder partners. A conceptual framework requires general acknowledgement, acceptance and agreement with a common set of facts and indicators among a broad-based group of stakeholders. This framework presents the groundwork for such agreement. On several occasions in the past, we have conducted fact-finding and economic, health, and workforce research on the needs of the various communities that make up the East Contra Costa region of the Northern Waterfront by gathering information about service needs and gaps, geographic variation, and key stakeholders. We have now expanded that fact-finding to cover the entire Northern Waterfront, adding cities that are critical to the Waterfront region, as well as revisiting and updating information and conversations with East Contra Costa organizations and leaders. We have also explored potential financial commitments and partners that could help sustain the community and human capital development strategy of the NWEDI. This process has helped us identify and articulate common issues identified through one-on-one meetings, small group meetings, and an assessment of NWEDI activity since its inception. We have conducted research including data analysis and studies to validate or invalidate issues shared by those we have interviewed as well as issues that have emerged through observation and deeper analysis. Finally, we have used validated issues, which we describe as indicators, to envision possibilities for the collaborative planning effort. We have therefore developed this framework that explores the need for, and opportunities related to, a sustainable, outcomes-based, collaborative planning effort leading to the design and implementation of a comprehensive, multi-site set of interlocking projects. Launched throughout a targeted demographic, these projects can meet regional needs in a sustainable way with measurable outcomes and significant impact. This framework will help guide a tangible collaborative process in 2018 that begins with the immediate implementation of anchor projects; positions the community and human capital development strategy for ongoing funding; attracts additional partners needed for long-term financial stability; aligns with and/or is complementary to other on-going community development processes in cities and the county as a whole; and fosters system cohesion, inter-locking roles of partners, service integration, and community trust, support, and advocacy for the NWEDI mission. II. FACT-FINDING, ASSESSMENT, RESEARCH, & ENGAGEMENT During the fact-finding phase of our work, from July to November 2018, we reviewed demographic research, conducted interviews, and gathered facts, issues, and needs identified by stakeholders related to the initiative to identify core partners and key issues and understand past experiences related to NWEDI collaborative efforts. We also identified partners, organizations and stakeholders through an assessment of NWEDI activity since its inception in 2013. This included analyzing County Board of Supervisor and Ad Hoc Committee meeting notes and reports, as well as staff and consultant reports. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 5 Since January 10, 2014, prior to our coming on-board in July of 2017, NWEDI identification and engagement of stakeholders and potential partner organizations had included over 80 community meetings, with over 20 unique presentations made to interested parties and agencies. Based on our assessment and the goals related to the community and human capital development focus of our work, we have strategically conducted a number of one on one meetings, small group meetings, and site tours for the purpose of making sure we are clear about information and perspectives ascertained from our assessment. During this process, we also gathered suggestions for additional community stakeholders and officials relevant to the initiative that we should engage. Furthermore, we solicited engagement recommendations from Craft Consulting - NWEDI economic development and strategic planning consultants - and key County staff. Therefore, through our process we have focused on community and human capital development, looking at specific service delivery systems, exploring potential systems alignment, and designing potential collaborative service delivery with current partners/stakeholders as well as with new partners/stakeholders identified through our process. Additionally, we examined the correlations between studies we’ve used in other projects and how they align with and support current efforts being designed and operated within the target region. We have also used past findings as well as new information gathered to assess gaps in service and strategy. The following is a brief overview of some of the data we have gathered from studies related to Contra Costa conducted by nationally recognized experts and relevant California agencies that helps inform, support and confirm the design approach we are taking with this project. Milken Institute Study The Milken Institute 2012 study, “Contra Costa County: A Blueprint for Growth,” indicates that a path forward towards broadening business development and promoting economic growth for the region requires the following three-prong approach: 1. Enhance the Workforce Development Pipeline 2. Strengthen Industry Assets and Improve Business Climate 3. Facilitate Entrepreneurship and Innovation The study points out that this requires work in three primary areas: a.) Leveraging existing industry strengths and targeting potential synergies with the local and regional workforce, markets, and industry base The county and its cities need to prioritize the development of industries with the highest potential synergies with its local and regional workforce, markets, and industry base. Bioscience/medicine, technology/engineering, and consulting/professional services are at the top of the list identified in the Milken study. These findings should be calibrated with the findings of Craft Consulting with regard to targeted industries that could impact the Northern Waterfront. b.) Capitalizing on underutilized resources In 2010, the county had nearly 464,000 working residents, more than 39 percent of whom worked outside the county. According to the U.S. Census, a disproportionate share of county residents working in occupations such as science, engineering, management, and mathematics commuted to other parts of the Bay Area. Many may have located in East Contra Costa for more affordable housing or quality of life reasons. Knowledge-intensive industries emerging in the county could draw on this talent pool to expand. Land is another relatively underutilized resource. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 6 c.) Promoting partnerships among stakeholders and jurisdictions Economic development must involve stakeholders from both the public and private sectors. It is imperative that local governments and public agencies focus on maintaining industry strengths and providing more opportunities for private-sector involvement. While some collaboration across departments and jurisdictions already exists, efforts to sustain such networks and create new ones are vital for strategy implementation. The Milken study proposes certain strategies along with action steps below related to three priority focus areas. Although not all suggestions are reflective of components of the NWEDI, all are worth mentioning, some have already been completed, and many are particularly relevant to the focus areas we have identified in this conceptual framework. Focus 1: Enhance the Workforce Development Pipeline Strategy 1-1 Coordinate curriculum and tailor courses for future needs (Emerald Note: This is already happening within many local school districts and Contra Costa Community Colleges, such as Los Medanos College and Diablo Valley College, through pathway and career tech programs) Strategy 1-2 Enrich opportunities for extracurricular learning and training Actions 1-2.1 Create internship initiatives; A.1-2.2 Expand science fair and competitions Strategy 1-3 Promote partnership among local and regional education institutions Actions 1-3.1 Sponsor exchange programs; A1-3.2 Create regional education alliance Strategy 1-4 Attract regional talent Actions 1-4.1 Campus marketing A.1-4.2 Extend relocation assistance to international and regional talent Strategy1-5 Promote job training programs Action 1-5.1 Expand vocational training programs; A.1-5.2 Lobby for workforce investment funding Focus 2: Strengthen Industry Assets and Improve Business Climate Strategy 2-1 Streamline business services and improve regulatory environment Actions 2-1.1 Evaluate and improve regulations; A.2-1.2 Monitor and improve business services Strategy 2-2 Create Contra Costa Job Express Way Action 2-2.1 Create Job Express Way Strategy 2-3 Recruit high-potential candidates Actions 2-3.1 Create recruitment task force; A.2-3.2 Partner with real estate agencies in referral programs; A.2-3.3 Develop competitive incentives Strategy 2-4 Market existing strengths and potential synergies Actions 2-4.1 Improve Internet business portal; A.2-4.2 Participate and host business conferences/summits Strategy 2-5 Improve connectivity with regional economic centers Actions 2-5.1 Partner with Transportation Task Force for BART extension (Emerald Note: done); A.2-5.2 Improve highway system Strategy 2-6 Promote community outreach and advocacy Action 2-6.1 Participate and sponsor workshops and seminars Strategy 2-7 Promote local contracting and purchasing Actions 2-7.1 Prioritize local companies for public contracts; A.2-7.2 Create awards and recognitions for companies promoting local contracting ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 7 Focus 3: Facilitate Entrepreneurship and Innovation Entrepreneurship and the capacity for innovation are critical drivers of growth in a knowledge- based economy. Innovations can give birth to new technologies that enhance a region’s core competitiveness, as occurred in Silicon Valley. Entrepreneurs play a critical role in the commercialization of new technologies. Moreover, creating a more vibrant entrepreneurial and innovative environment can reduce the reliance of Contra Costa and its cities on external resources and help develop indigenous growth. To do so, the county and its cities need to widen access to capital for startups in particular and enhance the infrastructure that supports such a climate. Strategy 3-1 Promote startups to regional and national venture capitalists Actions 3-1.1 Create venture capital committee; A.3-1.2 Create venture capital and startup database and forum Strategy 3-2 Strengthen and anchor regional innovation networks Actions 3-2.1 Create innovation task force; A.3-2.2 Sponsor innovation seminars; A.3-2.3 Partner with local Chamber of Commerce to host innovation expos Strategy 3-3 Increase collaboration between business associations and assistance programs Actions 3-3.1 Partner with SBDC to improve existing services, A.3-3.2 Create awards and recognitions for best performing programs Strategy 3-4 Create incubators to support startups Actions 3-4.1 Create incentives for private incubators to expand in the county; A.3-4.2 Partner with local education institutions to develop incubators With respect to business incubators, the following occupations should be a focus, as they represent significant talent leakage out of Contra Costa: Life, Physical, Medical and Social Science Architecture and Engineering Computer and Mathematical Management Business and Financial Operations Arts, Design, Entertainment, Sports, and Media Finally, the Milken study notes that to achieve sustainable growth across the county, economic development must be better balanced so that cities such as Antioch and Pittsburg are not left behind while wealthier areas such as San Ramon and Walnut Creek thrive. In addition to strategies for the county as a whole, the study provides supplemental recommendations with the goal of facilitating sustainable growth across major job centers, as well as specific examples of how cities can leverage their competitive advantages in order to align their existing strengths and resources with elements of the study’s general findings at the county level. Although both of our prior Contra Costa - specific community/human capital development work through the East Contra Costa Health/Wealth Initiative and the eQuip Richmond - Economic Revitalization Initiative had a broader and deeper focus and utilized our HPC Framework, the Milken study confirms many components of the identified focus areas - business incubation/business expansion, workforce training/education, and regional partnerships/barrier removal services - described in this conceptual framework. There are many correlations between the findings of the Milken study and the innovative strategies that have become characteristic of the Emerald HPC framework. The following best practice studies and research data also help confirm as well as provide additional insight into understanding opportunities for community and human capital development in the Northern Waterfront. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 8 California Department of Transportation - Contra Costa Economic Forecast The California Department of Transportation 2014-2019 Contra Costa Economic Forecast projects continued migration into the area and punctuates the need for creating employment opportunities, safety, health alternatives, and stabilization of East Contra Costa’s most impoverished neighborhoods. By 2014, Contra Costa County had a population of 1.1 million people and a total of 335,000 wage and salary jobs. The per capita income was $65,106, and the average salary per worker was $77,456. During 2013, the largest employment increases were observed in education and healthcare (+3,400 jobs), leisure and hospitality (+2,100 jobs), professional and business services (+1,800 jobs), and construction (+1,700 jobs). Employment losses were greatest in the information sector (-200 jobs). Between 2008 and 2013, the population increased at an average annual rate of 0.9 percent. About half of this growth was the result of net migration, as an average of 4,400 net migrants entered the county each year. Over the next five years, net migration will remain relatively strong. East Bay EDA – 2017 Regional Economic Profile and 2017-18 East Bay Economic Outlook According to the 2017 East Bay Economic Development Alliance (EDA) Regional Economic Profile prepared by Beacon Economics, over the last few years there has been a slowdown in the growth of the labor supply. “Simply put, the pace of job creation cannot continue to increase if the supply of labor, the labor force, is growing at a slower rate. It is only a matter of time before the slack in the labor market (the number of unemployed and those who dropped out of the labor force) left over from the Great Recession is depleted.” “During the first half of 2017, the labor force in the East Bay grew 0.3%, whereas the number of employed East Bay residents increased 0.8%. A similar imbalance can be seen in 2016, when the labor force grew 1.7% and employed residents increased 2.3%. In fact, the growth in the number of employed residents has been higher than the growth in the labor force every year since 2011.” The report indicates that one of the primary causes of the slowdown in the supply of labor is the lack of housing in the region, and the affordability of the current housing stock. “If there are not enough homes to house new workers, the local labor force simply cannot grow enough to sustain the job growth of the last few years. This forces many people to endure long commutes to the growing job centers throughout the Bay Area. Even with commuters, labor force growth will be constrained without significant investment in transportation infrastructure.” The report states that the constrained housing supply has maintained steady upward pressure on home prices in the East Bay, making most of the region unaffordable to lower- and even some middle- income households. However, Contra Cost, particularly East Contra Costa, retains a significant affordability advantage relative to San Francisco and San Jose. According to the 2017-18 EDA East Bay Economic Outlook prepared by Beacon Economics, the East Bay industries that grew the fastest from September 2016 to September 2017 were Wholesale Trade (5.2% growth), Construction (4.2% growth), and Educational Services (4.1% growth). The Health Care sector grew by 2.8%, but led all sectors in absolute job gains (4,600 jobs). High skilled sectors such as Financial Activities (2.5% growth) and Management (2.4% growth) posted significant gains. In addition, the East Bay Economic Outlook reports that: ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 9 “Construction sector payroll share expanded by 12.2% since September 2015, making it the fastest growing over this period and reaffirming the observation that developers are capitalizing on residential and commercial development opportunities in the area.” The report also states that the Information sector and the Professional, Scientific & Technical Services sector grew by 2.1% and 1.1%, respectively, from September 2016 to September 2017. Much of this payroll employment “comes from the growing Tech industry in the East Bay. In particular, the Computer Systems Design and Related Services sector was a significant source of new jobs, generating 1,100 new positions from September 2016 to September 2017. Demand for skilled workers extends well beyond high-tech jobs, however, with Architectural and Engineering Services creating 800 jobs in the East Bay over the last year.” The 2017 Regional Economic Profile reported that the gains in the Tech industry have come through a steady flow of venture capital funding. In the first two quarters of 2017 alone, $1.02 billion in venture capital funding went to companies headquartered in the East Bay, according to the research data company Pitchbook, representing strong investor confidence in East Bay companies. Further, the East Bay Economic Outlook indicates that employment fell in only a handful of major sectors over the last year. For example, “payroll employment in the Administrative Support sector declined 1.7%, but the losses here were concentrated in the Employment Services subsector, which is associated primarily with temp agencies. With a tight labor market in an expanding economy, temporary workers are in less demand as offers for full-time work take precedence.” “In addition, with online sales continuing to take an ever-bigger share of total retail sales, the Retail Trade sector declined by 2.1%, as brick and mortar retail establishments are having to adapt, often with fewer locations and staff.” “Transportation, Warehousing, and Utilities declined by 3.2% and Manufacturing declined by 1.0%. These job losses are not substantial, but they are something to keep a close eye on if they persist in the months ahead. At the same time, as advanced manufacturing continues to impact manufacturing and logistics through technological advancements and automation, improved efficiencies and safety standards will contribute to economic growth.” “Promising for the East Bay, is that high-wage sectors are expected to be at the forefront of the overall projected employment growth by 6.0% from current levels to 2021.” “Management and Professional Services are expected to grow by 8.7% (10,500 jobs), the Information sector is expected to grow by 11.6% (3,100 jobs), the Construction sector is expected to grow by 9.4% (6,900 jobs), the Education/Health sector is expected to grow by 9.2% (17,600 jobs), and the Manufacturing sector is expected to grow by 5.3% (4,700 jobs).” “The venture capital industry is finding the East Bay a most promising place to invest, a very positive sign for the region’s future. The region can encourage even more startup activity going forward through investment in incubators and other platforms for nascent tech development, as well as continuing to promote construction of affordable residential and commercial property, which will encourage in-migration of high-skilled workers, entrepreneurs and businesses.’ These reports are helpful in understanding our emphasis on the need for training and business incubation in the construction trades as well as training in other key sectors and incubation of small business entrepreneurs in key industry sectors and supply chain companies. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 10 Waterfront Region Comparative Demographic Data: Population, Businesses, & Poverty Rates The initial description of the NWEDI originally included only areas that touch the waterfront - unincorporated county land and the cities of Hercules, Martinez, Concord, Pittsburg, Antioch and Oakley. The NWEDI now articulates a unified regional approach that expands the vision to include the cities of Brentwood and Walnut Creek, recognizing the importance of the support and involvement of communities in the broader region and the wider potential impact of the NWEDI on the entire region’s quality of life, workforce, and economic sustainability. Overall, though Contra Costa County’s unemployment rate has dropped to just 3.9% as of November 1, 2017, the overall poverty rate is 10.9% (people living below poverty level). Comparatively, for the cities located within the NWEDI region the stats are as follows: • Hercules has a population of 24,060; 1,630 businesses; & a poverty rate of 5.1% • Rodeo (unincorporated) has a population of 9,724; 15 businesses; & a poverty rate of 13.0% • Crockett (unincorporated) has a population of 3,044; businesses (n/a); & a poverty rate of 9.7% • Martinez has a population of 35,824: 3, 489 businesses; & a poverty rate of 6.1% • Walnut Creek has a population of 64,173; 19,176 businesses; & a poverty rate of 6.1% • Concord has a population of 122,067; 10,859 businesses; & a poverty rate of 13.3% • Bay Point (unincorporated) has a population of 21,349; 1,268 businesses; & a poverty rate of 21.5% • Pittsburg has a population of 63,264; 4,367 businesses; and a poverty rate of 17.9% • Antioch has a population of 110,542; 6,018 businesses; & an overall poverty rate of 15.4% (Note: Antioch’s 94509 zip code has a population of 66,279, & a poverty rate of 19.7%; while Antioch’s 94531 zip code has a population of 44, 263 & a poverty rate of 9%.) • Brentwood has a population of 51,481; 4,106 businesses; & a 7.3% poverty rate • Oakley has a population of 40, 622; 1,902 businesses; & an 8.2% poverty rate The Truth About Poverty and the Impact of Concentrated Poverty on Neighborhoods Through our research we also found the following additional facts regarding poverty: A Stanford University study shows that in 1970, 65 percent of America’s families lived in “middle- income” situations. By 2008, only 43 percent of U.S. families lived in middle-income neighborhoods. Meanwhile, over that same period of time, the share of families living in either poor or rich neighborhoods essentially doubled. (The book "Coming Apart" draws on five decades of statistics and research that describes these findings.) Further, it was once thought that poverty was mostly a problem for minorities in urban neighborhoods, or those living in the rural areas, particularly in Southern states. But the reality is that poverty is beginning to devour what was a majority of white middle-class families in major suburban neighborhoods. Further, the 2008 economic recession forced millions of Americans into poverty, up from 11% in 2000 to about 15%. Poverty rates actually improved under the Obama administration, going down to 12.7% in 2016. Of the 39.5 million people living below the poverty line who rely on food stamps, 43% are white and only 23% are black. And, when we look at the 20 million people living in extreme poverty (those households making less than 50 percent of the poverty threshold), 42% are white and 26% are black. This information is critical because we need to ensure that the NWEDI effectively addresses service gaps and does not miss serving those most in need because of stereotypes and misinformation. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 11 Our work has required developing a deeper understanding of the effects of concentrated poverty on neighborhoods in the target region. Neighborhoods with concentrated poverty oftentimes isolate their residents from the resources and networks they need to reach their potential and deprive the larger community of the neighborhood’s human and social capital. With both the rise of inner-city poverty and the recent increase in suburban poverty in the United States, researchers have sought to interpret the dynamic between neighborhoods and residents in communities of concentrated poverty. Impoverished neighborhoods are challenged with serious crime, health, and education problems that, in turn, further restrict the opportunities of those growing up and living in them, and thwart business development and business acquisition efforts. We have an opportunity to change that dynamic in impoverished areas along the Waterfront. Let’s not take our eyes off the prize. In doing so, we must remember the following barriers to success and avoid them at all cost. They are according to John Kotter, Leading Change: “Why Transformation Efforts Fail” • Not Establishing a Great Sense of Urgency • Not Creating a Powerful Enough Guiding Coalition • Lacking a Vision • Under-Communicating the Vision by a Factor of 10 • Not Removing Obstacles to the New Vision • Not Systematically Planning for and Creating Short-Term Wins • Declaring Victory Too Soon • Not Anchoring Changes to the Community’s Culture, Plans, and Vision We strongly believe that the Northern Waterfront region is ready for the NWEDI to focus on human capital, and thereby accomplish what is outlined in this document and more. As a region, we can ill afford not to do so. Social Determinants of Health As a reminder, we cannot minimize, as we move forward, the critical importance of including health in our strategy for revitalization. This is one of the reasons we have intentionally solicited partnerships with health-focused programs and thought partners. According to the Office of Disease Prevention and Health Promotion: A range of personal, social, economic, and environmental factors contributes to individual and population health. For example, people with a quality education, stable employment, safe homes and neighborhoods, and access to preventive services tend to be healthier throughout their lives. Conversely, poor health outcomes are often made worse by the interaction between individuals and their social and physical environment. Concentrated pockets of residents suffering from poor physical conditions are a barrier to economic growth and stability. Social determinants are in part responsible for the unequal and avoidable differences in health status within and between communities. As a leading health topic, social determinants take into account the critical role of home, school, workplace, neighborhood, and community in improving health. From infancy through old age, the conditions in the social and physical environments in which people are born, live, work, and age can have a significant influence on health outcomes as follows: ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 12 Prenatal • According to the Journal of Public Health Management and Practice, it is important to improve the prenatal health-related behaviors of women, “including reducing their use of cigarettes, alcohol and illegal drugs and enabling them to obtain the needed treatment for pregnancy-related complications.” • Further, other documented benefits of prenatal care include longer intervals between the birth of the first and second child, longer relationships with current partner, and fewer months of using welfare and food stamps. The positive effects of proper prenatal care reduce the societal outcomes of crime, substance abuse, teen pregnancy, child abuse, child neglect, and domestic violence. Children • Early and middle childhood provides the physical, cognitive, and social-emotional foundation for lifelong health, learning, and wellbeing. A history of exposure to adverse experiences in childhood, including exposure to violence and maltreatment, is associated with health risk behaviors such as smoking, alcohol and drug use, and risky sexual behavior, as well as health problems such as obesity, diabetes, heart disease, sexually transmitted diseases, and attempted suicide. • Features of the built environment, such as exposure to lead-based paint hazards and pests, negatively affect the health and development of young children. Adolescents • Because they are in developmental transition, adolescents and young adults are particularly sensitive to environmental influences. Environmental factors, including family, peer group, school, neighborhood, policies, and societal cues, can either support or challenge young people’s health and wellbeing. Addressing young people’s positive development facilitates their adoption of healthy behaviors and helps to ensure a healthy and productive future adult population. • Adolescents who grow up in neighborhoods characterized by poverty are more likely to be victims of violence; use tobacco, alcohol, and other substances; become obese; and engage in risky sexual behavior. Adults • Access to and availability of healthier foods can help adults follow healthful diets. For example, better access to retail venues that sell healthier options may have a positive impact on a person’s diet. These venues may be less available in low-income or rural neighborhoods. • Longer hours, compressed work weeks, shift work, reduced job security, and part-time and temporary work are realities of the modern workplace and are increasingly affecting the health and lives of U.S. adults. Research has shown that workers experiencing these stressors are at higher risk of injuries, heart disease, and digestive disorders. Older Adults • Availability of community-based resources and transportation options for older adults can positively affect health status. Studies have shown that increased levels of social support are associated with a lower risk for physical disease, mental illness, and death. Impact of Social Determinants on Health Disparities It is important to recognize the impact that social determinants have on health outcomes of specific populations. Moreover, with respect to disparities and social determinants, the data shows that race and ethnicity, gender, sexual identity, age, disability, socioeconomic status, and geographic location all contribute to an individual’s ability to achieve good health. Social determinants are often a strong predictor of health disparities. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 13 For example, nationally: • In 2008, the Asian/Pacific Islander population had the highest rate of high school graduation among racial and ethnic groups, with 91.4% of students attending public schools graduating with a diploma 4 years after starting 9th grade compared to rates among non-Hispanic white (81.0%), American Indian/Alaska Native (64.2%), Hispanic (63.5%), and non-Hispanic black (61.5%). • Per the National Assessment of Adult Literacy, African American, Hispanic, and American Indian or Alaska Native adults were significantly more likely to have below basic health literacy compared to their white and Asian or Pacific Islander counterparts. Hispanic adults had the lowest average health literacy score compared to adults in other racial and ethnic groups. • In 2007, African Americans and Hispanics were more likely to be unemployed compared to their white counterparts. Further, all adults with less than a high school education were 3 times more likely to be unemployed than those with a bachelor’s degree. • Low socioeconomic status is associated with an increased risk for frequent mental distress as well as for many diseases, including cardiovascular disease, arthritis, diabetes, chronic respiratory diseases, and cervical cancer. • Low-income minorities on average spend more time traveling to work and other daily destinations than do low-income whites because they have fewer private vehicles and use public transit and car pools more frequently. It is important to understand how personal, social, economic, and environmental factors contribute to workforce development at a deep level, while considering the unique history and demographic makeup of the region. Therefore, in this document, we have compared personal, social, economic, and environmental health disparity factors to reports and studies related to the East Contra Costa region because of the significantly higher population and diversity numbers of the region. We have also explored best practice studies related to collaboration, referral services, and engagement strategies. As we have interviewed and entered into discussions with business, non-profit organizations, community stakeholders, and education, health, philanthropic and city government representatives, it has become very clear that the subject of partner capacity to reach hard to serve populations and remove barriers to participation in the economy and how we focus and then roll out partnerships and services throughout the Waterfront are important considerations. Important related issues include: increasing impact on health determinants by building broader stakeholder collaboration, fostering effective strategic community engagement, and significantly impacting indicators for better health and therefore better economic outcomes in the region. Relationship of Investments in Human Capital to Wealth and Health According to the 2015 Policy Summit closing keynote address by Loretta J. Mester, President of the Federal Reserve Bank of Cleveland (FBRC): “Many studies have documented the importance to economic well-being of investments in human capital. For example, Cleveland Fed researchers found that over a 75-year-period, education levels were consistently one of the most reliable indicators for each state’s per capita income growth and that counties with higher levels of high school graduates tend to have lower poverty rates and higher levels of labor force participation.” “A study by a Philadelphia Fed researcher found that resilient regions, that is, regions that have been able to avoid persistent declines in population over the long run, tend to have a more educated population and a more diverse industry mix. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 14 The benefits of investing in human capital are also evident at the individual level. Better education is correlated with higher wages and lower levels of unemployment. For example, the current unemployment rate for those with a college degree is 2.6 percent, compared to 5.4 percent for those with a high school diploma, and 8.0 percent for those who didn’t graduate from high school.” “The difference in wages between those with a college degree and those without, the so-called skill premium, has widened substantially over time, more than doubling since the 1970s. Median hourly wages for those with a bachelor’s degree are now about 80 percent higher than for high school graduates. And over a lifetime, in present value terms, a college graduate can expect to earn nearly twice as much as a high school graduate. Other research shows that the skill premium has grown even more for those with a post-graduate degree, even controlling for changing demographics. Those with a graduate degree now earn about 30 percent more than those with a four-year college degree.” “The rising skill premium since the 1970s reflects the fact that over much of the period, real wages (that is, wages adjusted for inflation) rose for skilled workers while they fell for unskilled workers.” “Several factors could have led to the rising trend in the skill premium. Globalization, which has led to increased trade between the U.S. and countries with lower-skill, lower-wage workers, is one possible explanation. Demand from the U.S. for the products produced by lower-wage workers abroad would put downward pressure on the wages of lower-skill workers producing similar goods in the U.S. And demand from abroad for goods produced by high-skill workers in the U.S. would put upward pressure on their wages. While this is an interesting theory, there is not much empirical support for trade being a major driver of the skill premium. Instead, there appears to be considerably more evidence that technological change has increased the demand for skilled workers relative to unskilled workers. This is consistent with the fact that even industries often viewed as less skill-intensive have increased their demand for skilled labor. The manufacturing plant of the 1970s has transformed itself into a high- tech operation, requiring workers who can operate computerized machinery and even robots.” Notable Countywide and Antioch Data Related to the Workforce/Education Pipeline and Health The need and the opportunities in the eastern portion of the Northern Waterfront region create a compelling focal point for pilot projects for the community and human capital strategy of the NWEDI. The combined population of Bay Point, Pittsburg, Antioch, Brentwood, and Oakley is over 300,000. Therefore, in the interest of brevity and focus, we include below an overall summary of relevant data for the county in general and comparative data for Antioch, the Northern Waterfront’s largest city. A. Childhood and Adolescent Indicators Antioch Population for Children and Adolescents by Age, and Gender as of 2015 Antioch Population: 110,542 Antioch Boys Under 5 years: 3,638 5 to 9 years: 3,937 10 to 14 years: 4,291 15 to 17 years: 2,720 Antioch Girls Under 5 years: 3,638 5 to 9 years: 3,759 10 to 14 years: 4,060 15 to 17 years: 2,702 As a reminder, the social determinants of health for children and adolescents are: • Early and middle childhood provides the physical, cognitive, and social-emotional foundation for lifelong health, learning, and wellbeing. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 15 A history of exposure to adverse experiences in childhood, including exposure to violence and maltreatment, is associated with health risk behaviors such as smoking, alcohol and drug use, and risky sexual behavior, as well as health problems such as obesity, diabetes, heart disease, sexually transmitted diseases, and attempted suicide. • Features of the built environment, such as exposure to lead-based paint hazards and pests, negatively affect the health and development of young children. • Because they are in developmental transition, adolescents and young adults are particularly sensitive to environmental influences. Environmental factors, including family, peer group, school, neighborhood, policies, and societal cues, can either support or challenge young people’s health and wellbeing. Addressing young people’s positive development facilitates their adoption of healthy behaviors and helps to ensure a healthy and productive future adult population. • Adolescents who grow up in neighborhoods characterized by poverty are more likely to be victims of violence; use tobacco, alcohol, and other substances; become obese; and engage in risky sexual behavior. It is important to emphasize a focus on health and education indicators for children and adolescents when discussing strategies for human capital development and related assessment tools because they are our current and future economic, workforce and education pipeline for regional economic stability. We get a glimpse of these important indicators by reviewing the following California Healthy Kids Survey data for Contra Costa County. Please note that the latest survey results were gathered in 2015. 1. Alcohol, Tobacco, & Other Drugs Binge Drinking in Past Month (Student Reported) Contra Costa County Percent Level of Connectedness to School 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days High 92.5% 2.7% 1.6% 1.8% 0.5% 0.8% Medium 88.0% 4.0% 2.4% 3.1% 1.1% 1.4% Low 77.0% 4.7% 5.0% 4.5% 2.8% 6.1% Race/Ethnicity 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days African American/Black 90.9% 2.7% 1.9% 1.8% 0.6% 2.1% American Indian/Alaska Native 87.9% 3.2% 1.3% 2.3% 2.1% 3.1% Asian 96.0% 1.4% 0.8% 0.8% 0.2% 0.8% Hispanic/Latino 86.5% 4.2% 2.8% 3.0% 1.4% 2.2% Native Hawaiian/Pacific Islander 88.0% 3.7% 2.0% 2.8% 1.1% 2.4% White 88.0% 3.7% 2.7% 3.5% 1.0% 1.0% Multiracial 89.9% 3.5% 1.7% 2.2% 0.9% 1.7% Other 91.7% 2.7% 2.3% 1.3% 0.3% 1.7% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 16 Drinking and Driving or Riding with a Driver Who Had Been Drinking (Student Reported) Contra Costa County Percent Level of Connectedness to School Never 1 Time 2 Times 3-6 Times 7 or more times High 84.8% 5.4% 3.9% 3.2% 2.7% Medium 78.3% 7.2% 4.8% 5.0% 4.7% Low 69.4% 6.1% 6.1% 6.5% 11.8% Race/Ethnicity Never 1 Time 2 Times 3-6 Times 7 or more times African American/Black 82.0% 5.6% 3.9% 3.4% 5.2% American Indian/Alaska Native 76.6% 7.7% 5.0% 2.4% 8.3% Asian 89.0% 4.2% 2.2% 2.1% 2.5% Hispanic/Latino 76.2% 6.6% 5.2% 5.8% 6.2% Native Hawaiian/Pacific Islander 80.9% 4.3% 7.1% 4.7% 3.1% White 80.6% 7.1% 4.8% 4.0% 3.5% Multiracial 82.2% 5.7% 4.0% 3.9% 4.3% Other 77.0% 9.8% 4.6% 3.3% 5.4% Cigarette Use in Lifetime (Student Reported) Contra Costa County Percent Level of Connectedness to School 0 Times 1 Time 2 Times 3 Times 4-6 Times 7 or more times High 93.1% 2.4% 0.9% 0.7% 0.7% 2.2% Medium 85.5% 3.8% 1.9% 1.6% 1.7% 5.5% Low 73.7% 5.3% 2.7% 2.1% 3.0% 13.1% Race/Ethnicity 0 Times 1 Time 2 Times 3 Times 4-6 Times 7 or more times African American/Black 87.7% 4.6% 1.4% 1.1% 0.7% 4.5% American Indian/Alaska Native 82.7% 8.2% 0.5% 0.9% 0.8% 6.9% Asian 94.4% 1.8% 0.6% 0.7% 0.5% 2.0% Hispanic/Latino 85.0% 4.2% 2.0% 1.6% 1.7% 5.4% Native Hawaiian/Pacific Islander 85.7% 5.6% 2.4% 0.5% 1.7% 4.2% White 88.8% 2.5% 1.2% 1.0% 1.4% 5.0% Multiracial 87.9% 2.9% 1.5% 1.2% 1.4% 5.1% Other 87.6% 1.8% 1.6% 0.7% 1.5% 6.8% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 17 Marijuana Use in Past Month (Student Reported) Contra Costa County Percent Level of Connectedness to School 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days High 90.7% 2.5% 1.5% 2.2% 1.1% 2.0% Medium 82.5% 3.5% 2.7% 4.4% 2.5% 4.4% Low 69.3% 5.0% 3.3% 6.2% 4.0% 12.0% Race/Ethnicity 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days African American/Black 79.9% 3.5% 2.9% 4.3% 2.9% 6.5% American Indian/Alaska Native 85.3% 3.3% 2.3% 3.7% 1.2% 4.2% Asian 94.8% 1.3% 0.9% 1.0% 0.6% 1.3% Hispanic/Latino 81.8% 3.8% 2.6% 4.3% 2.6% 4.9% Native Hawaiian/Pacific Islander 85.4% 3.2% 2.0% 3.8% 1.4% 4.2% White 85.9% 3.1% 2.2% 3.6% 1.8% 3.5% Multiracial 84.8% 3.3% 2.2% 3.4% 1.8% 4.4% Other 86.5% 3.7% 0.9% 3.8% 2.2% 2.9% Recreational Use of Prescription Drugs in Lifetime (Student Reported) Contra Costa County Percent Level of Connectedness to School Any None High 9.1% 90.9% Medium 16.2% 83.8% Low 29.1% 70.9% Race/Ethnicity Any None African American/Black 16.6% 83.4% American Indian/Alaska Native 17.2% 82.8% Asian 7.2% 92.8% Hispanic/Latino 16.8% 83.2% Native Hawaiian/Pacific Islander 14.3% 85.7% White 13.4% 86.6% Multiracial 16.5% 83.5% Other 16.6% 83.4% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 18 Combination Alcohol/Drug Use in Past Month (Student Reported) Contra Costa County Percent Level of Connectedness to School Any None High 17.3% 82.7% Medium 28.2% 71.8% Low 41.6% 58.4% Race/Ethnicity Any None African American/Black 26.5% 73.5% American Indian/Alaska Native 23.1% 76.9% Asian 10.3% 89.7% Hispanic/Latino 29.8% 70.2% Native Hawaiian/Pacific Islander 25.3% 74.7% White 24.1% 75.9% Multiracial 23.6% 76.4% Other 20.8% 79.2% Usual Level of Alcohol Intoxication (Student Reported) Level of Connectedness to School I don't drink alcohol Just a sip or two Enough to feel it a little Enough to feel it moderately Until I feel it a lot or get really drunk High 70.7% 11.6% 6.6% 7.5% 3.5% Medium 57.9% 14.9% 10.1% 10.8% 6.4% Low 48.0% 12.7% 11.2% 11.6% 16.5% Race/Ethnicity African American/Black 66.2% 12.6% 8.5% 7.1% 5.6% American Indian/Alaska Native 65.4% 15.4% 6.4% 5.9% 6.9% Asian 79.2% 9.6% 4.9% 4.2% 2.1% Hispanic/Latino 56.5% 15.0% 11.2% 10.1% 7.3% Native Hawaiian/Pacific Islander 63.7% 12.1% 7.4% 11.0% 5.8% White 61.9% 12.6% 7.3% 11.5% 6.7% Multiracial 65.1% 12.5% 8.1% 8.4% 5.9% Other 68.5% 13.5% 6.3% 7.9% 3.9% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 19 2. Community Connectedness Meaningful Participation in the Community (Student Reported) Race/Ethnicity High Medium Low African American/Black 46.6% 37.8% 15.6% American Indian/Alaska Native 51.5% 32.5% 16.0% Asian 58.4% 32.5% 9.1% Hispanic/Latino 40.6% 39.7% 19.6% Native Hawaiian/Pacific Islander 58.9% 30.3% 10.8% White 67.0% 25.9% 7.1% Multiracial 55.3% 34.1% 10.5% Other 43.9% 43.6% 12.5% 3. Emotional/Mental Health Depression-Related Feelings (Student Reported) Contra Costa County Percent Level of Connectedness to School Yes No High 19.9% 80.1% Medium 33.4% 66.6% Low 47.1% 52.9% Race/Ethnicity Yes No African American/Black 25.9% 74.1% American Indian/Alaska Native 27.0% 73.0% Asian 24.7% 75.3% Hispanic/Latino 32.2% 67.8% Native Hawaiian/Pacific Islander 32.9% 67.1% White 24.6% 75.4% Multiracial 29.5% 70.5% Other 24.5% 75.5% 4. School Connectedness Truancy Note: Because of the correlation between school connectedness and youth violence, it is important to mention here, before looking at the data, that according to the Contra Costa County Grand Jury: Contra Costa County ranked worst out of the nine Bay Area counties in chronic absences of its elementary school students last year. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 20 “With an overall K-12 truancy rate of 38.9 percent, the county had a ranking worse than neighboring Alameda County, at 27 percent, and the statewide average of 31.1 percent. That means that out of 180,000 students in the county, 10,000 of them had at least three unexcused absences last year, fitting the definition of truancy. And those who were “chronically absent,” defined as being absent for any reason 10 percent or more of the school year, or approximately two days a month, were an even larger number. Thus, the Contra Costa grand jury panel found that the county’s truancy rates also ranked among the worst throughout the state — 46th out of 58 counties, calling it “a disturbing picture for the county.” We are not surprised by this observation. The high number of Antioch Unified students committing or becoming victims of violence led to the development of the Antioch Youth Intervention Network (YIN) collaborative in 2007. A comprehensive study was conducted of all 8,763 Antioch students aged 13-18 at the time of the study, under an arrangement with Antioch Unified School district lawyers and the Superintendent. To protect their identity and privacy, students were given fictitious names and student identifications so that their social economic status, grades, disciplinary records, family composition, attendance, time in the district and test scores could be studied. The study showed definitively that the top two indicators for youth likely to commit or become victims of violence were truancy and student disengagement. Over five years, YIN’s intervention strategy among a pilot group of 103 families showed an 86% reduction in truancy, an average GPA increase of 2 grade points, a 92% reduction in police calls for service related to those youth and families, a 100% graduation rate, and 100% college going rate among the 97 youth completing the process. YIN was formally integrated into the Antioch School District in 2017 and can be a best practice model for other districts along the Waterfront dealing with similar issues. This work has been documented and recognized as one of four global best practices by the United Nations, a national best practice by past US Attorney General Eric Holder, and a statewide best practice by the past US Attorney for the Northern District, Melinda Hague. Strategies that engage youth and help connect them to the learning environment are critical for reducing truancy and youth violence and increasing graduation rates, student success, health, and connections to the workforce pipeline. The data from the California Healthy Kids Survey for Contra Costa County relating to School Connectedness now follows: Caring Adults at School (Student Reported) Contra Costa County Percent Race/Ethnicity High Medium Low African American/Black 31.8% 55.6% 12.6% American Indian/Alaska Native 35.2% 50.2% 14.6% Asian 35.8% 55.3% 9.0% Hispanic/Latino 30.5% 56.0% 13.4% Native Hawaiian/Pacific Islander 33.1% 57.1% 9.8% White 42.0% 50.2% 7.8% Multiracial 35.3% 54.0% 10.7% Other 34.2% 55.5% 10.2% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 21 Contra Costa County Percent Female Male Grade Level High Medium Low High Medium Low 7th Grade 40.0% 50.7% 9.3% 34.8% 54.4% 10.8% 9th Grade 32.0% 55.8% 12.1% 30.5% 56.8% 12.7% 11th Grade 39.6% 51.0% 9.4% 35.2% 55.1% 9.7% Non-Traditional N/R N/R N/R N/R N/R N/R All 37.0% 52.6% 10.3% 33.4% 55.5% 11.1% High Expectations from Teachers and Others (Student Reported) Contra Costa County Percent Race/Ethnicity High Medium Low African American/Black 50.3% 41.9% 7.9% American Indian/Alaska Native 49.0% 41.9% 9.1% Asian 53.0% 42.2% 4.8% Hispanic/Latino 46.5% 45.2% 8.3% Native Hawaiian/Pacific Islander 52.1% 41.5% 6.4% White 55.6% 39.5% 4.9% Multiracial 51.0% 41.9% 7.1% Other 50.3% 42.5% 7.3% Contra Costa County Percent Female Male Grade Level High Medium Low High Medium Low 7th Grade 59.2% 36.0% 4.9% 55.8% 37.8% 6.5% 9th Grade 48.7% 44.9% 6.4% 46.4% 45.0% 8.5% 11th Grade 49.6% 44.2% 6.3% 45.9% 46.7% 7.4% Non-Traditional N/R N/R N/R N/R N/R N/R All 52.4% 41.8% 5.9% 49.4% 43.2% 7.5% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 22 Meaningful Participation at School (Student Reported) Contra Costa County Percent Race/Ethnicity High Medium Low African American/Black 14.3% 49.6% 36.1% American Indian/Alaska Native 15.3% 57.9% 26.8% Asian 17.0% 57.5% 25.5% Hispanic/Latino 11.3% 50.2% 38.4% Native Hawaiian/Pacific Islander 18.8% 54.2% 27.0% White 18.9% 54.9% 26.2% Multiracial 13.0% 54.2% 32.8% Other 11.7% 55.8% 32.5% School Connectedness (Student Reported) Contra Costa County Percent Race/Ethnicity High Medium Low African American/Black 32.7% 49.3% 18.0% American Indian/Alaska Native 47.0% 36.8% 16.2% Asian 54.9% 37.0% 8.1% Hispanic/Latino 41.2% 46.8% 12.0% Native Hawaiian/Pacific Islander 49.2% 40.5% 10.3% White 60.2% 31.7% 8.1% Multiracial 45.0% 42.0% 13.1% Other 45.9% 42.7% 11.4% Total School Assets (Student Reported) Contra Costa County Percent Race/Ethnicity High Medium Low African American/Black 30.5% 55.8% 13.6% American Indian/Alaska Native 32.3% 51.1% 16.6% Asian 36.7% 53.6% 9.7% Hispanic/Latino 28.4% 55.1% 16.5% Native Hawaiian/Pacific Islander 34.8% 53.6% 11.5% White 41.0% 49.7% 9.2% Multiracial 32.4% 54.8% 12.7% Other 32.0% 54.5% 13.5% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 23 Contra Costa County Percent Female Male Grade Level High Medium Low High Medium Low 7th Grade 38.7% 51.5% 9.8% 35.1% 54.2% 10.7% 9th Grade 31.0% 54.2% 14.8% 29.8% 55.5% 14.8% 11th Grade 36.1% 50.6% 13.3% 33.3% 53.9% 12.8% Non-Traditional N/R N/R N/R N/R N/R N/R All 35.1% 52.2% 12.7% 32.7% 54.6% 12.8% 5. Expulsions and Suspensions According to the U.S. Department of Health and Human Services and the U.S. Department of Education: “Suspension and expulsion can influence a number of adverse outcomes across development, health, and education. Young students who are expelled or suspended are as much as 10 times more likely to drop out of high school, experience academic failure and grade retention, hold negative school attitudes, and face incarceration than those who are not. While much of this research has focused on expulsion and suspension in elementary, middle, and high school settings, there is evidence that expulsion or suspension early in a child’s education is associated with expulsion or suspension in later school grades. Not only do these practices have the potential to hinder social-emotional and behavioral development, they also remove children from early learning environments and the corresponding cognitively enriching experiences that contribute to healthy development and academic success later in life.” “Expulsion and suspension practices may also delay or interfere with the process of identifying and addressing underlying issues, which may include disabilities or mental health issues. Some of these children may have undiagnosed disabilities or behavioral health issues and may be eligible for additional services, but in simply being expelled, they may not receive the evaluations or referrals they need to obtain services. For example, the source of challenging behavior may be communication and language difficulties, skills that can be improved through early assessment and intervention services. In these cases, appropriate evaluation and follow-up services are critical, but less likely if the child is expelled from the system.” “Finally, expulsions may contribute to increased family stress and burden. In many cases, families of children who are expelled do not receive assistance in identifying an alternative placement, leaving the burden of finding another program entirely to the family. There may be challenges accessing another program, particularly an affordable high-quality program. Even in cases where assistance is offered, often there is a lapse in service which leaves families, especially working families, in difficult situations.” – U.S. Department of Health and Human Services and U.S. Department of Education, Policy Statement on Expulsion and Suspension Policies in Early Childhood Settings (Dec. 10, 2014) Statistics related to suspensions and expulsions with a focus on the “defiance” disciplinary code is included for two reasons. The first is that it shows a huge population disparity related to children and adolescents of color. The second is that as mentioned above, suspensions and expulsions can lead to academic failure, dropouts, and prison; all of which have impact on social determinants related to the health of children and adolescents whose negative affects follow them into adulthood. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 24 Further, as stated by former U.S. Attorney General Eric Holder: “We’ve seen time and again that school districts with high out-of-school suspension rates also tend to have lower-than- average graduation rates. We’ve seen that severe discipline policies often increase the numbers of suspensions and expulsions without effectively making schools safer or creating better learning environments. And we’ve seen that the impacts of exclusionary policies are not felt equally in every segment of the population – with students of color and those with disabilities often receiving different and more severe punishments than their peers.” – Eric Holder, now former U.S. Attorney General: Remarks at the U.S. Department of Justice and U.S. Department of Education School Discipline Guidance Rollout at Frederick Douglass High School in Baltimore, Maryland (Jan. 8, 2014) Moreover, according to the National Education Association: “A suspension can be life altering. It is the number-one predictor – more than poverty – of whether children will drop out of school and walk down a road that includes a greater likelihood of unemployment, reliance on social-welfare programs, and imprisonment.” – The School-to-Prison Pipeline: Time to Shut It Down, NEA Today (Jan. 5, 2015) “Far too many of our most vulnerable students are excluded from class for minor, non-violent behavior, which puts them at great risk for academic failure, dropping out, and an unnecessary journey down the school to prison pipeline.” – Dennis Van Roekel, former President, Let's Stop the School-to-Prison Pipeline (Mar. 13, 2014) Expulsions and Suspensions for Antioch Unified School District Antioch Unified Report (Top Three Groups in Boldface) Ethnicity Defiance Suspensions (In School) Defiance Suspensions (Out School) Other Suspensions (In School) Other Suspensions (Out School) Total Suspensions Defiance Expulsions Other Expulsions Total Expulsions Hispanic Or Latino Of Any Race 377 111 92 418 998 0 5 5 American Indian Or Alaska Native, Not Hispanic 12 4 3 12 31 0 0 0 Asian, Not Hispanic 10 3 3 13 29 0 0 0 Pacific Islander, Not Hispanic 37 8 0 9 54 0 0 0 Filipino, Not Hispanic 5 1 0 21 27 0 0 0 African American, Not Hispanic 902 353 204 1,048 2,507 1 12 13 White, Not Hispanic 143 51 46 200 440 0 2 2 Two Or More Races, Not Hispanic 72 25 17 59 173 0 0 0 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 25 6. Suicide and Self-Inflicted Injury Seriously considered attempting suicide in the past 12 months Contra Costa County Percent Level of Connectedness to School Yes No High 10.8% 89.2% Medium 19.3% 80.7% Low 33.4% 66.6% Race/Ethnicity Yes No African American/Black 14.9% 85.1% American Indian/Alaska Native 20.6% 79.4% Asian 16.4% 83.6% Hispanic/Latino 17.7% 82.3% Native Hawaiian/Pacific Islander 21.3% 78.7% White 15.3% 84.7% Multiracial 20.6% 79.4% Other 14.9% 85.1% 7. Teen Births Last, it is important to note that as reported by countyhealthrankings.org, there are 18 teen births per every 100,000 female residents ages 15 through 19. B. Adult and Older Adult Health Indicators As a reminder, the social determinants of health for adults and older adults are: • Access to and availability of healthier foods can help adults follow healthful diets. For example, better access to retail venues that sell healthier options may have a positive impact on a person’s diet. These venues may be less available in low-income or rural neighborhoods. • Longer hours, compressed work weeks, shift work, reduced job security, and part-time and temporary work are realities of the modern workplace and are increasingly affecting the health and lives of U.S. adults. Research has shown that workers experiencing these stressors are at higher risk of injuries, heart disease, and digestive disorders. • For older adults, availability of community-based resources and transportation options can positively affect health status. Studies have shown that increased levels of social support are associated with a lower risk for physical disease, mental illness, and death. Antioch Young Adult, Adult, and Older Adult Population by Age and Gender as of 2015 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 15 Male Population: 49,482 18 and 19 years: 1,687 20 years: 803 21 years: 718 22 to 24 years: 2,138 25 to 29 years: 3,385 30 to 34 years: 3,001 35 to 39 years: 3,229 40 to 44 years: 3,427 45 to 49 years: 3,865 50 to 54 years: 3,683 55 to 59 years: 2,985 60 and 61 years: 968 62 to 64 years: 1,229 65 and 66 years: 625 67 to 69 years: 811 70 to 74 years: 934 75 to 79 years: 671 80 to 84 years: 428 85 years and over: 309 Female Population: 52,226 18 and 19 years: 1,614 20 years: 767 21 years: 714 22 to 24 years: 2,099 25 to 29 years: 3,515 30 to 34 years: 3,345 35 to 39 years: 3,488 40 to 44 years: 3,960 45 to 49 years: 4,159 50 to 54 years: 3,893 55 to 59 years: 3,161 60 and 61 years: 1,066 62 to 64 years: 1,348 65 and 66 years: 679 67 to 69 years: 902 70 to 74 years: 1,168 75 to 79 years: 860 80 to 84 years: 677 85 years and over: 652 The following data from Countyhealthrankings.org give an overview of mortality and national health rankings for Contra Costa adults as of 2017. Please note that this data is countywide. 1. Contra Costa Health Outcomes The Contra Costa County Health Outcomes ranking is 9 out of a possible 57. Category rankings are: Length of Life: 10 with 4,700 premature deaths Quality of Life: 16 with 12% residents with poor of fair health, 3.3% experiencing poor physical health days, 3.5% experiencing poor mental health days, and 7% experiencing low birth weight Health Factor: 9 Health Behavior: 14 and includes the following categories and percent of population affected: Adult Smoking: 11% Adult Obesity: 25% Physical inactivity (adults over age 20): 18% Access to exercise opportunities: 96% County Food environment index (o is worst, and 10 is best): 8.1 Excessive drinking: 18% Alcohol-impaired driving deaths: 28% Sexually transmitted infections (new cases per 100,000 population): 388.4 Clinical Care: 12 with 10% of residents being uninsured The ratio of population to Primary Physicians: 1,020:1; Dentists: 1,210:1; Mental Health Providers: 330:1 34 preventable hospital stays per 1,000 Medicare enrollees 82% monitoring of diabetic Medicare enrollees ages 65 to 75 64% of Medicare enrollees ages 67-69 receiving Mammographic screening ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 27 Social and Economic Factors: 8 and factors include: High School graduation rate: 89% Residents having some college: 69% Unemployment rate: 5.0% Children living in poverty: 13% Income inequality: 4.9% (ratio of household income at the 80th percentile compared to the 20th percentile) Children live in a single parent household: 27% Social Associations: 5.5% (number of social association memberships per every 10,000 residents) Violent Crime: 366 per 100,000 residents Injury deaths: 44 per every 100,000 residents Physical Environment: 9 and factors include: Air Pollution levels at 7.7 average daily density of particulate matter in micrograms per cubic meter 23% of households with at least 1 of four severe housing problems (overcrowding, high housing costs, lack of plumbing facilities, or lack of kitchen) 69% of the population driving to work alone 48% of those commuting alone to work have a commute of more than 30 minutes. Finally, data at healthdata.org shows that at 6.9 per 100,000 residents, Contra Costa females die from self-harm or interpersonal violence at a rate higher than the California state rate of 6.8; and Contra Costa males at 27.5 exceed the California state rate of 25.9. Yet, female life expectancy at 83.8 years in Contra Costa County is higher than the state average of 83.1 years; and the Contra Costa County male life expectancy of 79.4 is higher than the state average of 76.5 years. 2. Contra Costa Health Needs Health Needs Map: The following Health Needs Map1 and diagram offers several points of view of an area’s health status. Each ZIP code is assigned a Community Health Vulnerability Index 1-88 (CHVI). Zip City CHVI Population Uninsured IMR MER MH 94565 Pittsburg/Bay Point 17 89,473 16.0% 5.05 200 192 94509 Antioch 27 63,129 16.0% 4.26 281 231 94531 Antioch 65 39,510 4.0% 4.91 182 152 94561 Oakley 50 39,898 11.0% 3.81 185 169 94513 Brentwood 43 61,820 8.0% 5.23 200 172 A higher CHVI number reflects those areas with the least modeled barriers, or less vulnerability. A lower number in red indicates the areas with a CHVI of less than 50 and have more modeled barriers, or higher vulnerability. We have also listed Infant Mortality Rate (IMR) and Mental Health Emergency Room (MER) & Mental Health Hospitalization (MH) cases/10,000. 1 2012 Contra Costa Health Needs Map: www.healthneedsmap.com 9460194501 94560 94587 94580 94514 94703 94549 94595 94506 94806 94801 94803 94553 94530 94572 94705 94602 94596 94583 94804 94569 94605 94502 94709 94536 94538 94541 94546 94505 94598 94523 94597 94547 94850 94704 94552 94578 94566 94586 94603 94612 94706 94564 9451694609 94606 94702 94539 94588 94568 94610 94707 94582 94521 9452894575 9454494545 94618 94565 94519 94708 94555 94607 94611 94621 94608 94613 9451794563 9451894805 94520 94619 94710 94577 94542 94579 94550 94551 94720 94507 94513 94561 94511 94509 94531 94556 94526 94548 94525 Map data ©2015 GoogleReport a map error Use Slider to fade zip map ER Visits by Cause Asthma Inj. Assault COPD Inj. Self-Inflicted Diabetes Inj. Unintentional Heart Disease Stroke Hypertension Substance Abuse Mental Health Hospitalizations by Cause Asthma Inj. Assault COPD Inj. Self-Inflicted Diabetes Inj. Unintentional Heart Disease Stroke Hypertension Substance Abuse Mental Health Mortality Rates Infant Mortality Rate Health Indicators Choose CHVI Low Birth Weight Life Expectancy Capacity Select County to use for comparisson Alameda Select one or more zips to view Fact Sheets Legend Rank 1-19 20-36 37-54 55-71 72-88 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 28 We also highlight some of the data above that may help clarify fact versus perception regarding key health indicators that impact community/human capital in the various communities in East Contra Costa. Note that the Waterfront’s biggest city, Antioch is actually a tale of two cities with zip codes that paint starkly different pictures and show the complexity of accurately designing community and human capital development strategies that are specific to the target demographic. Also, the chart allows a comparison between particular areas, such as the City of Brentwood and Antioch’s 94531 zip code for example, to provide fact versus mythology related to perceptions by service providers, residents and officials about these areas. C. Health Determinant Challenges Related to Formerly Incarcerated Individuals Another commonly expressed challenge in East Contra Costa is related to health and wellness services for formerly incarcerated individuals. As the California Department of Corrections reports: “In Contra Costa County, the cities of Richmond, Pittsburg, Concord and Antioch have substantially higher densities of formerly incarcerated people than other areas of the county. Upon release, the reentry population and the communities to which they return face a wide array of challenges.” “The reentry population is in need of health care, housing, employment, income, and a wide range of other services. Unfortunately, the communities to which they return are often the communities least capable of meeting these reintegration needs.” Furthermore, CDCR and county jails do not provide many supports during the reentry process and, consequently, over half (56%) of all people released from CDCR will return within 3 years of their release. The flow of people between these communities and prison and jails destabilizes the communities of return and creates substantial barriers to providing ongoing health, employment, housing and educational services to a population in great need of these services.” In fact, as of 2014, 88% of the county’s reentrants returned to East Contra Costa, with 82 returning to Antioch, 46 to Pittsburg, 25 to Bay Point, 18 to Brentwood, and 17 to Oakley, for a total of 188 individuals. One thing that is accepted by reentry experts across the globe is that health and wellness services needed for successful reentry are more effective when provided through collaborative efforts. Kenyatta Leal of Centerforce and a returned resident said that community based collaboration forces “returned residents to connect with community” and that returned residents are “more likely to respect community if they feel a part of it.” He also said that collaboration “is a basis for real engagement, real wrap-around, and real jobs,” and gives a returned resident “a sense of self-worth that is a diversion from crime.” Without comprehensive health services, including mental health, reentrants often find it almost impossible to overcome barriers to employment, education, and parenting, and will continue to negatively impact economic growth. D. Health Determinant Challenges Related to the Homeless Population in East Contra Costa According to a May 2016 article in the Contra Costa Times, although homelessness in Contra Costa overall decreased 26% over the past 5 years it has significantly increased in East Contra Costa. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 29 The number of identified homeless residents in East Contra Costa jumped from 227 to 301 (32.5%) over the past year with a little over half of them in Antioch. Ironically, there is much less help and support for homeless residents in East Contra Costa than anywhere else in the county. One of the things that became apparent when talking to leaders and stakeholders in East Contra Costa is that this is one of those cases where mythology and perception are inconsistent with facts. Conversations with homeless programs and faith leaders in Brentwood were filled with frustration related to the city’s denial that there is a significant homeless population in the city - left to sleep on the streets and desperately seek food, resources and shelter. LaVonna Martin, Director of Contra Costa Health, Housing, and Homeless Services, reports that East Contra Costa is lacking services and has been for many years. According to Gary Kingsbury, board member of the Contra Costa Homeless Continuum of Care, there is only one shelter in Antioch, with only 20 beds that are reserved for the mentally ill and it serves the entire county. The one in Brentwood, Shepard’s Gate, serves women and children only and can accommodate just 25 individuals. The Development Director for Shepard’s Gate reports that in the five years she has been there she has never seen a time when there was not a wait list. There is no place for the homeless in East Contra Costa to get food or take showers, and because of transportation challenges it is difficult to get to other parts of the county for help. There is no organization doing death assessment or needs assessment of those living on the streets. The only organization that did so until recently has shut down for lack of funding. The most effective homeless program in the county is the New Life Dream Center located on Bethel Island. The county has been reluctant to work with them because they are faith-based. One thing is clear, whether a homeless person resides on the streets or in a shelter, is a senior or a child, a veteran, or a formerly incarcerated individual, their living situation is a severe barrier to health and wellness, and a barrier to health and wellness is a barrier to economic growth and stability and to having a productive and sustainable life. What is extremely concerning is that all we really know about the homeless population in East Contra Costa is that it is growing, since there is no single entity tasked with identifying the categories or the needs of these individuals. This issue must necessarily be a focus for the community and human capital development component of the NWEDI. Individual and Small Group Stakeholder Engagement We have strategically conducted a number of one on one meetings, small group meetings, and site tours and have attended meetings convened by other local community organizations to gather perspectives on the NWEDI, understand needs and service gaps, and confirm information and data from our research. This process has informed our community and human capital development strategy for the NWEDI and helped us engage potential partners and champions, identify collaborative service delivery providers, and determine potential systems alignment for this strategy. We are including below a list of fact-finding interviewees with organizational affiliation as well as relevant notes from larger community meetings convened by Emerald and other local organizations that have informed the three strategy focus area clusters described in section IV of this document. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 30 List of Fact-Finding Interviewees with Organizational Affiliation Contact Affiliation Peggy Berglund, Economic Development City of Brentwood Ron Bernal, City Manager City of Antioch David Biggs, City Manager City of Hercules Fred Blackwell, CEO The San Francisco Foundation Mike Brock, Chief Strategy Officer TBC Dineen Burdick, Intervention Service Coordinator Antioch Unified School District Diane Burgis, County Supervisor District 3 Contra Costa County George Carter, Workforce Services Specialist Contra Costa Workforce Development Board Dr. Henry Clark, Executive Director West County Toxics Coalition Kristin Connelly CEO East Bay Leadership Council/CC Economic Partnership Meryl Craft, Executive Director Future Build/Open Opportunities, Inc. Dwayne Dalman, Economic Development Director City of Oakley Charles Dulac, Field Representative Assemblyman Jim Frazier’s Office Aimee Durfee, Program Director Y& H Soda Foundation Linus Eukel, Executive Director John Muir Land Trust Alissa Friedman, Executive Director Opportunity Junction Alvaro Fuentes, Executive Director Community Clinic Consortium Federal Glover, County Supervisor District 5 Contra Costa County Sharon Goldfarb, Director Nursing Program Los Medanos College Mark Goodwin, Supervisor Burgis Chief of Staff Contra Costa County Gordon Gravelle, Owner Suncrest Homes Patrice Guillory, Director Contra Costa Re-Entry Network/HealthRight 360 Dexter Hall, Vice President/Manager Wells Fargo Bank Natalie Hannum, Dean of Workforce Development Los Medanos College James Head, CEO East Bay Community Foundation Steve Hitchcock, Senior VP and Regional Bank President Wells Fargo Bank Josh Huber, Director of Research & Special Projects Contra Costa Economic Partnership Byron Johnson, Senior Program Officer East Bay Community Foundation Janeesha Jones, Field Representative Congressman Jerry McNerney’s Office Nancy Kaiser, Director of Parks & Recreation City of Antioch Bob Kratochvil, President Los Medanos College Daniel Lau, Manager of Strategic Engagement Build Healthy Places Network Tim Leong, Communications & Community Relations Dir. Contra Costa Community College District Carlos Lopez, Government Relations Director Center for Employment and Training Toody Maher, Executive Director Pogo Park, Inc. Mike McGill, Owner MMS Design Associates EC2 and East Bay EDA Zach McRae, Program Associate The San Francisco Foundation Pat Mims, Site Manager Rubicon Programs, Antioch John Montagh, Economic Development Director City of Concord Julie Neward, General Manager Somersville Town Square Brian Nunnally, Economic Development Coordinator City of Concord Patience Ofodu, Business Services Manager Contra Costa Workforce Development Board Nancy Ortberg, CEO TBC Christina Radcliffe, Economic & Community Dev. Director City of Martinez Kwame Reed, Economic Development Director City of Brentwood Erica Rodriguez-Langley, District Director Assemblyman Jim Frazier’s Office Johnny Rodriguez, Executive Director One Day at a Time (ODAT) Lillian Roselin, Executive Director John Muir/Mt. Diablo Community Health Fund Tim Russell, Program Director Renaissance Entrepreneurship Center Bob Sanchez, Director of Student Services Antioch Unified School District Colleen Sanchez, Prospects Cont/Alt High School Principal Antioch Unified School District Zach Seal, Economic Development Coordinator City of Martinez Kolette Simonton, Economic Development Director City of Pittsburg Bret Sweet, Program Manager Renaissance Entrepreneurship Center Len Turner, CEO Contractors Resource Center David Twa, County Administrator Contra Costa County Bob Uyeki, CEO Y& H Soda Foundation Gus Vina, City Manager City of Brentwood Krista Vossekuil, Development/Communications Manager John Muir Land Trust Donna Van Wert, Executive Director Contra Costa Workforce Development Board David Wahl, Workforce Development Manager Los Medanos College Holland White, Supervisor Glover’s Special Projects Aide Contra Costa County Landon Williams, Senior Director Anchoring Communities The San Francisco Foundation Sean Wright, Mayor City of Antioch Fred Wood, Chancellor Contra Costa Community College District Allan Young, Entrepreneur and Investor Piedmont Partners Group Ventures Lizeht Zepeda, Economic Development Program Manager City of Antioch ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 31 Relevant Notes from Community Meetings Convened by Local Organizations Antioch Economic Development Commission: (October) The Commission heard from Iris Archuleta of Emerald HPC International and discussed the Northern Waterfront Economic Development Initiative (NWEDI) and its importance to the economic growth, viability and enhanced quality of life of the City of Antioch and the region. The Commission is in the process of developing strategic actions to support economic development focus areas identified in Antioch’s Strategic Management Plan. The Commission is supportive of potential NWEDI goals of promoting and leveraging competitive advantages and assets along the waterfront; developing job training opportunities in high growth industry clusters; creating supply-chain entrepreneurial opportunities for small businesses; expanding existing businesses, growing start-ups, and attracting new businesses that foster middle-wage jobs; and utilizing the skilled work force already in the region that now must commute out of the area to their jobs. Commissioners: Joseph Adebayo, Rick Fuller, Robert Kilbourne, Rick Fuller, Tim McCall, Tracey Nix, and Ty Robinson. Keith Archuleta serves as Commission Chair. EC2 Economic Development Summit: (October) The Economic Development Summit hosted by EC2 (East Contra Costa) focused on the importance of creating local jobs and taking commuters off the roads, building economic vitality in the region, and moving goods from the Northern Waterfront to the Central Valley. Darien Louie, East Bay EDA (Economic Development Association), and Gurbaz Sahota, (CALED) talked about regional development cooperation and what local governments can do to support business growth and job creation. East Contra Costa cities and county economic development leaders - Pittsburg (Kolette Simonton), Brentwood (Kwame Reed), Oakley (Dwayne Dalman), Antioch (Ron Bernal), and Contra Costa County (John Kopchik) – talked about economic development strategies being implemented in the region, including creating a corridor of opportunity to the east, focusing on light industrial land use and commercial development, developing entrepreneurial training opportunities, engaging in joint marketing efforts, and participating in the Northern Waterfront Economic Development Initiative (NWEDI). Randy Iwasaki, Contra Costa Transportation Authority, Donna Van Wert, Workforce Development Board of Contra Costa County, and Josh Huber, East Bay Leadership Council/Contra Costa Economic Partnership, talked about regional transportation and infrastructure improvements, goods movement, job creation, and workforce development. Kelly Kline, Fremont Economic Development Director/Chief Innovation Officer, talked about the role of local government as a catalyst for economic development. Ed Del Baccaro, Transwestern, talked about economic, demographic, and technology trends impacting commercial/industrial development and job creation. Contra Costa Housing Town Halls (November) Sponsored by the California Endowment and co-sponsored by the Ensuring Opportunity Campaign to End Poverty in Contra Costa and the Multi-Faith ACTION Coalition, Housing Town Halls were convened to discuss the impact of the affordable housing crisis in Contra Costa and explore possible solutions. The most pressing housing needs identified by communities in Northern Waterfront regions (Supervisorial Districts 3, 4, and 5) were long-term housing with services (i.e. for those who need support with mental health and substance use issues), preventing displacement of low-income communities and communities of color, more affordable housing for all income levels, and tenant protections. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 32 The top barriers getting in the way of local housing needs being met included a lack of public education on the root causes of homelessness and housing instability, insufficient funding dedicated to affordable housing, and NIMBYism (Not In My Back Yard) attitudes. Participants would like to see an increase in funding dedicated to affordable housing, such as a countywide housing bond; more funding for homeless services; and resident advocacy in support of affordable housing. Participants included Sharon Cornu, Non-Profit Housing Association (NPH); Tamisha Walker, Antioch resident and Safe Return Project; Sean Wright, Antioch Mayor; Mary Rocha, former Antioch Mayor; Gloria Bruce and Sophia DeWitt, East Bay Housing Organizations (EBHO); Rich Carlston, Walnut Creek Mayor; Toni Robertson, CoCoKids; Laura Simpson, Concord Planning and Housing Manager; John Eckstrom, Shelter Inc.; Dan Hardy, Resources for Community Development (RCD); Pam McGrath, Pittsburg resident and SparkPoint Site Coordinator; Dick Duncan, Martinez resident; and Doug Leich, Multi-Faith ACTION Coalition. Bay Area Asset Funders Network: (November) The Bay Area Asset Funders Network convened a discussion on “Poverty and Health: Contra Costa Perspectives and Innovations,” sponsored by the California Wellness Foundation. The meeting focused on how family income and assets strongly correlate to health outcomes and how social factors such as access to employment and quality of built environment play a role in individual health, chronic disease, and life expectancy. Participants included: Lillian Roselin, John Muir/Mt. Diablo Community Health Fund; Aimee Durfee, Y& H Soda Foundation; Lorena Martinez-Ochoa, Contra Costa Health Services; Katie Wutchiett, Legal Aid at Work; Alissa Friedman, Opportunity Junction; Lavonna Martin, County Homeless Housing; Daniel Lau, Build Healthy Places Network; Kathryn Davis, Balance (formerly Consumer Credit Counseling Services); Padmini Parthasarathy, California Wellness Foundation. Faith and Community Leaders Convening: (January) Meeting convened and facilitated by Emerald HPC International of faith and community leaders with Nancy Ortberg and Mike Brock of TBC to discuss East Contra Costa needs and points of potential collaboration among the faith community and local business, government, nonprofit, and community leadership. Participants included: Michael Bell, Pastor, Antioch Christian Center; Ron Bernal, Antioch City Manager; Lamont Francies, Pastor, Delta Bay Church of Christ; Carrie Frazier, Rua’h Community Outreach; Dexter Hall, Wells Fargo Bank; John Hastings, The Anchor Program; Delano Johnson, Bay Point All-N-One, Inc. (Fruit of the Spirit Community Church); Jelani Killings, Pittsburg City Council; John Kopchik, representing Contra Costa County Supervisor Federal Glover; Carlos Lopez, Center for Employment and Training (CET); Michael Pitts, HealthRight 360 Reentry Network; Drew Robinson, Oakley and Antioch Community Volunteer; Lillian Roselin, John Muir/Mt. Diablo Community Health Fund; Kirkland Smith, Pastor, Grace Bible Fellowship Church; Paul Taylor, former Pastor Antioch Christian Center; Len Turner, Turner Group Construction; Chris Williams, Pastor, The Church at Antioch; Monica Wilson, East Contra Costa Women’s Leadership Initiative; Sean Wright, Antioch Mayor. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 33 III. Key Principles Related to Community & Human Capital Development Emerald HPC International promotes a hybrid approach to economic and community revitalization in order to go beyond traditional economic development strategies. A hybrid approach simultaneously uplifts and builds the capacity of residents (individual-based) and addresses the economic needs of neighborhoods and the whole community (place-based). We promote community and human capital development as the core of an economic development strategy that includes revitalization best practices that focus on investing in pathways to prosperity, such as strengthening career ladders to middle wage jobs, growing the local economy with a focus on middle wage work, and improving the economic security for workers who are now in lower wage jobs. This is done by investing in projects that foster business retention and expansion, entrepreneurship, and ownership opportunities to create jobs; job-focused skills training in high-demand occupations and industries; and support services to remove barriers to resident employment and wealth building. The scope of work assigned to each focus area cluster and the broad collaborative activity related to this Conceptual Framework reflects our Overarching Principle that: social, community, and human capital development must be a core part of any sustainable strategy for economic development and revitalization. In addition to this overarching principle, we have adopted these four Macro Principles: of economic development and revitalization: • Economic development and revitalization should increase standards of living • Economic development and revitalization should reduce inequity • Economic development and revitalization should promote and encourage sustainable resource use and production • Economic development and revitalization should improve the health status of the community In addition to these macro principles, we have adopted seven widely accepted Guiding Principles of economic development and revitalization: • Deliberately investing in impact and accountability • Practicing partnership • Thinking globally, engaging regionally, and acting locally • Building on community assets (strengths) • Building community and human capital capacity • Moving with deliberation and urgency • Sustaining community ownership and commitment “Social Capital,” plainly stated, is the network of relationships among people who live and work in a particular society, enabling that society to function effectively. Harvard University’s John F. Kennedy School of Government offers another very exciting and compelling definition of social capital. In our opinion it offers the best vision of hope and sustainability created by this kind of comprehensive, collaborative venture. The central premise is as follows: “Social networks have value. Social capital refers to the collective value of all social networks, (who people know), and the inclinations that arise from these networks to do things for each other, creating norms of reciprocity.” ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 34 The development of and engagement with existing regional social capital through this effort will come through the intentional alignment of existing service organizations, training programs, faith organizations, funders, officials, advocates and initiative partners and clients. Designing and implementing a community and human development focused strategy for the NWEDI requires an understanding and acceptance of three important considerations: First, understanding and messaging the workforce needs of current and future waterfront businesses is important, but moot unless we have identified credible training and workforce development partners. Second, business development must include both small business start-ups in sectors where we are experiencing workforce leakage out of the region and incubation of small business entrepreneurs and support for supply chain business expansion in key industry sectors where contractor relationships can be developed with larger corporations and local government. Assets such as a full-service small business incubator and a “Contractors Resource Center” would support entrepreneurs living in the broader waterfront region, taking them off the highway and contributing to the local economy. We know that when local businesses are thriving their owners spend locally, which drives the demand for products and services locally, and in turn creates more need for workers who are able to live, work and spend locally. Finally, partners must be identified who are credible, have significant track records and are willing to assist with the development of resources needed to insure long-term engagement, sustainability, and impact. There must be a willingness on their part to engage hard-to-serve and vulnerable populations including homeless, prison re-entrants, veterans, young adults, and under-educated residents. The following section describes the three focus area clusters and identifies partners and possible outcomes related to not only their ability and willingness to participate, but also the potential for the creation of interlocking roles that will lead to sustainable collaboration. IV. Strategy Focus Areas Clusters The NWEDI Community and Human Capital Development Strategy is composed of three clusters with multiple sub-components. The focus area clusters are described as: • Small Business Incubation and Support for Existing Business Expansion • Workforce Training and Enhanced Partnerships with Education • Strategic Regional Partnerships that Include Barrier Removal Services In addition to the cluster title, focus and goal and proposed scope of work for each cluster, we also outline how each cluster’s purpose is interlocked with the purposes of the other clusters to form a comprehensive and sustainable initiative. 1. Small Business Incubation and Support for Existing Business Expansion Cluster This focus area includes: • Support for the expansion and growth of existing businesses • Incubation of and investment in new business development in emerging industries; construction sciences and trades; and areas of professional leakage This cluster is designed to increase the sustainability and support the expansion of existing businesses that can increase livable wage jobs in middle skill occupations. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 35 The cluster is also designed to attract talented entrepreneurs, new innovative industries, and the support of investors to the waterfront region. New business development and business expansion efforts will prioritize industries with the highest potential synergies with the local and regional workforce, market, and industry base. Bioscience/health/medicine, technology/engineering, construction sciences and trades; and consulting/professional services are at the top of that list; but, also important are industries such as business and financial operations, arts, design, entertainment, sports, and media – all reported in the Milken study as part of the talent leakage out of the region. It is within this cluster that we have the opportunity to see a new way forward for economic growth along the Waterfront by actively and aggressively promoting and giving support to entrepreneurship and innovation. The Milken study points out how these are critical drivers of growth in a knowledge- based economy. Through local innovation, we can give birth to new industry and technologies that will create and enhance the region’s core competitiveness. Entrepreneurs play a critical role in the commercialization of new technologies. Key waterfront cities have the potential to build an entrepreneurial and innovative environment that can play a huge role in reducing the reliance of Contra Costa on external resources and help develop our growth. We can not only put local residents in our target census tracts to work in livable wage jobs, we can also give local professionals employment opportunities in the city where they live. For example, our research tells us that the average commute for residents living in the Antioch 94531 zip code is an hour and a half one way. Giving this population employment options here in Contra Costa would create a market for new businesses and amenities closer to home. It would also support a sense of community and create an opportunity for better youth supervision during the work-week, because when parents are able to work closer to home, they can leave the house later in the morning and return home earlier. A study done in Antioch by former Antioch Police Chief Jim Hyde on behalf of the Youth Intervention Network showed that most incidents involving youth happen between the hours of 3:00 and 7:00 before commuting parents are able to get home. This is no small issue when discussing economic revitalization along the Northern Waterfront because it addresses quality of life and safety concerns which are both important issues for business owners and entrepreneurs. As mentioned earlier, the HPC process requires not only identifying issues related to a project or initiative, but also validating and invalidating those issues through research and exploration. This includes validating or invalidating assumptions about partnerships and service provision. 2. Workforce Training and Enhanced Partnerships with Education Cluster This focus area includes: • Support for resident job training and local job placement in livable wage jobs in high demand middle skill occupations coordinated and aligned with employers' needs • Partnerships between workforce training providers and educational institutions to create and strengthen career pathways and workforce education and training opportunities for local residents This cluster is designed to increase the support for resident job training and local job placement in livable wage jobs within high demand middle skill occupations. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 36 This cluster is also designed to build collaborative partnerships between workforce training providers and educational institutions in order to create career pathways and a matrix of workforce education and training opportunities to connect residents middle and high skill jobs in the waterfront region. Although workforce training is commonly known and articulated by many experts, CMAP, an award- winning planning organization in Illinois sums it up well by saying: “A well-educated, well trained, and highly skilled workforce may be the most important ingredient to strengthen our economy and ensure a high quality of life in our region.” This equally applies to the work of the NWEDI and validates the critical importance of this cluster. According to CMAP: “Education not only builds a skilled workforce, it also provides social, civic, and personal development. Inequitable access to high-quality education contributes to achievement gaps across racial, ethnic, and economic lines and to the decline of student achievement across the U.S. compared to other industrialized nations. Creating skilled workers for an economy that is constantly changing will require strategic investments and better education and workforce development programs, which must be coordinated and aligned with employers' needs.” We add to that narrative the importance of a high quality labor market study that is specific to the region being cultivated. “While providing access to college should remain a high priority, the majority of jobs will continue to require more than a high school diploma but less than a four-year degree, making education beyond high school increasingly essential. With labor shortages in critical industries such as health care and freight, our community colleges, workforce boards, and occupational training institutions must provide specialized workforce training.” Contra Costa has effective training programs as well as employers and community colleges that can work together to create collaborative venture opportunities to bring additional training partners to the region, expand opportunities and increase capacity to build the regional workforce. As the economy and technology rapidly evolve, many workers will need to learn new skills and match those skills to jobs — often retraining multiple times throughout their careers. Yet, our workforce development system is often difficult for workers to navigate with its numerous programs, initiatives, and funding sources. “Too often graduates find their skills do not match job requirements because education and workforce training don't adapt quickly enough, especially for fast-growing industries. The lack of coordination between these systems often leaves employers' needs unmet as well.” We have an opportunity through the NWEDI to create a much needed effective, adaptable and superior system of cooperation, coordination and collaboration that will ensure that workers gain skills that match employers' needs, and in turn, attract businesses to the area while helping to stabilize and grow the capacity of existing businesses. Interlocking Relationship with the Small Business Incubation and Support for Existing Business Expansion Cluster Business development and workforce training work hand and hand and are vitally necessary for the success of one another. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 37 What is not often realized is how each has a shared responsibility and set of priorities related to internships and other applied work-experience opportunities for students, formerly incarcerated individuals (both youth and adult), and residents transitioning from homelessness, unemployment, or other challenges to self-sufficiency. Addressing issues in these areas are critical for improving a city’s business climate to grow existing and attract new businesses as well as for getting skilled residents off the highway and working locally. For Example: Addressing Particular Issues with Regard to Reentry: Of particular concern with respect to re-entry is a focus on changing the safety and economic climates of the target census tracts while simultaneously creating employer and trainer outreach and visibility. Studies show that this balance is critical. Briefly, as reported by a study, commissioned by the U.S. Office of Justice Programs: “Returning to a more disadvantaged neighborhood was associated with higher risks of absconding and returning to prison for a technical violation, a lower risk of being arrested, and more adverse labor market outcomes, including less employment and lower wages.” Cumulative exposure to disadvantaged neighborhoods was associated with lower employment and wages but not related to recidivism. Returning to a more affluent neighborhood was associated with a lower risk of being arrested, absconding, and returning to prison on a technical violation, and more positive labor market outcomes, including greater employment and wages. Being employed substantially reduced the risk of all recidivism outcomes, but there was no evidence that employment mediated the association between neighborhoods and recidivism. Taken together, these results suggest that the neighborhoods parolees experience during parole were strong predictors of recidivism and labor market outcomes, but there is not a simple answer to the question of what neighborhood characteristics constitute "risky" environments for parolees. Finding employment after being incarcerated can be an important step in a former inmate's reintegration into the community. Yet this is frequently one of the most difficult tasks former offenders undertake. Survey results suggest that between 60 and 75 percent of ex-offenders are jobless up to a year after release. Most employers are reluctant to hire applicants with criminal records. National Institute of Justice (NIJ)-funded research has shown that most employers are reluctant to hire applicants with criminal records. In a study conducted in New York City, for example, a criminal record reduced the likelihood of a callback or job offer by nearly 50 percent (28 percent for applicants without a criminal record versus 15 percent of applicants with a record). The negative effect of a criminal record was substantially larger for black applicants. The penalty for having a criminal record by white applicants was about half the size of the penalty for black applicants with a criminal record. Employment prospects improve when applicants interact with the hiring manager. In the New York City study, employment prospects for applicants with criminal records improved when applicants had an opportunity to interact with the hiring manager, particularly when these interactions elicited sympathetic responses from the manager. Although individual characteristics of employers were significant, the researchers concluded that personal interaction between the applicant and prospective employer was in itself a key factor in a successful hiring. This is one important reason why strategic partnerships with industry, business and philanthropic partners will be discussed later in this document. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 38 All trainees in the Small Business Incubation and Support for Existing Business Expansion cluster can use their skills to fulfill licensing and certification requirements by assisting with hands-on projects such as building and installing park equipment, constructing facilities for organic farming, building temporary shelter for trainees; and restoring and building out sites to be used for small business incubation and training sites. As discussed, we know that this type of human capital development will enhance workforce development, help reduce crime, and empower members of the community engaged in the training programs to make permanent improvements to their communities while developing the skills and workforce capacity that is important to existing businesses and new employers where they live. Further, as the owner of a business, we at Emerald know all too well how stressful it is to take your entrepreneurial dream from vision to reality. It is also too often the case that, whether starting a business or re-entering the workforce, mental, preventative, and primary healthcare are not being prioritized or being flat out ignored by clients. The next cluster we will discuss, the Strategic Regional Partnerships that Include Barrier Removal Services cluster, will work closely with philanthropic, mental health, preventative, and primary care organizations to make these services available to the entrepreneurs involved in the incubator, as well as to the workforce trainees who are restarting their lives and developing careers. And more than just being made available, participants will be encouraged to engage these services when needed. 3. Strategic Regional Partnerships that Include Barrier Removal Services Cluster This focus area includes: • Build and support strategic regional partnerships to reach hard to serve populations; remove barriers to health, employment, job training, housing, reentry, family reunification, and educational services; and increase equitable access to health and wealth opportunities and participation in the local economy While researching, identifying issues and developing a strategy for developing the community and human capital in the Northern Waterfront region, the interest in collaborative engagement, service delivery and support has been encouraging and inspiring. Thought Partners from the Business, Faith, Health, Investment and Philanthropic Communities Anytime an agency, city county, business state or any other entity embarks upon an initiative to improve economic conditions through community and human capital development, it is critical that partners who have a stake in the initiative’s success and who have developed track records of accomplishment in their areas of expertise must be at the table and engaged in helping build, message and fund components of the work. Several key thought partners engaged in conversation with us about the NWEDI are: Dan O’Brien – Former Area President for Northern California, Shea homes As an example of the value of effective and passionate thought partners, we were fortunate to have had Mr. Dan O’Brien from Shea homes join our team during the building and execution of the East Contra Costa Health/Wealth Initiative as a thought partner. He shares a genuine passion for community, business development, job creation, and an effective collaborative initiative’s ability to introduce, inspire, and train youth and young adults in preparation for great careers in the construction sciences and trades as employees and/or entrepreneurs. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 39 The experience and passion Dan brought to the table was invaluable and resulted in the financing and launching of the Building Industry Technology Academy (BITA) curriculum for transitional age students into the Antioch Unified School District. The BITA program can be viewed at: https://www.youtube.com/watch?v=aCZRJ_8-aZw. BITA is a multi-year high school program in the construction trades. Core academic standards and skills are integrated into the construction curriculum, providing students the connection between the technical skills and their academic classes through hands-on training, project-based learning, field trip experiences, and internships. There were 125 students enrolled in BITA during the 2017 school, and many of them were placed in summer jobs. Allan Young – Tech Entrepreneur, Venture Capital Investor, Incubator Founder Allan is a venture partner at Piedmont Partners Group (PPGV), a private equity group that has invested in clean energy, healthcare and technology. With PPGV, he sources and manages opportunities in the technology sector and is generally looking for companies with $20M to $100M in revenue. Allan’s specialties are entrepreneurship, management, financial analysis, intellectual property law, marketing and sales, software project management and product development. He is co-founder of LaunchHear, a company that introduces new and unreleased consumer products to a private invitation- only network of digital influencers. He is also a managing director of a seed stage fund called Topline Capital which has invested in technology companies building solutions in senior healthcare, artificial intelligence, virtual reality and cloud infrastructure. Moreover, Allan is the founder of both Runway, one of Silicon Valley’s and San Francisco’s largest technology incubators, and TopLine, the biggest technology and startup incubator in the East Bay, and the only one in existence with a built-in marketing and sales accelerator. Different from other incubators that cater only to small and early stage startups, TopLine is designed for startups to scale their team revenues and customer service operations. We have had several meetings about the NWEDI and he is interested in further exploration, including working with bank Community Reinvestment Act (CRA) officers to partner on investments into growing businesses that need capital in order to grow and create local jobs along the waterfront. We will be conducting follow-up meetings between Allan and potential NWEDI partners. Nancy Ortberg, CEO, and Mike Brock, Chief Strategy Officer, of TBC – Silicon Valley TBC (Transforming the Bay for Christ) is a non-profit organization started by Pat Gelsinger in 2013 with several leaders from the faith, business, and tech communities who had begun to gather and dream about how people of faith could work together to make life better for every person in the Bay Area—physically, educationally, relationally and spiritually. Mr. Gelsinger is CEO of VMware, a $4.6 billion Silicon Valley technology company. In 1979, at the age of 18, he was recruited from a 2-year technical school in Pennsylvania to join Intel as a technician in quality assurance. While working full-time, he used Intel’s college tuition reimbursement program to complete his BSEE at Santa Clara and went on to Stanford where he earned a master’s degree in electrical engineering and computer science. At age 31, he was appointed the company’s youngest Vice President and a few years later as its first Chief Technology Officer. He worked at Intel for 30 years as one of its top executives. In 2010 he became the Chief Operating Officer at EMC located in the Boston Area. In the fall of 2012 he came back to Silicon Valley to join VMware as its CEO and now donates ½ of his salary annually to the work of TBC. We had the privilege of meeting with Nancy Ortberg, CEO, and Mike Brock, Chief Strategy Officer, of TBC – Silicon Valley and then facilitating a meeting with them and more than 20 members of the faith community who live, work and worship in the waterfront region and who are church, business government, community and service provider leaders. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 40 The discussion centered on East Contra Costa needs and points of potential collaboration among the faith community and local leadership. It was an amazing and energetic discussion and will be on going. Lillian Roselin, Executive Director - John Muir/Mt. Diablo Community Health Fund The John Muir Mt. Diablo Community Health Fund has been given a community benefit mission of creating lasting health and health care improvements for people in central and east Contra Costa communities who are uninsured or underinsured, have limited access to health care, are most at risk for poor health, and are most likely to experience disparities in health care. Since their inception, their most valuable contribution has been fostering the start-up and expansion of sustainable health care programs and services that achieve this mission. Their Guiding Principles are: • Valuing Diversity: We seek to award our grants to organizations that respond to and reflect the rich diversity of the local communities and people residing in central and east Contra Costa County. • Valuing Connections: We seek to develop and participate actively in partnerships with organizations and people who share our health-related mission. • Building Capacity: We are committed to investing in the administrative and governance capabilities of nonprofit organizations, as well as the capacity of these organizations to help the people they serve. • Valuing Learning: We practice and promote continuous learning by being open to new ideas and different points of view, and by promoting best practices for managing and governing nonprofit organizations. We have found Lillian to be an open, enthusiastic, knowledgeable and deeply invested in finding new and effective ways of implementing the foundation’s mission. She is an active thought partner, and is currently in discussion with us about opportunities to support the NWEDI’s objectives related to workforce development within the heath care industry and to support East Contra Costa veterans and the elderly. Bob Uyeki, CEO – The Y & H Soda Foundation Guided by their founders’ values and Catholic social teaching, the Y&H Soda Foundation strives to practice: • Stewardship - We seek to be accountable to the legacy of our Founders by deploying our resources effectively and efficiently in service to the community. • Partnership - We commit to working with others, drawing together the best resources of our communities to advance our shared mission. • Learning - We listen to others, gather and share knowledge, and improve our work as informed by our experience. • Integrity - We strive to honor our mission, values, and commitments in all that we do. • Compassion - We are concerned for the most vulnerable members of our community and work to ensure that all persons may share in the blessings of society and contribute to the common good. • Dignity - We respect and appreciate the dignity and strengths of each individual and seek to build upon these gifts to create a more caring community in the East Bay. • Innovation - We imagine, seek out, and support the leaders, ideas, and relationships that will strengthen and transform our communities. Conversations with Bob have already led to valuable insight, advice, and an introduction to other potential stakeholder partners. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 41 Sharon Goldfarb, Los Medanos College (LMC) Nursing Program The LMC Registered Nurse (RN) Associate Degree Program in Nursing requires two academic years beyond completion of prerequisite courses. Designed to prepare qualified graduates to practice nursing in entry-level positions, the focus is on learning the healthcare needs of all ages in medical, surgical, obstetric, pediatric and psychiatric settings. In addition to classroom theory and skills practice, clinical experience is provided in a variety of Bay Area medical centers and health care agencies. Director Sharon Goldfarb shared with us several very important facts. The first is that nationally there is a shortage of RNs of nearly 800,000. Second, many of the RN students at Los Medanos live in East Contra Costa and would prefer to intern and give back in the cities where they live. Sharon has a vision of a nurse’s clinic in East Contra Costa. A local RN clinic would enhance the internship opportunities and potentially help community health-minded RN graduates find meaningful employment and contribute to the communities where they live. Not only could this potentially open up employment opportunities for graduates, but according to Sharon, the economic impact would also be significant since nursing careers are now the number one employment vehicle for moving from poverty to self-sufficiency. This effort could in fact create a pipeline of providers in East Contra Costa. Sharon has expressed a genuine interest in exploring this opportunity. We are involved in on-going meetings with relevant stakeholders to explore these opportunities and are having deeper conversations about resources, capacity, assets, collaboration, shared space, physical locations, strategies, obstacles; opportunities, and timelines. Dexter Hall – Wells Fargo Bank Over the last year we had several meetings with Dexter Hall, Vice-President/District Manager for Wells Fargo Bank, who shared with us his deep interest in community revitalization along the Northern Waterfront. He developed an understanding about the potential for the NWEDI in the area of entrepreneurialism and was involved in several conversations with Bret Sweet and Len Turner about the incubation of new businesses in partnership with Oakley, Antioch, Pittsburg, and Brentwood and the possibility of establishing a micro-loan fund to support entrepreneurs. Before leaving the Bay Area for an assignment with Wells Fargo near his home in Texas, Dexter introduced us to the Senior Vice President of Wells, Steve Hitchcock, and facilitated a meeting for us to brief Steve on the community and human capital development strategy of the NWEDI. Steve has expressed his support for this effort and is interested in continuing to explore the possibility of establishing a micro-loan fund to support entrepreneurs through a business incubator. Pat Mims, Site Manager - Rubicon Programs, Antioch The mission of Rubicon Programs is to transform East Bay communities by equipping people to move out of poverty by developing assets, income, wellness, and connections. Rubicon also has offices in Richmond. We have met with Pat Mims and discussed the importance of a focus on the re-entry population. Job training, job placement, and entrepreneurial opportunities are critical for the re-entry success of returning citizens. Rubicon is placing a priority on returning citizens who are veterans. He is interested in partnering with the NWEDI through Rubicon’s 3-year coaching relationship with their clients. This would create the ability to turn warm hand-offs into employment after job training with on-going mentoring. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 42 Johnny Rodriguez, Executive Director – ODAT One Day At a Time (ODAT) was founded in 1997 by Johnny Rodriguez, to help turn around the lives of young men and women that are at high risk of becoming involved with violence or gangs. ODAT provides youth with a supportive network of peers, opportunities for academic and personal growth and exposure to impactful experiences. By enhancing leadership skills, providing guidance and developing trusting relationships, ODAT empowers youth with the confidence and life skills to make better choices and lead positive lives. Johnny is interested in partnering with the NWEDI on job training efforts focused on youth and working more closely with school districts across the waterfront to connect families to holistic services and workforce and training opportunities for families identified through the AUSD Youth Intervention Network (YIN), ODAT, and other youth serving organizations. City Police Chiefs, Contra Costa County District Attorney - Diana Becton’s Office, and Contra Costa County Probation Conversation, collaboration and the collective development of messaging with these departments are critical to community and human capital development strategies because restoring and maintaining a sense of wellbeing, safety, quality of life and pride in target census tracts contributes to attracting businesses, sparking entrepreneurial energy and attracting an educated workforce. We have had a brief initial conversation with District Attorney - Diana Becton and a more thorough meeting has been scheduled. We have begun these individual conversations with the others listed above and will invite these key stakeholders to informational meetings as the Conceptual Framework is implemented. Alvaro Fuentes, Executive Director - The Community Clinic Consortium The Community Clinic Consortium, established in 2004, provides representation and support to 26 non-profit community health center sites and their patients in Contra Costa and Solano counties. The Consortium advocates for funding and policy changes that help health centers meet the diverse health care and social service needs of about 200,000 patients annually; serves as a local resource for clinic staff, clients and the community; and supports the involvement of communities in developing a responsive health care system. Alvaro is very interested in the health-related components of the community development work and also in helping to engage and mobilize community support for the community and human capital development strategy of the NWEDI. Dwayne Dalman, Economic Development Director - City of Oakley; Kwame Reed, Economic Development Director - City of Brentwood; Ron Bernal, City Manager - City of Antioch; Lizeht Zepeda, Economic Development Program Manager - City of Antioch; Nancy Kaiser, Director of Parks & Recreation - City of Antioch; Kolette Simonton, Economic Development Director - City of Pittsburg; John Montagh, Economic Development Director - City of Concord; Brian Nunnally, Economic Development Coordinator - City of Concord; Christina Radcliffe, Economic and Community Development Director - City of Martinez; Zach Seal, Economic Development Coordinator - City of Martinez; David Biggs, City Manager - City of Hercules We will continue to meet with these individuals to discuss the Conceptual Framework and next steps for their cities in the area of community and human capital development. Federal Glover, County Supervisor District 5; Holland White, Supervisor Glover’s Special Projects Aide; Diane Burgis, County Supervisor District 3; Mark Goodwin, Supervisor Burgis’ Chief of Staff; David Twa, County Administrator; John Kopchik, Director of Conservation and Development; and Amalia Cunningham, Economic Development Director for the County. We will meet with these County officials to discuss the Conceptual Framework and next steps for its implementation. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 43 V. Initiative Oversight/Management & Fund Development As discussed throughout this document, the NWEDI Community and Human Capital Development Strategy has been designed such that partners strategically interlock with one another for optimal impact in specific areas related to desired outcomes. At the same time, they provide critical infrastructure needed to sustain and boost the effectiveness of the other clusters. By doing this, the three clusters are dynamically linked and form a powerful collaborative effort with the potential to transform not only the targeted census tracts along the waterfront, but also the entire county. Data-Driven, Outcomes-Based Methodology The projected impact of this strategy includes attracting businesses to the waterfront region by increasing the skilled and trained workforce so that it impacts the capacity, expansion and sustainability of existing businesses; increases regional employment; reduces poverty; increases revenue generation; and improves infrastructure, health, entrepreneurialism, crime reduction, neighborhood revitalization, and the image of the Northern Waterfront when being evaluated by businesses, corporations and new residents seeking areas of economic vibrancy and opportunity. We are honored to be working in partnership with Craft Consulting on the NWEDI. Craft’s role includes articulation of the economic opportunities being created and helping to tell the story through research, projections and the development of a strategic plan for the industry side of the initiative. Collaborative Approach We have designed a collaborative approach because it allows for concerted and intentional engagement, the creation of interlocking roles for sustainability, and shared accountability for outcomes that have been mutually agreed upon. Having these interlocking roles and mutual accountability memorialized in writing will support funding opportunities and create the bases for effective fiscal agency and strategy implementation. Project Implementation As we move forward towards adoption of the Conceptual Framework and then implementation, we are faced with two key issues. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 44 The first is that physical locations for entrepreneurial and training centers not already located in the region must be secured. We have been in discussions with city officials and others about potential space. Once the County accepts this strategy for community and human capital development, we will move forward with negotiations and MOU development. The second issue is management of the launch and on-going implementation of this framework. Both are issues that are critical to the success of the community/human capital development portion of the NWEDI. As a result of initial discussions, tours of possible locations and initial conversations with potential funders and investors, we are confident that securing the right locations or funding will not be a barrier to implementation. We are in discussions with partners regarding revenue generation and mutually beneficial resource sharing and with financial institutions, foundations and investors about direct funding and investment into modeling the human/community development strategy. As we prepare to assist with coordination of major grant proposals to foundations for build-out and implementation of this community/human capital development strategy, we are having preliminary budget discussions with potential partners with the very clear understanding that implementation is not within the scope of Emerald’s current contract with the County. However, in the spirit of full disclosure we will be actively exploring funding sources so that once our contract obligations are completed with the County we can work with funders and a fiscal agent to oversee the implementation of the community/human capital development strategy we have designed. Fiscal Management of the Community/Human Capital Development Component of NWEDI It is clear through discussions with funders that although there is genuine interest in receiving and potentially approving funding proposals for a comprehensive and collaborative approach to NWEDI community/human capital development, fiscal agency and partner coordination and outcomes monitoring and reporting will need to happen through a credible and experienced fiscal agent. We have had several in-depth discussions with Kristin Connelly, Executive Director, and Josh Huber, Director of Research and Projects, of the Contra Costa Economic Partnership (CCEP), about the possibility of fiscal agency and coordination of the community/human capital development portion of the NWEDI. The CCEP is a 501C3 organization, founded in 1995 by business and civic leaders to engage business, government, and civic leaders in the areas of land use, workforce, and infrastructure to retain and create quality jobs for Contra Costa and enhance the region’s quality of life. Once a fiscal agent is identified, funding for this role will be included in grant proposals for the Community/Human Capital Development component and allow the fiscal agent to contract with an entity to assist with the development and management of the collaborative portion of the work. Justification for recommending this approach comes from advice and concerns expressed by stakeholders and foundations during our research and exploration. The most commonly stated advice, comments, and concerns regarding the Community/Human Capital Development component of the NWEDI going forward are as follows: 1. There is consensus of appreciation among stakeholders and partners for the role that Supervisor Glover and the County Board of Supervisors collectively have played as visionaries that saw the need for revitalization of the Northern Waterfront and, therefore, acted as the initial convener that coordinated the bringing together of partners and leadership under a common vision and funded the fact-finding process and development of an effective collaboration and set of strategies. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 45 2. Collaborative engagement of the waterfront cities must not be or appear to be controlled or directed by the County. Instead, the County must continue to support the acquisition of neutral expertise through a collaborative process of team-building among partners that includes: a. Identifying subject-matter expertise from among the cities for the purpose of putting together a collaborative that can be organizationally managed by a fiscal agent. b. Creating interlocking roles between cities and the county based on subject-matter expertise and staff involved from waterfront cities based on individual and collective focus that minimizes competitiveness and reinforces a spirit of collaboration and cohesiveness. c. Memorializing the interlocking roles in the form of signed MOUs that include scope of work and projected outcomes. d. There must be a strategically coordinated effort to produce, broadly announce, and celebrate some immediate (short-term) collective wins. e. John Kopchik should remain involved and be the collaborative team member representing the County, along with Amalia Cunningham, the newly hired Economic Development Director for the County. Interlocking Roles As we discussed earlier in this document, relationships will not be left to chance. Interlocking roles should be identified within each cluster for the purpose of expanding the capacity of individual stakeholders as well as enhance the relationships between clusters. These conversations and verbal agreements should be used to draft MOUs once the Conceptual Framework has been accepted by the County. Those MOUs will then be discussed by stakeholders to affirm or make necessary changes prior to acceptance. Once MOU language and interlocking roles are explicitly described and agreed upon and signed, the language in the MOUs will be managed by the coordinating entity/fiscal agent. VI. Outcomes Measurement & SROI Memorializing and managing goals, projected outcomes, and how they will be measured will be an important component of the fiscal agent’s work. The broad projected outcomes include: 1. Evidence in the target census tracts over time that shows the neighborhoods are becoming a more desirable place to live 2. Physical amenities are improved in areas where partners start up training programs and incubators 3. Building and waterfront characteristics are upgraded as a part of hands-on construction/carpenter training projects and wealth accumulation of residents is increased 4. Training opportunities and variety of training options are increased and result in an increase in local employment in areas of labor leakage 5. Crime stats show a significant reduction in violent and property crimes because of an increase in employment and community revitalization projects 6. Social capital and collaboration is significantly increased and evidenced by the establishment of and participation in local community organizations and efforts ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 46 It is important to note here that the initial phase of the community and human capital development strategy should prioritize and target particularly impoverished and traditionally problematic and visible census tracts along the waterfront. This is why we have focused the initial strategy on the eastern end of the Northern Waterfront. Goals and projected outcomes, and how they will be measured, will be an important component of implementation and fund development. It is important to us that we do not promote assumptions, biases or fears based on false narratives, silos, competition or stereotypes about ethnic groups, communities, and census tracts and that we set additional goals and reassess current goals and outcomes based on factual, current, and relevant data. Therefore, working with the right stakeholder/planning team will help us further dissect and understand root causes underlying the stats, studies, and community perceptions. Outcomes Measurement Emerald favors using community/human capital development outcome measures designed by the World Economics Forum with some of our own variations as follows: There are three guiding concepts underlying the second edition of the World Economics Forum Human Capital Index (WEFHCI). The first is a focus on learning and employment outcomes. Our variation includes not only pipeline education outcomes, but also training program completion, job placement and business launch success related to small business incubation strategies that place an emphasis on learning how to operate and grow successful businesses. Businesses that launch and hire employees within a year of launch would also be measured. The goal is to provide a snapshot of where targeted areas and demographics have turned the dial with regard to developing and increasing the human capital potential of residents across all backgrounds and ages. The second is a focus on demographics. We agree completely with the WEFHCI approach that, whenever possible, create an index that takes a “generational view and disaggregates indicators according to five distinct age groups, highlighting issues that are unique or particularly crucial for the human capital development of each cohort.” The third is the practice of holding all community/human capital component partners to the same standard, and assessing all outcomes with respect to their “distance to the ideal” set of outcomes. By establishing an absolute measure of performance, the index allows for both intra- and inter- program/strategy comparisons year-to-year. We agree with the WEFHCI that, “human capital is not a one-dimensional concept and can mean different things to different stakeholders.” In the business world, human capital is the economic value of an employee’s set of skills. To a policymaker, human capital is the capacity of the population to drive economic growth. Below are charts that illustrate an example of what the WEFHCI looks like when applied to global evaluation. Emerald customizes this model to accommodate the scope, size, and projected outcomes related to initiatives we design for community/human capital development. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 47 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 48 Social Return on Investment (SROI) In addition to traditional methods of measuring outcomes, community and human capital development requires calculating Social Return on Investment (SROI) in order to show impact that is generally broader in nature and typically more sustainable. An abbreviated definition of SROI can be stated as: Social Return On Investment (SROI) is an impact assessment approach that incorporates social, environmental, financial and economic values in management of and decision-making on (social) business investments. The method assigns monetary values to results, also to the non-tangible non- financial results. In this case, it would be economic outcomes associated with increases in resident quality of life and the impact of that increase on the Northern Waterfront. SROI analyses the changes that stakeholders experience as a result of an investment. In general terms, investment means the use of capital in the expectation of creating future benefits. These benefits can be of a financial as well as non-financial nature; they may include material as well as intangible benefits. VII. Final Thoughts To create a plan that carries a shared vision and common ground through an interactive process, your team must absolutely, completely, and stubbornly avoid “habitus.” Habitus is public enemy #1 in any planning process. Habitus is a compilation/field of behaviors, history, beliefs, attitudes, and practices that support the continuation, maintenance and empowerment of biased thinking surrounding a problem or issue. Habitus acts as a strong catalyst for resistance to change. In other words, it is the stuff that fuels silos, irrational fears, prejudice, exclusion, inflexibility, and negative competition. However, fact-finding as a key element of the planning process helps reduce the power of habitus. Fact-finding helps fight habitus and fuels a credible strategy and approach that will draw support, wider acceptance, spark excitement, and get results. NWEDI has an opportunity to change health, education, and economic outcomes in Contra Costa County for all residents, including English learners, people living in poverty and low wage work, youth who are disengaged, homeless people, formerly incarcerated people, people of color, veterans, residents commuting long hours, and recent immigrants. It’s totally possible with the right strategy. To do so would be amazing and have a transformative impact on the community dynamics and quality of life of the Northern Waterfront. Northern Waterfront Economic Development Initiative 1 Strategic Action Plan January 8, 2019 Northern Waterfront Economic Development Initiative Strategic Action Plan January 8, 2019 Northern Waterfront Economic Development Initiative 0 Strategic Action Plan January 8, 2019 ACKNOWLEDGEMENTS This strategic action plan was produced under the direction of the Northern Waterfront Economic Development Ad Hoc Committee of the Contra Costa County Board of Supervisors and the Contra Costa County Department of Conservation and Development. We would like to thank the present and former County staff for their time, guidance and contributions to this report. We would also like to acknowledge the contributions of the Cities of Hercules, Martinez, Concord, Pittsburg, Antioch, Oakley, and Brentwood; Workforce Development Board of Contra Costa County; and the East Bay Leadership Council. These agencies and organizations provided valuable input and facilitation of business engagement throughout the process. Contra Costa County Board of Supervisors Northern Waterfront Ad Hoc Committee Federal Glover, District 5 Supervisor Diane Burgis, District 3 Supervisor Mary Piepho, former District 3 Supervisor & Ad Hoc Committee member Craft Consulting Group Gary W. Craft, Managing Principal Kevin Stichter, Economic Analyst CONTENTS 1. Introduction .................................................................................... 1 a. Purpose ............................................................................................................ 1 b. Background ................................................................................................... 2 c. Community Development & Human Capital ............................... 3 d. Transitioning to Advanced Manufacturing .................................... 3 e. Challenges ...................................................................................................... 3 2. Economic Development Strategy ................................................ 4 a. Cluster Approach ........................................................................................ 4 b. Guiding Principals ...................................................................................... 4 c. Strategic Direction ..................................................................................... 5 i) Vision ....................................................................................................... 5 ii) Mission Statement ............................................................................ 5 iii) Goals & Objectives ........................................................................... 5 d. Actions ....................................................................................................... 6 i) Business Environment & Competitiveness .......................... 6 ii) Talent Development ....................................................................... 8 iii) Business Vitality/Cluster Development .............................. 10 iv) Entrepreneurship & Innovation ............................................... 12 v) Target Industry Attraction ........................................................ 13 4. Implementation Plan .................................................................. 14 5. Monitoring Success .................................................................... 20 6. Appendix: Manufacturing Details, Cluster Profiles, and Notes .............................................................................................. 22 Northern Waterfront Economic Development Initiative 1 Strategic Action Plan January 8, 2019 INTRODUCTION Historical Context Contra Costa’s Northern Waterfront extends 55-miles along the shoreline of the Carquinez Straits and Suisun Bay to the confluence of the Sacramento-San Joaquin Rivers, parallel to SR 4. The cities of Hercules, Martinez, Concord, Pittsburg, Antioch, and Oakley are located along the Northern Waterfront, as are the unincorporated communities of Rodeo, Crockett, Port Costa, Clyde, Pacheco, and Bay Point. This region originally served as a shipping point for wheat and other agricultural products grown in Contra Costa County. Fruit, nuts and vegetables were also processed, packed, and shipped to market. While California grew rapidly following the discovery of gold in the Sierra foothills, the “true wealth in California was often found in the goods and food produced in Contra Costa” - primarily by industries located along its northern shoreline.1 Initially, agriculture related jobs were the primary source of employment, but industrial development came early, beginning in the late 1800s, attracted by access to water transportation, inexpensive land, and cheap power.2 Companies such as Redwood Manufacturing, Selby Smelting & Lead, Union Oil, Mountain Copper, Hercules Powder Works, California Fruit Packers, C&H Sugar, and Columbia Steel built processing facilities along the shoreline that produced explosives, chemicals, petroleum, sugar, cement, lumber, silver, lead, and steel products. These resource-based industries formed the basis of the Northern Waterfront’s economy during the late-19th and early-20th centuries. Manufacturing grew to become the dominant employment sector in the early 1900s. By 1962, almost 40% of the county’s workforce was employed in manufacturing. Today less than 6% of the workforce is employed in the manufacturing sector. Contra Costa’s economy has undergone several transformations over the years, moving from its initial agriculture base to manufacturing then suburban development with residential subdivisions, retail shopping centers, and office parks.3 As manufacturing employment declined, the Northern Waterfront was left with an older built environment, aging infrastructure, and pockets of poverty with above-average unemployment. Over the past several decades manufacturing employment has continued to decline. Between 2001 and 2011 approximately 45 establishments, mostly small businesses with less than 50 employees, closed their doors or moved out of the area. In the post-recession period, the Northern Waterfront has seen a net gain in new businesses. Purpose Although the Northern Waterfront has attracted new business investment, transitioning from an economy based on heavy industry to a sustainable economy based on advanced manufacturing, innovation, and new technologies remains a work in progress. While traditional manufacturing employment has been declining, new opportunities are emerging. The Northern Waterfront is uniquely positioned to take advantage of emerging trends in the advanced manufacturing sector, attracting job growth based on 21st century occupations and technologies. Local governments recognize the need to expand and diversify their economic base, increase employment opportunities for local residents, strengthen their tax base, and improve the quality of life for residents. In positioning the region to attract new business investment a number of challenges exist, including aging infrastructure, a complex regulatory environment, and a lack of modern manufacturing facilities. The NWEDI provides a vehicle for residents, community organizations, local governments, educational institutions, workforce training providers, and private industry to engage in a meaningful dialogue about the issues, goals, actions, and capacity building that would best serve economic development objectives for the region. To address specific opportunities and challenges, this Strategic Action Plan (SAP) proposes to build upon the region’s assets and competitive advantages to create long-term prosperity. The SAP is intended to complement the county and cities’ Climate Action Plans and Housing Elements. By working together, local policy makers can position the Northern Waterfront as a competitive 21st century economic asset that attracts innovative companies creating advanced manufacturing jobs for local residents in new emerging growth industries. Northern Waterfront Economic Development Initiative 2 Strategic Action Plan January 8, 2019 Evolution of the Initiative On February 26, 2013, the Contra Costa County Board of Supervisors authorized the Department of Conservation and Development (DCD) to begin working on an initiative to promote economic development along the Northern Waterfront by collaborating with a broad spectrum of stakeholders to understand the current and emerging trends and issues affecting economic development in the region. At a Board meeting on April 4, 2013, DCD staff recommended that the Board of Supervisors approve a map establishing the boundaries for a Northern Waterfront study area and a proposed work program and timeline. The Northern Waterfront study area included several unincorporated communities (Rodeo, Crockett, Port Costa, Pacheco, and Bay Point) and six cities (Hercules, Martinez, Concord, Pittsburg, Antioch, and Oakley). To provide oversight for the Northern Waterfront Economic Development Initiative (NWEDI) the Board of Supervisors established an ad hoc committee composed of two Board members whose districts constituted the Northern Waterfront study area. The ad hoc committee has met on a periodic basis to receive updates about the project’s status and obtain public input.4 The overall effort was supported and managed by DCD staff. A Work Group was formed, which was comprised of staff from the six cities and the county to guide the technical analysis. The Work Group met regularly over a period of nine months, leading up to a Public Forum held on January 10, 2014 with over 400 individuals in attendance representing business, labor, environmental, public safety, economic and workforce development, education, and community based organizations. Following the Public Forum, the Work Group continued to meet periodically to receive input, exchange ideas, and provide guidance regarding the NWEDI. The county and cities, with the goal of developing a strategic action plan for the Northern Waterfront economy, adopted resolutions supporting regional collaboration efforts. The DCD, East Bay Leadership Council, and Workforce Development Board of Contra Costa County held meetings over a 12-month period where interested parties were able to attend and participate in discussions focused around eight policy areas, which included regulatory environment, infrastructure investment, quality of life, workforce development, small business assistance, financial incentives, regional branding & marketing, and cluster development and innovation. In addition, meetings were held over a three-year period with various community and business groups, environmental organizations, local residents, technical experts, Municipal Advisory Council’s (MAC’s), economic and workforce development organizations, and regional planning agencies to raise awareness about the NWEDI and to solicit input for the development of a strategic action plan (SAP). DCD staff met with various regional agencies regarding the NWEDI, including the Metropolitan Transportation Commission (MTC), Association of Bay Area Governments (ABAG), Contra Costa Transportation Authority (CCTA), Bay Conservation and Development Commission (BCDC), U.S. Environmental Protection Agency (EPA), and the U.S. Economic Development Administration (EDA). These community outreach efforts have served as an important tool to identify issues and concerns, establish goals and objectives, and discuss a common vision for economic development along the Northern Waterfront. On July 18, 2017, the County Board of Supervisors unanimously approved a scope of work and budget for Phase 2 of the NWEDI, including the development of a strategic action plan. On-going community outreach efforts have provided additional opportunities for local residents and stakeholders to engage in meaningful conversations about the goals and actions that would best serve economic development objectives for the Northern Waterfront. In early 2018 the City of Brentwood joined the NWEDI and meetings were held with city and county economic development staffs and city managers within the Northern Waterfront to move the Initiative forward with preparation of an economic development strategic action plan. Northern Waterfront Economic Development Initiative 3 Strategic Action Plan January 8, 2019 Community Development and Human Capital Social, community, and human capital development must be a core part of any economic development strategy. Investing in human capital is the most effective way of promoting economic growth and distributing its benefits more broadly and equitably. Improving worker’s skills enhances labor market outcomes in the form of higher employment rates and earnings and in promoting social mobility. In the long run, investing in worker’s skills is far less costly than paying the price of poorer health, lower incomes, unemployment and social exclusion – all of which are closely tied to lower skills. Promoting high quality, affordable education and workforce development plays a crucial role in expanding access to economic opportunity and social mobility for lower-income individuals. Although economic development and community development start from different perspectives, they share a common goal: to strengthen communities by improving the opportunities for all people to productively engage in the regional economy. The hallmark of a truly prosperous regional economy is one where the benefits and opportunities of that prosperity are broadly available to many of those within it.5 While human capital elements are woven in throughout this SAP’s goals and objectives, it receives the spotlight in a companion report, commissioned as part of the NWEDI work program in 2017-18.6 The Northern Waterfront Economic Development Initiative Conceptual Framework – Community and Human Capital Development Strategy complements NWEDI efforts by supporting human capital and community development through the expansion of existing small businesses and investment in small business incubation, resident workforce training and job placement, and strategic regional partnerships to reach hard to serve populations and increase equitable access to employment opportunities and participation in the local economy. Transitioning to Advanced Manufacturing The future of the Northern Waterfront lies not in the low skilled, labor–intensive, mature industries of the past, but in transitioning to new emerging industries where the region can capitalize on advanced manufacturing processes, product innovation, and a highly skilled workforce that will enable local firms to thrive in a new era of global competition. "No region in decline has ever reversed its fortunes without growth in the advanced manufacturing sector."7 In Retooling for Growth, national experts present a new framework and innovative policy solutions to sculpt a sustainable and supportable economy for older industrial areas.8 The convergence of market forces, new technologies, and public policies presents a unique opportunity for the Northern Waterfront to diversify its manufacturing base by attracting new emerging industries (see Target Industries in the Appendix) in clean technology, advanced vehicle technologies, aerospace, and biomedical/life sciences, creating quality jobs for local residents and building a stronger more robust economy. Challenges While the Northern Waterfront offers a number of competitive advantages for advanced manufacturing, there are also some challenges. A 2013 survey of local manufacturers identified several constraints: 1) most small manufacturing firms are in need of financing and marketing assistance, 2) the lack of trained workers limits their ability to expand, 3) high utility costs, rental rates, and land and building costs increase operating cost, and 4) the regulatory environment increases the time, cost, and uncertainty associated with development approvals. In addition, pressure from residential developers for the conversion of industrial zoned land to residential uses increases land prices and makes it difficult for manufacturers to find locations that are buffered from nearby residential areas. When residential land and public facilities such as schools and hospitals are located adjacent to or in proximity to manufacturing facilities conflicts arise such as truck traffic, noise, glare, noxious odors, and other environmental issues. Challenges also include the lack of an efficient regional transportation network that is connected to the Interstate highway system to facilitate goods movement. In order to be competitive, manufacturers along the Northern Waterfront must be able to move raw materials and finished products in and out of the region without delays due to congestion and construction. These constraints must be addressed in order for the Northern Waterfront to truly become a 21st century economic asset. Northern Waterfront Economic Development Initiative 4 Strategic Action Plan January 8, 2019 ECONOMIC DEVELOPMENT STRATEGY An Industry Cluster Approach In order to enhance the region’s competitiveness, an industry cluster-based strategy focused on enhancing the competitiveness of existing businesses, facilitating new business formation, and attracting new businesses in target industry clusters is proposed. Communities that invest in improving their existing assets and industry clusters tend to have stronger more resilient economies.9 Guiding Principles The Economic Development Strategy is built on five guiding principles to create a more prosperous future for residents, businesses, and communities along the Northern Waterfront. The guiding principles include: 1. Economic Opportunity for Business, Individuals, and Communities a. Create local job opportunities for all residents with career pathways leading to jobs paying livable wages b. Attract clean and green 21st century jobs c. Encourage the development of jobs paying livable wages d. Promote the growth of emerging 21st century industry clusters that are the engines of sustainable economic growth 2. Environmentally Sustainable with the Goal of GHG Reduction a. Respect the environment and improve the quality of life for local residents b. Improve public access to the waterfront c. Adopt placemaking principles that incorporate local community plans and improves the quality of the physical environment 3. Talent Driven a. Develop training programs to improve access to advanced manufacturing jobs b. Develop a pipeline of skilled workers 4. Enhanced Tax Base a. Increase tax revenues and the capacity of local governments to fund public services and infrastructure improvements 5. Collaborative a. Engage in regional collaboration and community partnerships to advance the region’s economic prosperity b. Work with local and regional partners on economic development efforts to create an environment that supports regional job creation Northern Waterfront Economic Development Initiative 5 Strategic Action Plan January 8, 2019 Strategic Direction The Strategic Action Plan sets out a shared vision, realistic goals, and specific strategies that can be implemented over the next 10 years and beyond to grow the regional economy. The Plan serves as a roadmap to guide regional economic development policy, programs, and investment. Ultimately, its success depends on the level of engagement from the county and cities to work together and with their partners in executing the strategies laid out in the Plan. The goals and objectives in the Plan have the potential to move the Northern Waterfront closer to becoming a location of choice for agile, innovative manufacturing companies and regional living wage jobs. Adoption of the Plan’s recommendations will demonstrate the commitment by local governments to revitalize the Northern Waterfront into an environmentally sustainable 21st century economic asset. This in turn will attract private sector investment and encourage manufacturing firms to locate and expand within the region. The Plan is not a substitute for a local agency’s normal master plan process or capital improvement program, but rather fulfills the purpose of coordinating collective action focused on economic development issues of a regional or multi-jurisdictional nature. The Northern Waterfront Economic Development Strategic Action Plan is intended to complement each jurisdiction’s Climate Action Plans and Housing Elements, not supplement or replace them. Vision To build an environmentally sustainable regional economy and communities with equitable access to quality job opportunities and economic participation for all residents. Mission Statement The NWEDI endeavors through collective action to improve the economic prosperity and quality of life for local residents by building and maintaining an environmentally sustainable regional economy that enhances the health and prosperity of local communities, strengthens local tax bases, and supports the growth of 21st century advanced manufacturing firms. Goals & Objectives Five Goals are identified in the Plan, which address: 1) the Business Environment & Competitiveness, 2) Talent Development, 3) Business Vitality/Cluster Development, 4) Entrepreneurship & Innovation, and 5) Target Industry Attraction. The goals are supported by objectives and specific actions that when implemented will help achieve the vision of revitalizing the Northern Waterfront as a vibrant 21st century regional economy. Northern Waterfront Economic Development Initiative 6 Strategic Action Plan January 8, 2019 GOAL #1: DEVELOP A SUSTAINABLE INCLUSIVE REGIONAL ECONOMY Description: The overarching goal of economic development is to create and maintain a strong, vibrant environmentally sustainable economy that improves the overall prosperity of the community by creating equitable access to employment opportunities for all residents, improving the standard of living, and expanding the local tax base.10,11,12 Smart economic development strategies also recognize the value of a high quality of life and a strong sense of place in attracting business investment and a skilled workforce.13 Economic prosperity is also “linked to a region’s ability to prevent, withstand, and quickly recover from major disruptions (i.e., shocks) to its economic base.”14 By helping existing businesses stay competitive, they are more likely to remain in the community and expand. 15,16 Industry Cluster-based strategies are another important tool for strengthening a local economy.17 “Smart, place-based strategies focus not just on producing (or attracting) any job, but generating good-paying jobs in durable industries and ensuring those jobs are directly accessible by workers in adjacent communities.”18 Objective 1.1: Promote a business environment that allows the advanced manufacturing sector to flourish and expand Action 1.1.1: Support the retention and expansion of existing small and medium-sized producers. POTENTIAL ACTION STEPS • Develop a Coordinated Regional Business Retention and Expansion Program to support the growth and expansion of small and medium-sized firms in the manufacturing sector by providing business and technical assistance in the areas of management assistance, marketing, financing, process improvements, supply chain development and management, strategic planning, product design, green manufacturing, export assistance, and workforce training. • Expand the Made in Contra Costa Initiative with a focus on assisting small producers in the Northern Waterfront with business development, marketing, distribution, financing, product improvements, job training, and introductions to subject matter experts and resources to improve their workforce, manufacturing processes, marketing, and performance. • Encourage development of Makerspaces that combine shared facilities and equipment with business assistance and subject matter experts where entrepreneurs can work on product ideas, receive expert advice, build prototypes, and manufacture products on a small scale. The Makers Movement 19 allows entrepreneurs to network and market their products through “maker-fairs”20 and get-togethers. Cities, such as San Leandro, support the Makers Movement in order to attract manufacturers and entrepreneurs to their community. Action 1.1.2: Launch a cluster initiative focused on industries with the greatest potential for expanding the regional economy. POTENTIAL ACTION STEPS • Facilitate Cluster Development by identifying core companies for each target industry, engaging key stakeholders, holding industry meet-ups, supporting industry-led actions, engaging in cluster branding & promotion, providing workforce training, making strategic infrastructure investments, providing business support services, and attracting suppliers, vendors, and service providers in the cluster supply chains. • Encourage Sustainable Industries that emphasize resource efficiency, environmental responsibility, and the reduction and prevention of pollution and waste. Northern Waterfront Economic Development Initiative 7 Strategic Action Plan January 8, 2019 • Actively Recruit New Startups by partnering with local universities and research labs to recruit companies acquiring technology and intellectual property for commercialization from 1) UC Berkeley Haas School of Business 21 2) local accelerators & incubators such as Cyclotron Road, and 3) research labs (LBNL, LLNL, and Sandia National Laboratories). • Leverage Existing Assets such as the GOMENTUM STATION autonomous-vehicle test bed facility in Concord to attract advanced transportation technology companies. Action 1.1.3: Foster an environment that is business friendly and customer service oriented. POTENTIAL ACTION STEPS • Adopt Business Friendly Policies that support business retention and attraction based on best practices.22 • Offer Concierge Services23 to assist existing and new businesses with the permitting and regulatory process, including assistance with other agencies such as the county health department, fire district, utility districts, and other regulatory bodies.24 • Develop Permitting Guides for the county/cities to clearly communicate their regulatory and permitting processes, and requirements. Objective 1.2: Develop Healthy Vibrant Communities that are Safe, Environmentally Sustainable, and Distinctive Action 1.2.1: Expand access to local employment opportunities for all residents. POTENTIAL ACTION STEPS • Consider adopting a uniform First Source Local Hire Policy to encourage the hiring of local residents by new and existing businesses. • Locate Businesses in Industrial Parks that are easily accessible to workers in nearby communities to improve the job/housing balance. Action 1.2.2: Enhance the quality of life of local communities through Placemaking, which contributes to the region’s desirability as a place to live, work, play, learn, and conduct business. POTENTIAL ACTION STEPS • Foster Distinctive Communities with a Strong Sense of Place by identifying and investing in assets and amenities unique to each community. • Protect and Restore Sensitive Wildlife Habitat and Wetlands along the shoreline and major creeks, creating additional wetlands and riparian habitat, improved access, and recreation opportunities. • Develop a Network of Interconnected Trail Systems and Bicycle Routes along the Northern Waterfront to serve the recreational and commute needs of local residents, workers, and visitors. • Increase funding for Code Enforcement Efforts to clean-up and avoid the appearance of blight. Action 1.2.3: Collaborate with local partners and regional agencies to develop a balanced economic base and regional economy. POTENTIAL ACTION STEPS • Develop and implement a Regional Plan for Business Resiliency by working with local and regional agencies and other stakeholders to create a stronger region that is able to withstand and recover quickly from economic dislocations and natural disasters. Northern Waterfront Economic Development Initiative 8 Strategic Action Plan January 8, 2019 GOAL #2: CREATE A GLOBALLY COMPETITIVE WORKFORCE THAT MEETS INDUSTRY NEEDS AND SUPPORTS THE EXPANSION OF THE ADVANCED MANUFACTURING SECTOR Description: Today’s manufacturing jobs require a workforce with different skill sets than those of past eras. Attracting a new generation of skilled, technology savvy workers to the manufacturing sector has become increasingly important with the adoption of advanced manufacturing processes. Over the next decade there will be a loss of skilled workers due to retiring baby boomers. Attracting a new generation with the necessary skills required by employers is a challenge. Local economic development entities, workforce training providers, educators, and industry should collaborate on improving the competency and skill level of the resident workforce, including historically underserved communities and preparing them for in-demand occupations that meet the needs of employers in target industries. Having a robust training program and a pipeline of new entrants will be an important factor in attracting and retaining manufacturing firms and the reduction of poverty and unemployment.25 Objective 2.1: Align Workforce Training with Industry Needs. Action 2.1.1: Develop a robust pipeline of qualified workers with the knowledge and skills for jobs in target industries. POTENTIAL ACTION STEPS • Survey Advanced Manufacturing Firms along the Northern Waterfront to identify workforce needs, skill gaps, and training requirements. • Form industry Partnerships that include private sector companies, the Contra Costa County Workforce Development Board, community colleges, the East Bay Advanced Manufacturing Partnership, the East Bay Biomedical Manufacturing Network, and community based organizations to develop training programs for careers in the advanced manufacturing sector. • Design & Implement a Workforce Recruitment/Job Placement Program to assist businesses with employee recruitment, job placement, and workforce training with a focus on priority hiring of local residents and historically underserved communities. • Expand training opportunities for Up-skilling the Incumbent Workforce, leading to sustainable jobs, higher wages, career advancement, and increased productivity.26 Action 2.1.2: Assist residents and historically underserved communities with employment barriers secure jobs leading to sustainable wages and benefits. POTENTIAL ACTION STEPS • Create Occupational and Soft Skills Training Programs to assist residents with employment barriers acquire the necessary skills leading to middle income careers by providing soft skills training, social services, workforce training, and job placement services needed to connect unemployed and underemployed residents in the region with job opportunities in the manufacturing sector. • Target Job/Skills Training for unemployed and underemployed local residents and young adults with supportive services as needed. Northern Waterfront Economic Development Initiative 9 Strategic Action Plan January 8, 2019 Objective 2.2: Attract and Train the Next Generation of Workers for the Advanced Manufacturing Sector Action 2.2.1: Raise awareness of manufacturing as a viable career choice with emphasis on advanced technologies and career pathways to middle wage jobs. POTENTIAL ACTION STEPS • Develop Manufacturing Career Outreach Programs, such as career expos and informational seminars to expose local residents and young adults at local high schools and community colleges to career opportunities in the advanced manufacturing sector. • Create a Manufacturing Apprenticeship Program, such as a manufacturing institute, internship, or other work-based learning program for high school and college students focused on careers in advanced manufacturing. • Expand Career Technical Education Programs in the manufacturing sector at the secondary and postsecondary levels through regional partnerships and industry associations. • Partner with local community colleges to Establish an Advanced Manufacturing Training Institute. • Expand workforce training programs for local residents and historically underserved communities to help alleviate relatively high rates (compared to Bay Area region averages) of poverty and unemployment along the Northern Waterfront. Northern Waterfront Economic Development Initiative 10 Strategic Action Plan January 8, 2019 GOAL #3: ENHANCE REGIONAL COMPETITIVENESS Description: Having development ready sites with basic infrastructure is the foundation of a competitive regional economy. Infrastructure improvements are needed to support the expansion of the manufacturing sector, including local and regional truck routes, rail access, maritime shipping, broadband internet capacity, electrical power, and sewer/water infrastructure. “The quality of a [community's] infrastructure has a profound effect on its ability to attract development and the success of companies that choose to locate there.”27 Objective 3.1: Strengthen the Northern Waterfront as a Premier Location for Advanced Manufacturing Action 3.1.1: Maintain an adequate supply of industrial zoned land to support employment growth and business expansion and attraction. POTENTIAL ACTION STEPS • Develop an Online Searchable Database and maintain an inventory of industrial zoned land within the Northern Waterfront that includes parcel information, zoning, utilities, and other information required by site selectors, such as demographic, income, and labor force data. The database would include the number and size of parcels, vacant and underutilized sites, zoning, infrastructure capacity, rail service, and deep-water access. • Cleanup & Redevelop Brownfield Sites utilizing U.S. EPA Grant Programs as seed capital. The U.S. EPA Small Business Liability Relief and Brownfield’s Revitalization Act provides grant funding, including revolving loan funds, to inventory, assess, conduct reuse planning studies, and clean-up brownfield sites. • Identify and Designate Prime Industrial Sites As Priority Production Areas for manufacturing and related activities. • Explore the establishment of an Advanced Manufacturing Innovation District 28,29,30 Objective 3.2: Invest in Regional Transportation Infrastructure to Improve Accessibility and Goods Movement Action 3.2.1: Develop a regional multi-modal goods movement system that increases capacity and enhances connectivity in order to move raw materials and finished goods efficiently. POTENTIAL ACTION STEPS • Develop a Multi-modal Goods Movement Plan that outlines a long-range strategy and prioritizes transportation infrastructure improvements for moving goods efficiently, safely, and sustainably within and through the Northern Waterfront. • Secure Funding for Priority Goods Movement Infrastructure Projects 31 by collaborating with key transportation agencies (CCTA, MTC, Caltrans, and others) on the inclusion of regional transportation projects in planning and funding documents. • Align Northern Waterfront Economic Development Priorities with Regional Transportation Plans and Funding Programs, including MTC’s Bay Area Goods Movement Plan and Caltrans’ Goods Movement Action Plan and Freight Mobility Plan. Northern Waterfront Economic Development Initiative 11 Strategic Action Plan January 8, 2019 • Improve Regional Arterials and Goods Movement Networks including Pacheco Blvd., San Pablo Ave., Cummings Skyway, Port Chicago Hwy, Loveridge Road, and Pittsburg-Antioch Hwy to improve access and circulation between employment centers and highway networks to eliminate truck traffic through residential neighborhoods. • Conduct a Short Line Rail Road Feasibility Study that identifies opportunities for improved access to Class I rail lines, facilitates goods movement, eases traffic congestion on regional highways, reduces green house gas emissions, and attracts manufacturers due to the reduced cost and convenience of shipment by rail. • Support the U.S. Army Corps of Engineers (USACE) Dredging Plan and improvements to the Baldwin Shipping Channel. Annual maintenance dredging is required to maintain a channel 300 feet wide and 35 feet deep. Encourage the USACE to complete the necessary feasibility, environmental, and technical studies for deepening the channel to accommodate current and future ships. • Support Investment in Transportation Projects which enhance connectivity, reduce Green House Gasses, and provide alternate commute modes, including access to rail and ferry services such as the Hercules Regional Intermodal Transportation Center (which also has goods movement benefits), and other projects of regional benefit. Objective 3.3: Expand & Upgrade Utility Infrastructure to Support Business Growth Action 3.3.1: Work with utility service providers to improve regional utility infrastructure. POTENTIAL ACTION STEPS • Identify and Prioritize Water and Sewer Infrastructure Projects to support business growth and expansion, including treated water distribution and storage, untreated water supply and transport, water treatment facilities, and water quality and reliability. • Increase the Supply of Advanced Treated Recycled Water available for manufacturing applications. • Upgrade Broadband Infrastructure to improve capacity within the Northern Waterfront. • Explore Funding Mechanisms for Infrastructure Improvements, including the establishment of a Tax Increment Financing District. Objective 3.4: Ensure that the Northern Waterfront Remains Competitive with Other Locations Action 3.4.1: Utilize targeted incentives to support business retention, expansion, and attraction. POTENTIAL ACTION STEPS • Establish a Competitive Economic Development Incentive Program that includes utility rebate/rate reduction programs from PG&E, sales and use tax exclusions, hiring credits, workforce training and job placement programs, FAR bonuses, deferral or waiver of fees, expedited permitting, and business tax exemptions. A variety of incentive programs used by local governments (such as the one offered by the City of Vacaville)32 are available through PG&E, local service districts, the Contra Costa Workforce Development Board, and the Governor’s Office of Business and Economic Development (GO-Biz)33, which can be used to retain and attract manufacturing firms. • Establish and implement an Industrial Development Bond Program by leveraging existing programs offered by the East Bay EDA, CALED, California Infrastructure and Economic Development Bank, and other entities. • Actively market the Contra Costa County Recycling Market Development Zone low interest loan program. Northern Waterfront Economic Development Initiative 12 Strategic Action Plan January 8, 2019 GOAL #4: FACILITATE NEW BUSINESS FORMATION AND ENTREPRENEURSHIP Description: The role of entrepreneurs in creating new businesses is critical to local economic development success.34 Census Bureau data shows that the bulk of net new jobs are created by early-stage companies with fewer than 20 employees. Entrepreneurs face many challenges in launching and growing new businesses and need access to managerial, technical, and financial assistance and resources to support them in their endeavors. Creating a nurturing environment that cultivates and supports entrepreneurs is a key factor in promoting new business formation.35 Objective 4.1: Cultivate an entrepreneurial environment that fosters innovation and new business formation Action 4.1.1: Assist entrepreneurs in launching new businesses. POTENTIAL ACTION STEPS • Create affordable and flexible Shared Co-Workspaces with access to training and mentoring programs. • Investigate the feasibility of establishing an Advanced Manufacturing Incubator/Accelerator for start-up manufacturing firms that provides low-cost space, support services, business assistance, and networking opportunities. • Explore the opportunity for development of a Commercial Kitchen/Food Business Incubator like Kitchen@812 in Pinole. • Investigate the feasibility of Launching a Non-profit Cleantech Accelerator like the Cleantech Open’s startup accelerator, LA Cleantech Incubator 36, or the North Carolina Clean Energy Technology Center. • Actively participate in the East Bay EDA’s Annual Entrepreneurship and Innovation Awards Program. Action 4.1.2: Recruit new startup companies acquiring intellectual property developed by local research institutions. POTENTIAL ACTION STEPS • Proactively work with local university and research lab technology transfer offices in the early stages of a company’s due diligence process to encourage companies and entrepreneurs acquiring locally developed technologies to locate in the Northern Waterfront. • Investigate Opportunities in Emerging Industries such as Unmanned Aerial Vehicles (UAV) and Systems (UAS) manufacturing by leveraging the proximity of county-owned Buchanan and Byron airports, agricultural areas, and construction projects. Northern Waterfront Economic Development Initiative 13 Strategic Action Plan January 8, 2019 Goal #5: ESTABLISH A REGIONAL BRAND IDENTITY TO ATTRACT NEW BUSINESS INVESTMENT Description: Business recruitment/attraction programs communicate a community’s location advantages and help focus economic development efforts on companies in target industries. Place branding highlights the distinctive attributes of a place as a business location based on its assets, location, and characteristics. Successful branding puts a region’s specific attributes and competitive advantages in the context of key site location requirements to attract business and industry that fit into the local economy thereby strengthening existing sectors/clusters rather than attempting to attract businesses that are not complementary.37,38 Place marketing helps to promote “the place’s values and image so that potential users are fully aware of the place’s distinctive advantages.”39 Objective 5.1: Promote the Northern Waterfront as a Premier Location for Advanced Manufacturing Action 5.1.1: Create a Globally Recognized Brand Identity. POTENTIAL ACTION STEPS • Embark upon a Unified Branding Campaign that capitalizes on the Northern Waterfront’s strategic location, proximity to major markets, transportation infrastructure, skilled workforce, industrial zoned land, and other key assets. Action 5.1.2: Increase the external visibility and awareness of the Northern Waterfront. POTENTIAL ACTION STEPS • Develop & implement a Regional Marketing Program aimed at site selectors and corporate executives, to communicate the Northern Waterfront’s strategic advantages and key assets. • Develop Marketing Materials and Tools that include collateral marketing materials focused on target industries. • Create a Regional Economic Development Website with links to individual city/county economic development websites that provides demographic, economic, real estate and other relevant site selection information for businesses. Action 5.1.3: Actively Recruit Advanced Manufacturing Firms in Target Industry Clusters. POTENTIAL ACTION STEPS • Start a Lead Generation Program working with GO-Biz, Industrial Real Estate Brokers, and regional economic development organizations to identify and recruit advanced manufacturing firms in target industries. • Strategically Recruit Businesses in Target Clusters including core companies, supply chain vendors, related and supporting businesses, and specialized service providers to enhance and strengthen existing clusters. • Jointly Participate in Selected Trade Shows and Industry Sponsored Events focused on target industries. • Investigate and pursue opportunities to Attract Foreign Direct Investment by manufacturing firms looking to establish business operations in the Bay Area/California. Northern Waterfront Economic Development Initiative 14 Strategic Action Plan January 8, 2019 Implementation Plan The following Implementation Plan highlights the key activities over the next 10 years that are considered important to the success of the NWEDI. Some actions will take longer to accomplish, but need to be started within the initial term of the SAP. The Implementation Plan includes three major elements: (1) Specific Tasks: what will be done and by whom. (2) Time Horizon: when will it be done, and (3) Resource Allocation and Potential Funding Sources: (i.e., money, staff) needed to carry out the specified tasks and activities. The Implementation Plan also includes expected outcomes that address: 1. Diversification of the regional economy; 2. Providing a foundation that promotes economic prosperity and a good quality of life for local residents; 3. Creating desirable places and economic opportunity; 4. Partnering for success Timeframe Anticipated timeframes required to complete the proposed actions include: • Short Term: tasks that can be accomplished within 12-36 months. • Medium Term: tasks that can be accomplished within a 4-10 year period. • Long Term: tasks that can be accomplished within a 10-20 year period. • Ongoing: activities which are continuous over the term of the Initiative. Northern Waterfront Economic Development Initiative 15 Strategic Action Plan January 8, 2019 IMPLEMENTATION PLAN GOAL #1: DEVELOP A SUSTAINABLE, INCLUSIVE REGIONAL ECONOMY Objectives/Actions Action Steps Budget Estimate Potential Funding Sources Responsible Parties Timeframe for Completion Expected Outcome(s) Where we want to be? What steps must be taken to implement each action? Resources needed to implement this action? How are we going to pay for this action? Who is responsible for taking each action? By when will the action be completed? What can be expected when all action steps are completed? Objective 1.1: Promote a Business Environment that Allows the Advanced Manufacturing Sector to Flourish and Expand Action 1.1.1: > Develop a Coordinated Regional BRE Program > Expand Made in Contra Costa Initiative > Encourage development of Makerspaces Staff and partner time County/Cities SBDC Contra Costa County WDB Lead Agency: County/Cities Supporting Partners: Contra Costa SBDC, Contra Costa County WDB, Manex Short Term Time Line: FY 2019-21 Business growth and an increase in job opportunities Space for local entrepreneurs to prototype and/or build their products Action 1.1.2 > Facilitate Cluster Development > Encourage Sustainable Industries > Actively Recruit Startups from labs > Leverage GoMomentum Station Staff and partner time County/Cities Lead Agency: County/Cities Supporting Partners: Manufacturers, CCTA Local university/research labs Ongoing Time Line: FY 2019+ Cluster awareness, collaboration, and growth New early stage companies Action 1.1.3 > Adopt Business Friendly Policies > Offer Concierge Services > Develop Permitting Guides Staff and partner time County/Cities Lead Agency: County/Cities Supporting Partners: County Health Department Fire Districts/Utility Districts Short Term Time Line: FY 2019-20 Business retention, expansion, and attraction Objective 1.2: Develop Healthy Vibrant Communities that are Safe, Sustainable and Distinctive Action 1.2.1 > Adopt First Source Local Hire Policy > Design & Develop Job Centers Staff Time County/Cities Lead Agency: County/Cities Supporting Partners: Contra Costa County WDB Medium Term Time Line: FY 2019-25 Reduced commuting Increased business investment improved job/housing balance Action 1.2.2 > Foster Distinctive Communities > Protect & Restore Sensitive Habitats > Develop Network of Interconnected Trails > Increase code enforcement efforts Staff and partner time TBD until specific projects are determined County/Cities Regional, State, and Federal Grants Lead Agency: County/Cities Supporting Partners: Public Works Departments, Local environmental groups Ongoing Time Line: FY 2019+ Jobs Increased business investment Improved access and recreation opportunities Action 1.2.3 > Develop Plan for Economic Resiliency Staff and partner time County/Cities Federal EDA Grants Lead Agency: County/Cities Supporting Partners: Regional Planning Agencies Short Term Time Line: FY 2020-21 Ability to recover quickly from economic dislocations Northern Waterfront Economic Development Initiative 16 Strategic Action Plan January 8, 2019 GOAL #2: CREATE A GLOBALLY COMPETITIVE WORKFORCE TO MEET INDUSTRY NEEDS AND SUPPORT THE EXPANSION OF THE ADVANCED MANUFACTURING SECTOR Objectives/Actions Action Steps Estimated Cost Potential Funding Sources Responsible Parties Timeframe for Completion Expected Outcome(s) Where we want to be? What steps must be taken to implement each action? Resources needed to implement this action? How are we going to pay for this action? Who is responsible for taking each action? By when will the action be completed? What can be expected when all action steps are completed? Objective 2.1: Align Workforce Training with Industry Needs Action 2.1.1: > Survey Advanced Manufacturing Firms > Form Industry Partnerships > Design & Implement a Workforce Training/Job Placement Program > Provide Skills Training for Incumbent Workers Staff and partner time Survey: $18,000 Contra Costa County WDB WIOA Funds Lead Agency: Contra Costa County WDB Supporting Partners: Cities/County, Community Colleges, EB Advanced Mfg Partnership, EB Biomedical Mfg Network, Manufacturers Ongoing Timeline: FY 2019+ Skilled workforce meeting industry needs Higher wages and increased productivity Action 2.1.2 > Reduce Employment Barriers > Job/Skills Training for Unemployed & Underemployed Young Adults Staff and partner time Contra Costa County WDB WIOA Funds Lead Agency: Contra Costa County WDB Supporting Partners: Community Colleges, Community organizations Ongoing Timeline: FY 2019+ Increased job opportunities for young adults Objective 2.2: Attract and Train the Next Generation of Workers for the Advanced Manufacturing Sector Action 2.2.1 > Develop Manufacturing Outreach Programs > Create a Manufacturing Apprenticeship Program > Expand Career/Technical Ed Programs > Establish an Advanced Mfg Training Institute Staff and partner time Contra Costa County WDB WIOA Funds Lead Agency: Contra Costa County WDB Supporting Partners: Community Colleges, High Schools, ROP, Industry Associations, Manufacturers Variable Timelines Pipeline of young workers Northern Waterfront Economic Development Initiative 17 Strategic Action Plan January 8, 2019 GOAL #3: CREATE A BUSINESS ENVIRONMENT THAT ALLOWS MANUFACTURING FIRMS TO FLOURISH AND EXPAND Objectives/Actions Action Steps Estimated Cost Potential Funding Sources Responsible Parties Timeframe for Completion Expected Outcome(s) Where we want to be? What steps must be taken to implement each action? Resources needed to implement this action? How are we going to pay for this action? Who is responsible for taking each action? By when will the action be completed? What can be expected when all action steps are completed? Objective 3.1: Strengthen the Northern Waterfront as a Premier Location for Advanced Manufacturing Action 3.1.1: > Create Online Searchable Database > Cleanup & Redevelop Brownfield Sites > Designate Priority Production Areas > Explore creation of a Manufacturing Innovation District Staff and partner time County/Cities U.S. EPA Brownfields Grant Programs Lead Agency: County/Cities Supporting Partners: EB Biomedical Manufacturing Network, EB Advanced Manufacturing Partnership Variable timelines New business investment and jobs Objective 3.2: Invest in Regional Transportation Infrastructure to Improve Accessibility and Goods Movement Action 3.2.1 > Multi-modal Goods Movement Plan > Secure Funding for Priority Goods Movement Infrastructure > Align NWEDI Priorities with Regional Transportation Plans & Funding > Improve Regional Arterials & Goods Movement Networks > Short Line Rail Road Feasibility Study > Support the USACE Dredging Plan Staff and partner time TBD until specific projects are determined County/Cities CCTA MTC Federal/State Grants Lead Agency: County/Cities Supporting Partners: CCTA, MTC, Caltrans, USACE Variable timelines Growth of existing businesses New business investment and jobs Objective 3.3: Expand & Upgrade Utility Infrastructure to Support Business Growth Action 3.3.1 > Identify & Prioritize Water & Sewer Infrastructure Projects > Increase Supply of Advanced Treated Recycled Water > Upgrade Broadband Infrastructure > Investigate Financing Alternatives Staff and partner time TBD until specific projects are determined County/Cities Special Districts Utility Companies Lead Agency: Water/ Wastewater Districts, County/Cities Supporting Partners: CCTA, PG&E, Water/Wastewater Districts, ISPs Variable timelines Business growth & expansion Objective 3.4: Ensure that the Northern Waterfront Remains Competitive with Other Locations Action 3.4.1 > Establish an Incentive Program > Establish & Implement an Industrial Development Bond Program > Promote RMDZ Financing Program Staff and partner time TBD County/Cities East Bay EDA Lead Agency: County/Cities Supporting Partners: East Bay EDA Variable timelines New business investment and jobs Northern Waterfront Economic Development Initiative 18 Strategic Action Plan January 8, 2019 GOAL #4: FACILITATE NEW BUSINESS FORMATION AND ENTREPRENEURSHIP IN THE MANUFACTURING SECTOR Objectives/Actions Action Steps Estimated Cost Potential Funding Sources Responsible Parties Timeframe for Completion Expected Outcome(s) Where we want to be? What steps must be taken to implement each action? Resources needed to implement this action? How are we going to pay for this action? Who is responsible for taking each action? By when will the action be completed? What can be expected when all action steps are completed? Objective 4.1: Cultivate an Entrepreneurial Environment that Fosters Innovation and New Business Formation Action 4.1.1: > Create Shared Co-Workspaces > Investigate Feasibility of an Advanced Manufacturing Incubator/Accelerator > Explore Development of a Commercial Kitchen/Food Business Incubator > Investigate Feasibility of a Non-profit Cleantech Accelerator > Participate in Annual Entrepreneurship & Innovation Awards Program Staff and partner time TBD Lead Agency: County/Cities Supporting Partners: EBEDA, WDB, SBDC Variable Timelines Increase in entrepreneurial activity, business start-ups, and jobs Advancement of target industries Action 4.1.2 > Work with Local University & Research Lab Technology Transfer Offices > Investigate Opportunities in Emerging Industries Staff and partner time Lead Agency: County/Cities Supporting Partners: UCB, LBNL, LLNL, Sandia Ongoing Timeline: FY 2019+ Attraction of entrepreneurs, new business start-ups, and new technologies Northern Waterfront Economic Development Initiative 19 Strategic Action Plan January 8, 2019 GOAL #5: ESTABLISH A REGIONAL BRAND IDENTITY TO ATTRACT NEW BUSINESS INVESTMENT Objectives/Actions Action Steps Estimated Cost Potential Funding Sources Responsible Parties Timeframe for Completion Expected Outcome(s) Where we want to be? What steps must be taken to implement each action? Resources needed to implement this action? How are we going to pay for this action? Who is responsible for taking each action? By when will the action be completed? What can be expected when all action steps are completed? Objective 5.1: Promote the Northern Waterfront as a Competitive Location for Advanced Manufacturing Action 5.1.1: > Embark Upon a Unified Branding Campaign Staff and partner time County/Cities Lead Agency: County/Cities Supporting Partners: Ongoing Timeline: FY 2019+ Globally recognized brand identity for the Northern Waterfront Action 5.1.2 > Develop & implement a Regional Marketing Program > Develop Marketing Materials & Tools > Create a Regional Economic Development Website Staff time County/Cities Lead Agency: County/Cities Ongoing Timeline: FY 2019+ Awareness of the Northern Waterfront as a competitive location for advanced mfg New Businesses Action 5.1.3 > Start a Lead Generation Program > Strategically Recruit Businesses in Target Clusters > Participate in Selected Trade Shows & Industry Sponsored Events > Attract Foreign Direct Investment Staff and partner time County/Cities Lead Agency: County/Cities Supporting Partners: East Bay EDA, GO-Biz, Industrial RE Brokers Ongoing Timeline: FY 2019+ New Business Investment Increase in jobs Northern Waterfront Economic Development Initiative 20 Strategic Action Plan January 8, 2019 MONITORING SUCCESS Metrics are critical to the successful outcome of establishing the Northern Waterfront as a competitive location for advanced manufacturing jobs. Therefore, performance measures should be adopted to monitor the progress being made toward achieving the identified goals and objectives. Performance Measures There are a number of indicators that can be used to measure the Northern Waterfront’s progress in achieving its economic development goals. Tracking these indicators on a regular basis will provide insight into the progress of the regional economy. The following economic indicators can be used as a yardstick for evaluating progress: Economic Indicators Report – baseline economic indicators to monitor the performance of the regional economy include: • Employment growth by industry. This information can be obtained from the California Employment Development Department’s Labor Market Information Division (see www.labormarketinfo.edd.ca.gov). • Office and industrial space availability & cost. Office and industrial space vacancy and lease rates can be obtained from local commercial and industrial real estate brokers. The Building Department can provide information about building permits. Implementation Status & Outcomes Report – expected outcomes identified in the Plan should be monitored on a periodic basis to ensure that the goals and objectives are being accomplished. Indicators include: • Businesses Assisted, including the number of businesses visited and assisted, as part of the BRE Program. • New Business Formations and Attraction. The county/city clerk’s office can provide information on the number of new business licenses added, fictitious business name certificates filed, and types of businesses. • Business Dynamics Indicators that show business formation rates, growth, survival, and competitiveness. Measures include counts and trends in the number of small businesses, new business starts, number of employees, and business survival rates. Socio-Economic/Quality of Life Indicators – GIS mapping is critical for visualizing data spatially. • Changes in the number/percentage of households living in poverty • Percentage of unemployed • Income levels • For the metrics above, changes affecting disadvantaged or historically underserved communities relative to the population as a whole. Northern Waterfront Economic Development Initiative 21 Strategic Action Plan January 8, 2019 Re-Evaluating Priorities over Time Progress in completing actions should be evaluated on an annual basis. An annual report provides a mechanism for making modifications, if necessary, to the Plan. Within the next five years, economic conditions will likely change and new opportunities may arise. While the overall objectives of the economic development strategy may not change over the next five years, the county/cities should reassess their priorities in light of changing conditions and emerging opportunities. Northern Waterfront Economic Development Initiative 22 Strategic Action Plan January 8, 2019 APPENDIX Northern Waterfront Economic Development Initiative 23 Strategic Action Plan January 8, 2019 MANUFACTURING BASE Historical Legacy The Northern Waterfront’s industrial heritage extends back more than 100 years. The industrial belt appeared along the banks of the Sacramento River beginning in the 1870s. Resource-based industries dominated the region during the late-19th century and early-20th century with the processing of agriculture products, metal ores, crude oil, sugar, cement, chemicals, lumber, and other natural resources. By 1906, some forty factories had opened along the river’s shoreline, including more than a half-dozen of the largest factories of their kind in the country at that time. By 1920 the docks along the Northern Waterfront carried over half the tonnage on San Francisco Bay. Edged out by Alameda County in the 1920s in the value of its output, Contra Costa did much better than its Bay Area rivals during the Great Depression and by 1940 was the second county in the state in value of industrial output.40 Waterfront industries grew to become the dominant employment sector in Contra Costa County through the early 1960’s. Over the past 50- plus years, manufacturing employment has declined as the county’s traditional industries matured and the economy transitioned to become more service sector oriented. As manufacturing firms closed, industrial land was repurposed for residential, commercial, and other uses. REGIONAL CHALLENGES & OPPORTUNITIES A comprehensive economic base analysis was conducted of the manufacturing sector to evaluate its composition, size, growth rate, specialization, and emerging trends. A detailed SWOT analysis was also conducted to identify key assets, strengths, weaknesses, opportunities, and challenges.41 These earlier background studies have been updated to reflect current conditions. Assets and Competitive Advantages The Northern Waterfront has a number of important assets that speak to the region’s unique assets and competitive advantages 42,43 including a deep- water shipping channel, marine terminals, two Class 1 railroad lines, freeway access, proximity to workforce housing, electric power generating capacity, industrial zoned land, a skilled workforce, an existing base of manufacturing companies, and proximity to growing markets in the Bay Area and Northern California. An East Bay innovation eco-system that includes research labs such as Lawrence Livermore National Laboratory, Sandia National Labs, Lawrence Berkeley National Laboratory, Joint BioEnergy Institute, Energy Biosciences Institute, and Cyclotron Road supports the manufacturing sector. Emerging Opportunities In recent years, new opportunities for manufacturing employment have risen as global trends, market forces, and new technologies converge, presenting a unique opportunity for the Northern Waterfront to become a 21st century economic asset. Manufacturing is being reshaped by the adoption of advanced manufacturing processes and shifting global value chains.44 Northern Waterfront Economic Development Initiative 24 Strategic Action Plan January 8, 2019 Economic Significance of the Manufacturing Sector The manufacturing sector is important to the Northern Waterfront regional economy. It is the sixth largest employment sector with over 6,680 workers and average wages well above the county’s median household income. In 2017, the Northern Waterfront accounted for 44.8% of the county’s manufacturing jobs and 35.4% of the county’s gross regional product (GRP). While industrial land uses constitute a small percentage of the total number of taxable parcels, their assessed value makes up a significant portion of the local tax base. In addition, local spending by the manufacturing sector generates additional demand for goods and services, thereby creating employment in other sectors of the economy. Annual capital spending on repairs and upgrades provides on-going jobs in the construction and maintenance sectors. When an enterprise purchases goods and services from other businesses, it generates an indirect jobs impact, or multiplier effect. According to the National Association of Manufacturers, the job multiplier for the manufacturing sector nationally is 1.58. The local job multiplier for the Northern Waterfront’s manufacturing sector is 1.37. That means a typical manufacturing facility that employs 100 people actually supports 137 jobs, 100 direct jobs and another 37 indirect jobs in other sectors, including professional services, utilities, transportation, financial services, wholesale and retail suppliers, and construction. Although the number of direct manufacturing jobs may be declining, the number of indirect jobs necessary to supply, support, and serve the manufacturing sector is expected to increase as factories become more advanced.45 The Northern Waterfront has a diversified manufacturing base with firms spread across 18 subsectors. The six largest subsectors (petroleum refining, food processing, primary metals, computers & electronic products, chemicals, and fabricated metal products) account for almost 70% of the total manufacturing jobs (see Figure 1) and 96% of the region’s $6.044B in manufacturing output. The Northern Waterfront’s traditional manufacturing base has been concentrated in large-scale heavy industries (petroleum refining, chemicals, steel, sugar processing, and electric power generation). These legacy industries represent the largest share of employment, but are mature industries with little or no job growth. Over the past several decades many manufacturing subsectors lost employment, especially during the 2007-09 Recession. Since 2010, employment has declined in petroleum refining, computers & electronic products, chemicals, and primary metals, while net new job growth has occurred in transportation equipment, fabricated metal products, machinery, electrical equipment, and food processing. Between 2001 and 2011 approximately 45 manufacturing firms closed their doors or moved out of the area according to Census Bureau data. Most of these firms were small businesses with less than 50 employees. The surviving companies have become more competitive, increasing their output with fewer workers. While the number of manufacturing firms declined during the Great Recession, the manufacturing sector has recovered in recent years with the net addition of new firms. New industries are beginning to emerge in the region, such as biomedical/life sciences and cleantech, but have yet to become major employers. 3.4% 331 9.1% 3.6% 332 8.1% 0.7% 1.7% 334 10.6% 311 11.3% 3.1% 2.4% 325 10.0% 324 29.8% 0.4% 2.4% 0.3%0.3% 2.8% 311 312 314 321 322 323 324 325 326 327 331 332 333 334 335 336 337 339 Figure 1: Industry Subsectors by NAICS Code Source: Emsi 2018.1 QCEW Employees 0.04% Northern Waterfront Economic Development Initiative 25 Strategic Action Plan January 8, 2019 Small- and medium-sized business enterprises (SMEs) comprise almost 97% of the total manufacturing establishments, and account for over 82% of all manufacturing employment. Small manufacturing firms often lack sufficient financing, manufacturing capacity, capital equipment, expertise, and experience—especially compared to large manufacturers—to improve their competitiveness in areas ranging from innovation and product improvement, to business development and modernization. Regional Specialization The Northern Waterfront’s core strengths include older legacy industries, which represent the past, as well as new emerging industries that represent the region’s future. By building on its competitive advantages the Northern Waterfront can develop a strong vibrant economy that creates middle wage job opportunities for local residents. Regional specialization is traditionally identified by measuring the region’s employment concentration in an industry compared to its concentration nationwide. This measure is commonly referred to as a location quotient (LQ) and is measured on a scale where zero indicates no employment for that industry in the region, and an LQ of 1.0 indicates that the region’s employment concentration is similar to the national average. When the proportion of regional employment in an industry exceeds the national average it indicates regional specialization and is considered to be an economic strength. LQs of 1.25 or higher are indicators of traded industries that sell to larger markets outside the region bringing new dollars into the local economy. Thirteen manufacturing subsectors in the Northern Waterfront have LQs above 1.0 (see Table 1). Another factor in determining an industry’s importance to the region is its relative size compared to other sectors. Industries with high employment represent industries that are important to a region and may have a competitive advantage over other locations. Nine of the thirteen industries with high LQs also have relatively high employment levels. These nine industries include food processing, diversified manufacturing sectors such as building materials, industrial machinery, and instruments, and legacy industries (petroleum refining, chemicals, steel fabrication). Most of the industries in the Northern Waterfront with high LQs and high employment represent mature legacy industries that while important to the local economy are not expected to generate significant, if any, employment growth. A third criteria includes emerging new industries with high employment growth, which represent the region’s future. Industries with low LQs but high employment growth may be indicators of emerging new growth industries. These industries could form the core industries of several industry clusters that will drive future job growth in the manufacturing sector along the Northern Waterfront. Six industries have low LQs, but high employment growth, including HVAC equipment, electronic components, electrical equipment, motor vehicles, and aerospace parts. Other new emerging industries in the East Bay, such as autonomous vehicles, cleantech, and electric cars, are also potential target industries for the Northern Waterfront. These industries represent potential growth sectors for the Northern Waterfront that if properly supported could be future drivers of the regional economy. Potential target industries for the Northern Waterfront are identified in Figure 2. These emerging sectors could form the core of several industry clusters. Northern Waterfront Economic Development Initiative 26 Strategic Action Plan January 8, 2019 Figure 2: Manufacturing Employment Concentration Chemicals Food/Beverage Processing Fabricated Metal Diversified Mfg Clean Tech Machinery Electrical EquipmentBiomedical 0.00 0.50 1.00 1.50 2.00 2.50 3.00 -60%-40%-20%0%20%40%60%80%100% Source: Emsi 2018.1 QCEW Employees Emerging IndustriesContracting Industries Transitioning Industries High Performing Industries Growth Rate 2018-2028Location Quotient Legacy Industries  Misc Mfg Sectors  Target Clusters Primary Metals Advanced Transportation Beverage Advanced Manufacturing Review of national studies on advanced manufacturing found that advanced manufacturing is defined by the type of product or process by which products are made. Other definitions include the use of new or improved materials or the use of a specialized skilled workforce required to make the product. While it is possible for a manufacturing firm to be advanced by performing well on any one of the four indicators, the more advanced firms are those that employ all four characteristics. The most advanced manufacturing firms make “extensive use of computer, high-precision, and information technologies integrated with a high-performance workforce in a production system capable of furnishing a heterogeneous mix of products in small or large volumes with both the efficiency of mass production and the flexibility of custom manufacturing in order to respond quickly to customer demands.”46 The shift toward advanced manufacturing, while improving industry’s productivity and competitiveness, is not expected to create large numbers of new jobs as the labor-intensive industries of the past, but instead will require a more specialized, higher skilled workforce. Advanced industries are extraordinarily productive and provide high-quality economic opportunities for workers.47 The advanced manufacturing sector will need science, technology, engineering and mathematics workers (STEM) workers, as well as production workers, and installation, maintenance, and repair workers. Northern Waterfront Economic Development Initiative 27 Strategic Action Plan January 8, 2019 Table 1: Local Specialization by Manufacturing Industry Group - 2018 Northern Waterfront East Bay NAICS Description LQ Jobs Job Growth 2018 - 2028 LQ 3113 Sugar & Confectionery Products 6.82 361 (32%) 3.26 3115 Dairy Products 2.28 234 22% 0.71 3116 Meat Processing 0.12 42 64% 0.23 3118 Bakeries & Tortillas 0.19 41 (2%) 1.92 3119 Other Food Manufacturing 0.40 63 21% 0.92 3121 Beverage Manufacturing 0.12 21 33% 1.59 3149 Other Textile Product Mills 0.47 21 5% 0.57 3219 Other Wood Products 0.93 149 24%) 0.48 3231 Printing & Related Activities 0.61 185 (2%) 0.73 3241 Petroleum Refining 23.53 1,880 (38%) 4.76 3251 Basic Chemicals 2.85 303 46%) 0.51 3254 Pharmaceutical & Medicine 0.56 115 (9%) 1.81 3255 Paint, Coating, & Adhesive 1.94 86 (23%) 0.33 3256 Soap, Cleaning Compound, & Toilet 0.54 41 15% 1.36 3259 Other Chemical Products 1.58 92 (24%) 0.61 3273 Cement and Concrete Products 0.69 94 14%) 0.53 3274 Lime and Gypsum Products 11.29 115 (3%) 2.64 3311 Iron & Steel Mills 10.86 617 24% 1.04 3321 Forging & Stamping 0.72 49 22% 0.42 3323 Architectural & Structural Metals 0.72 191 12% 0.85 3324 Boiler, Tank, & Shipping Container 1.77 113 38% 0.37 3327 Machine Shops 0.79 195 27% 1.06 3329 Other Fabricated Metal Products 0.12 22 (5%) 0.21 3332 Industrial Machinery 1.73 138 35% 5.20 3334 HVAC & Commercial Refrigeration Equip 0.68 63 35% 0.37 3342 Communications Equipment 1.10 65 (83%) 1.42 3343 Audio & Video Equipment 3.04 41 (17%) 3.05 3344 Semiconductor/Electronic Components 0.19 48 50% 2.16 3345 Instruments 1.78 500 55%) 2.13 3353 Electrical Equipment 0.57 56 46% 0.63 3359 Other Electrical Equipment & Components 0.63 60 (65%) 1.35 3362 Motor Vehicle Body & Trailer 0.81 89 49% 0.12 3363 Motor Vehicle Parts 0.07 31 (13%) 0.04 3364 Aerospace Product and Parts 0.14 49 55% 0.11 3371 Furniture & Cabinets 0.13 22 14% 0.42 3391 Medical Equipment & Supplies 0.71 158 (13%) 1.90 3399 Other Miscellaneous Manufacturing 0.44 87 10% 0.47 Source: Emsi 2018.1 QCEW Employees Northern Waterfront Economic Development Initiative 28 Strategic Action Plan January 8, 2019 TARGET INDUSTRY CLUSTERS Industry Cluster Definition48 An industry cluster is a geographic concentration of related companies and associated institutions that derive an economic advantage from co-locating in proximity to one another. Industry clusters are different than traditional industry sectors. Unlike an industry sector, industry clusters represent a network of interconnected firms and industries that are linked through shared resources and technologies based on a common set of economic activities. Firms in similar and related industries draw a productive advantage in being geographically located near each other because they have common labor pools and supply chain needs. “Driver industries are linked to supplier and input industries, support industries, and customers.” A myriad of service providers also participate in the manufacturing value chain, including engineers, market researchers, attorneys, accountants, research organizations (Universities, National Labs, etc.), toolmakers, equipment suppliers, transport and logistics providers, and consultants. Target Industry Cluster Identification Standardized national industry clusters have been defined, which allow comparisons and performance measurement across regions.49 Regionally defined industry clusters are often not represented in the standardized national definitions. Region-specific industry clusters can be identified based on employment concentrations, industry size, and growth rates. A regional industry cluster exists when the level of employment is overrepresented relative to the national average. This overrepresentation signals the presence of a critical mass at which cluster dynamics begin to kick in. Strong industry clusters are defined as those where the location quotient puts them into the leading 25% of regions across the U.S. in their respective cluster category. While emerging industry clusters are not easily identified through traditional analytical methods, they can be identified through qualitative research and intelligence based on local industry knowledge. Important considerations for determining the presence of emerging industry clusters include the presence of research institutions, innovation infrastructure, access to venture capital, and the growth of new occupations. Shift-share analysis can be employed to identify industries that are expected to grow faster than the national economy and industry mix. Six-digit NAICS codes were used to identify the core industries in the Northern Waterfront based on the number of core companies, employment size, degree of specialization, growth trends, and a strong regional presence in the East Bay. Five potential target industry clusters were identified including: 1) Biomedical/Biotechnology/life sciences; 2) Food & Beverage Processing; 3) Advanced Materials & Diversified Manufacturing; 4) Advanced Transportation Technologies; and 5) Clean Technology. These five industry clusters are described more fully on the following pages. The Northern Waterfront can develop a vibrant economy by attracting and growing manufacturing firms in emerging new industries in the advanced manufacturing sector. Many of these industries already have a strong presence in the East Bay regional economy. Northern Waterfront Economic Development Initiative 29 Strategic Action Plan January 8, 2019 Biomedical Biomedical/Biotechnology/Life Sciences Cluster The biomedical/biotechnology/life sciences cluster is comprised of establishments engaged in manufacturing biological and medicinal products, pharmaceutical products, electro-medical equipment, and medical equipment and supplies. It includes companies producing biomedical/biotechnology products exclusively, as well as companies in related industries, which produce a diversified array of products including biomedical/biotechnology. The cluster also includes a wide variety of businesses in related and supporting industries from contract manufacturers, machine shops, injection molders, product development firms, and suppliers to component and equipment manufacturers, all of which are critical elements supporting growth of the region’s biomedical/biotechnology cluster/life sciences. Many of the companies in related industries, while not classified as biomedical or medical device manufacturers per se, make components and develop technologies that are directly applicable to the production of medical products and devices. The biomedical/biotechnology/life sciences cluster also includes distributors of medical equipment and supplies, such as forceps, surgical knives and gloves, bandages and dressings, syringes, stethoscopes, medical laboratory equipment, x-ray films, dental drills, veterinarian instruments and other related supplies. The cluster is also comprised of establishments engaged in conducting research and development in the life sciences and biotechnology. The Northern Waterfront is part of the larger East Bay biomedical regional cluster, which has one of the largest concentrations of biotech firms in the state with strong research infrastructure and a well- developed eco-system.50 Nationally, the biomedical/life sciences industry is projected to grow by approximately 10% over the next ten years. Cluster Profile Northern Waterfront Contra Costa County East Bay Companies 18* 54 208 Jobs (2018) 256 1,521 10,901 Industry Concentration/Specialization (LQ) 0.52 0.86 1.98 Projected Baseline Job Growth (2018-2028) (6) (22) 1,005 % Change (2018-2028) (2.5%) (1.4%) 9.2% Source: Emsi 2018.3 QCEW Employees, * DatabaseUSA.com Business-Level Data Biomedical/Biotechnology/Life Sciences Core Industries Biopharmaceuticals (NAICS 325411): Drugs derived from uncompounded medicinal chemicals and their derivatives or the processing of uncompounded botanicals, including proteins and nucleic acids used for therapeutic or in vivo diagnostic purposes, or direct extraction from a native biological source. Pharmaceutical Manufacturing (NAICS 325412): In-vivo diagnostic substances and pharmaceutical preparations. Diagnostics (NAICS 325413): In-vitro diagnostic substances used for diagnostic tests. Biologics (NAICS 325414): such as vaccines, toxoids, therapeutic proteins, blood and blood components, tissues, and cultural media of plant or animal origin. Electro-medical & Electrotherapeutic Equipment (NAICS 334510): pacemakers, patient-monitoring systems, MRI machines, diagnostic imaging equipment (including informatics equipment), ultrasound scanning devices, hearing aids, & electrocardiographs. Irradiation Apparatuses (NAICS 334517): Irradiation, x-ray devices and other diagnostic imaging, computer tomography equipment for medical diagnostic, medical therapeutic, research and scientific evaluation. Surgical & Medical Instruments (NAICS 339112): Medical, surgical, ophthalmic, and veterinary instruments and equipment, such as syringes, hypodermic needles, anesthesia apparatus, blood transfusion equipment, catheters, surgical clamps, medical thermometers, orthopedic instruments, optical diagnostic apparatuses, blood transfusion devices, and catheters. Surgical Appliances & Supplies (NAICS 339113): Artificial joints and limbs, stents, orthopedic appliances, surgical dressings, disposable surgical drapes, hydrotherapy appliances, surgical kits, rubber medical and surgical gloves, and wheelchairs. Dental Equipment & Supplies (NAICS 339114): Equipment, instruments, and supplies, dental hand instruments, plaster, drills, amalgams, cements, sterilizers, and dental chairs. Ophthalmic Goods Manufacturing (NAICS 339115): Prescription eyeglasses, contact lenses, sunglasses, eyeglass frames, reading glasses, and protective eyewear. Dental Laboratories (NAICS 339116): Dentures, crowns, bridges, and orthodontic appliances customized for individual application. Northern Waterfront Economic Development Initiative 30 Strategic Action Plan January 8, 2019 Food & Beverage Processing Cluster The Food and Beverage Processing Cluster includes businesses that transform raw ingredients into food and beverage products that can be easily prepared and served by the consumer. The cluster covers conventional, organic, ethnic and specialty foods, as well as beverages (soft drinks, fruit & vegetable juices, bottled water, wine, liquor, and beer). The cluster also includes related and supporting industries such as food and beverage wholesalers and distributors, food processing equipment manufacturers, food packaging, as well as linkages to agricultural producers and consumer sectors like restaurants, grocery stores, and bars. Food and beverage processing and manufacturing is the ninth largest traded cluster in terms of regional employment in the San Francisco Bay Area.51 The U.S. food processing industry is forecast to grow at a steady rate of 2.9% compound annual growth rate (CAGR) through 2022, according to a report by the Association for Packaging and Processing Technologies. Cluster Profile Northern Waterfront Contra Costa County East Bay Companies 28* 84 400 Jobs (2018) 818 2,167 14,476 Industry Concentration/Specialization (LQ) 0.63 0.45 0.97 Projected Baseline Job Growth (2018-2028) (28) 248 732 % Change (2018-2028) (3.4%) 11.4% 5.1% Source: Emsi 2018.3 QCEW Employees, * DatabaseUSA.com Business-Level Data Food & Beverage Processing Core Industries Animal Food (NAICS 3111): Animal food produced from ingredients, such as grains, oilseeds, and meat products. Grains & Oilseeds (NAICS 3112): Milling flour or meal from grains or vegetables, manufacturing malt, wet milling corn and other vegetables, crushing oilseeds and tree nuts, refining or blending vegetable oils, & manufacturing breakfast cereals. Sugar & Confectionary Products (NAICS 3113): Processing agricultural inputs, such as sugarcane, beet, and cacao, to give rise to a new product (sugar or chocolate) or beginning with sugar and chocolate and processing these further. Fruit & Vegetable Preserving & Specialty Food (NAICS 3114): Freezing food or using preservation processes, such as pickling, canning, and dehydrating. Dairy Products (NAICS 3115): Dairy products from raw milk, processed milk, and dairy substitutes. Meat Processing (NAICS 3116): The assembly, cutting and packing of meats from purchased carcasses. Seafood Preparation & Processing (NAICS 3117): Canning, smoking, salting, and drying seafood; eviscerating fresh fish by removing heads, fins, scales, bones, and entrails; shucking and packing fresh shellfish; processing marine fats and oils; and freezing seafood. Bakeries (NAICS 3118): Fresh and frozen bread and other bakery products; cookies, crackers, and dry pasta; or tortillas. Miscellaneous Food Manufacturing (NAICS 3119): Snack foods; coffee, tea; concentrates, syrups, condiments, spices; and other miscellaneous food products. Beverage Manufacturing (NAICS 3121): Nonalcoholic beverages; alcoholic beverages manufactured through the fermentation process; and distilled alcoholic beverages. Northern Waterfront Economic Development Initiative 31 Strategic Action Plan January 8, 2019 Advanced Materials & Diversified Manufacturing Cluster This cluster covers a broad group of producers in various manufacturing subsectors and industry groups who make intermediate and finished products. Technological advances and market forces have created new opportunities for advanced manufacturing companies in these industries to become more competitive. While advanced manufacturing is more precisely identified at the company level rather than the industry level, industries that have adopted advanced manufacturing processes, machinery, materials, and/or produce products of an advanced nature are more competitive. NAICS codes for the diversified manufacturing cluster include both advanced manufacturing and traditional manufacturing firms. Cluster Profile Northern Waterfront Contra Costa County East Bay Companies 52* 97 574 Jobs (2018) 1,984 2,813 23,708 Industry Concentration/Specialization (LQ) 1.51 0.58 1.58 Projected Baseline Job Growth (2018-2028) (156) (150) 257 % Change (2018-2028) (7.9%) (5.3%) 1.1% Source: Emsi 2018.3 QCEW Employees, * DatabaseUSA.com Business-Level Data Advanced Materials & Diversified Manufacturing Core Industries Plastics Material & Resin (NAICS 325211): Resins and plastics materials, mixing and blending resins on a custom basis and/or manufacturing non- customized synthetic resins. Paint & Coatings (NAICS 325510): Mixing pigments, solvents, and binders into paints and other coatings, such as stains, varnishes, lacquers, enamels, shellacs, and water-repellent coatings for concrete and masonry, and/or manufacturing allied paint products. Adhesives (NAICS 325520): Adhesives, glues, and caulking compounds. Carbon & Graphite Products (335991): Carbon, graphite, and metal- graphite brushes and brush stock; carbon or graphite electrodes for thermal and electrolytic uses; carbon and graphite fibers; and other carbon, graphite, and metal-graphite products. Building Materials (NAICS 327): Non-metallic products such as gypsum board, crushed rock or gravel, glass, and other products. Metal Products (NAICS 3312; 3315): Sheet metal products including steel shape manufacturers, aluminum and copper foundries. Machine Shops & Metal Fabrication (NAICS 332): Transform purchased metals into intermediate or end-use products by forging, stamping, bending, forming, welding, machining, and assembly, used to join separate parts together. Machinery (NAICS 333): General and special purpose machinery designed for a particular industry such as agriculture, construction, mining, industrial, and commercial machinery or general purpose machinery used by many different industries. Computer & Electronic Products (NAICS 3343; 334511, 334512, 334513, 334514, 334515, & 334519): Electronic instruments, communication equipment, computers, and similar electronic products and components. Northern Waterfront Economic Development Initiative 32 Strategic Action Plan January 8, 2019 Advanced Transportation Technologies Advanced transportation technologies are an emerging cluster in the Bay Area that has not been defined by the North American Industry Classification System (NAICS) as a specific industry. This cluster includes fuel efficient vehicles, advanced battery storage, fuel cells, electric vehicle charging stations, plug-in electric vehicles, vehicle assembly and component parts manufacturing. Advanced transportation technologies also include traffic management, fueling/charging station infrastructure, and autonomous vehicles. This cluster represents an opportunity to capitalize on emerging new vehicle technologies that could result in substantial economic development benefits.52,53 Cluster Profile Northern Waterfront Contra Costa County East Bay Companies 1* 3 28 Jobs (2018) <10 12 11,788 Industry Concentration/Specialization (LQ) 0.01 0.01 2.10 Projected Baseline Job Growth (2018-2028) Insf. Data (2) 3,381 % Change (2018-2028) Insf. Data (16.7%) 28.7% Source: Emsi 2018.3 QCEW Employees, * DatabaseUSA.com Business-Level Data Advanced Transportation Technologies Core Industries Electric Motors for Electric Vehicles (NAICS 335312): Establishments primarily engaged in manufacturing electric motors, power generators, and motor generator sets. Electric Vehicle Assembly (NAICS 336111): Vehicle assembly and component part manufacturing for plug-in electric, hybrid, and natural gas vehicles, fuel efficient vehicles, alternative fuel vehicles, high-speed rail. Electrical/Electronic Equipment for Motor Vehicles (NAICS 336320): Motor vehicle electrical and electronic equipment manufacturing, electronics, communications, and computer systems required for navigation, guidance, and control of the vehicle, including autonomous vehicles, smart car technology, self-driving vehicles. Power Train Parts (NAICS 336350): manufacturing of power train parts. Advanced Battery Storage (NAICS 335911): Electrochemical energy storage technologies, fuel cells, hybrid or electric vehicles. Unmanned Aerial Vehicles & Systems (NAICS 336411): Target drones, ultra light aircraft, equipment and networks to control an unmanned aircraft. Northern Waterfront Economic Development Initiative 33 Strategic Action Plan January 8, 2019 Clean Technology Cluster Clean technology (cleantech) is an emerging cluster that represents a diverse range of products, services, and processes, that reduces inputs, energy consumption, waste, or environmental pollution all intended to 1) provide superior performance at lower costs, while 2) reducing or eliminating negative environmental impacts and 3) making more efficient and responsible use of natural resources. While there is no standard definition of "clean technology", it has been described by Clean Edge as "a diverse range of products, services, and processes that harness renewable materials and energy sources, dramatically reduces the use of natural resources, and cuts or eliminates emissions and waste.” Cleantech has emerged as a defined industry due to the increased consumer, regulatory, and market interest in clean forms of energy generation—specifically, the rise in awareness of global warming, climate change, and the impact on the natural environment from the burning of fossil fuels. Nationally, the cleantech industries are expected to grow by 12% over the next ten years. Cluster Profile Northern Waterfront Contra Costa County East Bay Companies (2017) 27* 470 1,209 Jobs (2018) 2,303 7,132 21,951 Industry Concentration/Specialization (LQ) 2.36 1.48 1.46 Projected Baseline Job Growth (2018-2028) 236 693 1,331 % Change (2018-2028) 10.3% 9.7% 6.1% Source: Emsi 2018.3 QCEW Employees, * DatabaseUSA.com Business-Level Data Clean Technology Core Industries Renewable Energy Products & Components (NAICS 333414, 334413): Products and components used in solar, wind, tidal waves, geothermal, waste-to-energy, fuel cells, and biomass products and equipment such as wind turbines and blades, solar cells, mounting brackets, solar heating equipment, and solar panels. Energy Efficiency Products & Components (NAICS 335110, 335311): Efficient lighting, smart grid, green building, and cogeneration. Environmental Services & Technologies (NAICS 541330, 541380, 541620): Environmental engineering, environmental testing labs, emissions controls, bioremediation, environmental monitoring & compliance. Remediation Services (NAICS 562910): Remediation and cleanup of contaminated buildings, mine sites, soil, or ground water; integrated mine reclamation activities, including demolition, soil remediation, waste water treatment, hazardous material removal, contouring land, and re- vegetation; and asbestos, lead paint, and other toxic material abatement. Water and Wastewater Technologies (NAICS 332911; 333318): water purification, conservation, efficiency, filtration, disinfection, monitoring and controls, metals and organics recovery, desalination systems. Recycled Materials & Products (NAICS 423930, 562111, 562920, 562998): Materials recovery, recyclable material handling and products made from recycled materials. Clean Technology Northern Waterfront Economic Development Initiative 34 Strategic Action Plan January 8, 2019 Notes 1 East Contra Costa Historical Society, “Maritime History of Contra Costa County”, 2014, p.11 2 Walker, Richard A., “Industry Builds Out the City: The Suburbanization of Manufacturing in the San Francisco Bay Area, 1850-1940”, Department of Geography, University of California, 2004 3 Contra Costa Economic Partnership, “Major Drivers of Contra Costa County’s Economy: Dealing with Global Competition and Accelerating Change”, 2008 4 Northern Waterfront Ad Hoc Committee Meeting Packets, http://www.co.contra-costa.ca.us/4437/Northern-Waterfront-Economic-Development 5 SPUR, et. al, “Economic Prosperity Strategy: Improving economic opportunity for the Bay Area’s low- and moderate-wage workers”, October 2014 6 Emerald HPC International, LLC “Northern Waterfront Economic Development Initiative Conceptual Framework – Community and Human Capital Development Strategy”, May 2018 7 Erie County Industrial Development Agency, “Factories Here are Transitioning into Advanced Manufacturing”, Jan 26th 2014, http://www.ecidany.com/news/article/current/2014/01/26/100177/factories-here-are-transitioning-into-advanced-manufacturing 8 Brookings, “Retooling for Growth: Building a Twenty-first Century Economy in America's Older Industrial Areas”, March 17, 2008 9 MIT, “Industrial clusters fuel economies: New study shows clusters, across fields, help growth, jobs, and innovation”, December 2014, http://news.mit.edu/2014/industrial-clusters-fuel-jobs-innovation-1219 10 U.S. Environmental Protection Agency, “Creating Equitable , Healthy, Sustainable Communities: Strategies for Advancing Smart Growth, Environmental Justice, and Equitable Development”, February 2013 11 Urban Institute, “Building Environmentally Sustainable Communities: A Framework for Inclusivity”, April 2010 12 Data for Progress, “A Green New Deal: A Progressive Vision for Environmental Sustainability and Economic Stability”, September 2018 13 U.S. Environmental Protection Agency, “Framework for Creating a Smart Growth Economic Development Strategy: A Tool for Small Cities and Towns”, January 2016 14 U.S. Economic Development Administration, “Comprehensive Economic Development Strategy Content Guidelines”, https://www.eda.gov/ceds/content/economic-resilience.htm 15 Georgia Institute of Technology, “Foundations for Sustainable Local Economic Development: Business Retention & Expansion Strategies”, December 2010 16 Bureau of Labor Statistics, Business Employment Dynamics 17 ICMA, “Cluster-Based Economic Development Strategies”, March 29, 2012, found at https://icma.org/articles/cluster-based-economic-development-strategies Northern Waterfront Economic Development Initiative 35 Strategic Action Plan January 8, 2019 18 Brookings article, “Matching Place-Based Strategies to the Scale of the Market”, January 21, 2015, found at https://www.brookings.edu/articles/matching- place-based-strategies-to-the-scale-of-the-market/ 19 Places Journal found at: https://placesjournal.org/article/makerspace-towards-a-new-civic- infrastructure/?gclid=Cj0KCQiAwKvTBRC2ARIsAL0Dgk3wONEj4ahT0zcdZ6QL8gXNKTpYpMaes8JB8iALaFMfrp-JGJNcs64aAiKFEALw_wcB 20 https://makerfaire.com/bay-area/ 21 http://ei.haas.berkeley.edu/education/c2m/ 22 Southern California Association of Governments, Business Friendly Principals, http://economy.scag.ca.gov/Lists/Details/DispForm.aspx?ID=4 23 https://www.ladbs.org/services/special-assistance/concierge 24 Examples of Concierge Services include the City of Danville Business Concierge Program and Los Angles County Economic Development Corporation Business Assistance Program 25 “Manufacturing Workforce Development Playbook: Preparing for the manufacturing renaissance in America”, 2011 26 Everett Community College, Advanced Manufacturing Training & Education Center, http://www.everettcc.edu/ccec/amtec 27 Area Development, “Infrastructure Lessons for Economic Growth and Business Success”, 2012, http://www.areadevelopment.com/logisticsInfrastructure/Summer2012/infrastructure-effects-economic-development-success-27628151.shtml 28 Sheffield Business Park Advanced Manufacturing Innovation District, http://www.sheffieldbusinesspark.co.uk/the-advanced-manufacturing- innovation-district-amid 29 California City News, Fremont’s Innovation District on the Leading Edge of Advanced Manufacturing Boom”, https://www.californiacitynews.org/2015/07/fremont%E2%80%99s-innovation-district-leading-edge-advanced-manufacturing-boom.html 30 https://www.brookings.edu/innovation-districts/ 31 CCTA, “Countywide Comprehensive Transportation Plan and Regional Transportation Planning Committee Action Plans for Routes of Regional Significance, Comprehensive Transportation Project List” 32 City of Vacaville, Economic Development Incentive Program, http://www.ci.vacaville.ca.us/departments/economic-development/economic-development- incentive-program 33 Governor’s Office of Business & Economic Development, “State Business Investment Guide”, September 2013 34 Federal Reserve Bank of Kansas City, “The Role of Small Businesses in Economic Development”, November 2004 35 National League of Cities Center for Research & Innovation, “Supporting Entrepreneurs and Small Businesses: A Tool Kit for Local Leaders”, 2012 36 https://laincubator.org/ 37 University of Waterloo Economic Development Program, “The Value of Place Branding in Economic Development”, May 13, 2011 Northern Waterfront Economic Development Initiative 36 Strategic Action Plan January 8, 2019 38 Journal Regional Studies, Regional Science, “The role of place branding in local and regional economic development: bridging the gap between policy and practicality”, Vol 3 2016, Issue 1 39 Kotler, Philip et. al., “Place Marketing”, 1993 40 Walker, Richard, “Industry Builds Out the City: The Suburbanization of Manufacturing in San Francisco, 1850-1940”, 2005 41 Craft Consulting Group, “Revitalizing Contra Costa’s Northern Waterfront: How to be Competitive in the 21st Century Global Economy”, January 2014 42 Craft Consulting Group, “Revitalizing Contra Costa’s Northern Waterfront: How to be Competitive in the 21st Century”, January 2014 43 Contra Costa County Northern Waterfront Atlas, January 2014 44 McKinsey Global Institute, “Making it in America: Revitalizing US Manufacturing”, November 2017 45 Manufacturing Executive Leadership Journal, “The Multiplier Effect”, March 2012 46 National Council for Advanced Manufacturing definition in Quality Digest, “What is Advanced Manufacturing?” June 8, 2012 47 Brookings, “America’s Advanced Industries: What they Are, Where they are, and Why they matter”, February 2015 48 Brookings, “Making Sense of Clusters: Regional Competitiveness and Economic Development”, March 2006, found at: https://www.brookings.edu/research/making-sense-of-clusters-regional-competitiveness-and-economic-development/ 49 The cluster definitions used in this document are taken from the Purdue Center for Regional Development and the Indiana Business Research Center, and are available here: http://www.ibrc.indiana.edu/innovation/clusters.html. 50 Life Science VC, The Inescapable Gravity of Biotech’s Key Clusters: The Great Consolidation of Talent, Money, Returns”, March 21, 2017, https://lifescivc.com/2017/03/inescapable-gravity-biotechs-key-clusters-great-consolidation-talent-capital-returns/ 51 Sage Consultants, “The Bay Area Food Economy: Existing Conditions and Strategies for Resilience”, October 2017 52 International Economic Development Council (IEDC), “Creating the Clean Energy Economy: Analysis of the Electric Vehicle Industry”, 2013 53 Centers of Excellence California Community Colleges Chancellor’s Office, “Alternative and Renewable Fuels & Vehicle Technology Program: Overview of Advanced Transportation Industries and Occupations in California”, July 2013