Bob Borchard

Proposed Mariposa EDC Economic Development Plan 1996

I Mariposa EDC Charter

1. Mission Statement

The Mariposa County Economic Development Corporation’s Mission Statement is intended to be both simple and encompassing:

“To Promote Sustainable Economic Growth In Mariposa County”

This mission statement drives all activities of our programs.

2. The Issue of Growth

During the next 20 years, an additional 20-million people will be added to California’s existing 30-million population. This growth will occur as a result of numerous social and economic forces in the nation and around the Pacific rim. The State Department of Finance predicts that a significant portion of this growth will occur within the Central San Joaquin Valley. This high level of future growth in the San Joaquin Valley will have a profound impact on all of the Sierra counties, including Mariposa.

The Mariposa County Economic Development Corporation feels that this growth is inevitable in the region and in the County. Growth, in itself, is neither good nor bad; our inability to properly manage and direct growth, however, could have a negative effect on our economic, political, physical, social and environmental systems. The Mariposa EDC feels that future population growth can be managed in such a manner as to preserve the natural resources and quality of life which serve as magnets to population growth.

3. Mariposa EDC Position Statement

The Mariposa County Economic Development Corporation has adopted the position of promoting sustainable development in Mariposa County. We believe a sustainable County will have a growing economy that equitably provides opportunities for a satisfying livelihood along with a safe, healthy environment.

The Mariposa County Economic Development Corporation membership has diverse interests and attitudes. In this diversity, however, are some shared ideals and visions for Mariposa’s future. Based on the goals of the President’s Council of Sustainable Development, the Mariposa County EDC’s approach to sustainable development is based upon eight fundamental concepts:

· A Healthy Environment

Growth and development must not result in long-term or irreversible contamination or pollution of our soils, water or air which would pose health and safety problems to people and/or wildlife.

We Believe:

· Great progress has been made in protecting the environment over the last 25 years and we must continue to make progress during the next 25 years. We can best achieve this goal through market incentives and the power of environmentally aware consumers.

· Environmental regulations have improved and must continue to improve the lives of County residents and visitors. Basic standards of performance that are clear, fair, and consistently enforced remain necessary to protect that progress.

· Economic Prosperity

Growth and development must contribute to the economic prosperity of existing and future residents of the County.

We Believe:

· To achieve our vision of sustainable development, some things must grow-jobs, productivity, wages, capital and savings, profits, information, knowledge, and education, and others-pollution, waste, and poverty-must not.

· Change is inevitable and necessary for the sake of future generations and for ourselves. We have the ability to choose a course for change that will lead to the mutually reinforcing goals of economic growth, environmental protection, and social equity.

· Social Equity

Growth and development in the County should have beneficial impacts on all members of our community.

We Believe:

· Steady progress in reducing disparities in education, opportunity, and environmental risk within our community is essential to economic growth, environmental health, and social justice.

· Economic growth based on technological innovation, improved efficiency, and expanding markets is essential for progress toward greater prosperity, equity, and environmental quality.

· Conservation of Natural Resources and Biodiversity

Growth and development in the County should contribute to the conservation of our non-renewable resources (air, water, & soils), promote biodiversity of the region’s plant and animal life and enhance the sustained production of our renewable resources.

We Believe:

· Even in the face of scientific uncertainty, public environmental policy should take reasonable actions to avert risks where the potential harm to human health and or the environment is thought to be serious or irreparable. To the same degree, we should not squander our public support for environmental quality on unsubstantiated claims of environmental hazards and contamination.

· Environmental performance should be measured by objective standards that can be uniformly enforced and have a scientific relationship to a publicly identified environmental problem.

· Stewardship and Individual and Institutional Responsibility

Sustained growth and development must rely on individuals, organizations and institutions adopting a concept of “stewardship” of our County’s soil, water, air, scenic and wildlife resources.

We Believe:

· Future environmental progress will depend largely on individual, institutional, and corporate responsibility, commitment, and stewardship.

· A growing economy and healthy environment are essential to maintaining the County’s quality of life.

· Sustainable Communities

Growth and development must preserve, protect and enhance our communities and villages.

We Believe:

· Economic growth, environmental protection, and social equity are linked. The EDC Strategic Plan incorporates concepts of integrated goals, policies and actions to achieve our economic development goals.

· The current environmental regulatory system should be improved to deliver required results at lower costs. In addition, the system should provide enhanced flexibility in return for superior environmental performance.

· Civic Engagement

Sustained growth and development must involve all segments of the community in public decision processes.

We Believe:

· A knowledgeable public, the free flow of information, and opportunities for review and redress are critically important to open, equitable, and effective decision making.

· Mariposa will play an enhanced role in the State and National community with respect to decisions about the environment, equity, natural resources, and economic progress. The Mariposa County EDC can provide a forum for the articulation of our views on State and National issues which have an impact on our lives and livelihoods.

· We need to work towards a collaborative governmental decision process that leads to better decisions; more rapid change; and more sensible use of human, natural, and financial resources in achieving identified community goals.

· Education

Effective civic engagement on issues of growth and development require that the public be informed and knowledgeable.

We Believe:

· County residents must have access to high-quality and lifelong formal and non-formal education that enables them to understand the interdependence of economic prosperity and environmental quality.

· Education is necessary to support steady advances in science and technology. These advances, in turn, result in improved economic efficiency, the protection and restoration of natural systems, and modification of consumption patterns.

The concept of sustainable development, within the context of this Strategic Plan, can best be defined as the ability to meet the needs of the present generation without compromising the ability of future generations to meet their needs. Practically speaking, sustainable development is a set of policies, practices and behaviors that aim at simultaneously achieving economic prosperity, environmental quality and social equity. Sustainable development is an ideal that we continually move towards.

4. Mariposa County EDC Goal & Objective Summary:

The Mariposa County Economic Development Corporation has adopted the following goals:

· A Diversified Economic Base Which is Not Solely Dependent of Tourism and Retirement.

· A Well Trained and Educated Labor Force to Support a Diverse Economic Base.

· Community Infrastructure Capable of Meeting the 21st Century Needs of Business and Commerce.

· Long-Term Sustainable Economic Growth Throughout the County.

Objectives for the Year 2000:

By the Year 2000, the Mariposa County EDC’s objectives are to:

· Policy A-1 Retain, Expand and Foster Local Business and Industry.

1. Reduce small business failure during the first five years of operation to a level below national standards or 50%, whichever is lower.

2. Increase the number of small businesses employing 2 to 10 full-time workers by 5% per year.

· Policy A-2 Recruit New Business and Industry to Mariposa County.

3. Recruit 10 new employers to locate in the County each employing three people or more, which meet the environmental, technical and wage objectives of the Mariposa County EDC.

· Policy A-3 Promote “Home Industry” or “Cottage Industry” Mixed Use Development for Information Technology Businesses.

4. Assist in the establishment of 25 basic “Home” or “Cottage” enterprises throughout the County.

5. Propose revisions to Mariposa County zoning regulations to establish standards for “campus” type industrial developments.

· Policy A-4 Enhance the County’s Present Educational and Job Training Resources.

6. Establish a Mariposa County Life-Long Learning program which provides instructional assistance to a minimum of 500 students, workers, employers and general members of the community per year.

· Policy A-5 Improve Mariposa’s Investment and Development Climate.

7. Prepare and periodically review clear quantifiable social, economic and environmental standards for development proposed in Mariposa County.

8. Propose an amendment to Mariposa County development regulations which eliminates the need to unnecessarily submit development proposals to discretionary permit review procedures; propose regulations which limit discretionary permit review procedures to adopted and specific social, economic and environmental standards.

· Policy A-6 Support Development, Expansion and Application of Modern Communications Technology.

9. To maintain a telecommunications service in the county at a level of sophistication and cost comparable to neighboring metropolitan areas of the region.

10. To provide access to every resident of Mariposa County to modern telecommunications resources.

· Policy A-7 Promote Sustainable Growth and Development.

11. Develop a survey instrument which measures community attitudes on key factors known to reflect a quality of life in a community which can be used to measure changes over five-year time spans. Factors should encompass:

· Environmental Health,

· Economic Prosperity,

· Social Equity,

· Conservation/Biodiversity,

· Stewardship,

· Sustainable Communities,

· Civic Engagement, and

· Education

· Policy A-8 Promote and Support Development of Community Facilities & Infrastructure.

12. The Mariposa County EDC will

· Assist in the development of a new county library facility.

· Assist in the development of a new High School for Mariposa County.

· Promote the development of a new community sports complex in Mariposa County.

· Promote the development of a community cultural center.

· Promote the development of public transportation support facilities throughout the County.

· Policy A-9 Support Development of Visitor Service Industries and Activities That also Serve Local Residents.

13. the Mariposa County EDC will

· Support the development of a commercial riding stable, guest ranch, equestrian and hiking trail system and similar types of uses in the area.

· Support the development of commercial recreation facilities such as a gym, bowling alley, golf course, driving range, water slide, etc.

· Support the development of public parks, the Mariposa Creek parkway, a community outdoor theater and other open space/cultural facilities in the Mariposa.

II Economic Goals, Policies and Actions:

The following goals, policies and actions have been formulated to provide general direction for the implementation of the Mariposa EDC’s Strategic Economic Development Plan. These Goals and Polices are intended to provide a basis for action, but they are not intended to restrict the activities of the organization.

In the process of implementing the organization’s mission statement, it is recognized that opportunities and problems will present themselves from time-to-time that could not be anticipated. It is the intention of the Mariposa County EDC to have broad goals, supporting the organizational Mission Statement, which provide a reasonable basis for guiding future actions. These goals and policies should be periodically reviewed and updated to assure their effectiveness in accomplishing the organizational Mission Statement.

Mission Statement: To Promote Sustainable Economic

Growth In Mariposa County

GOALS

n A Diversified Economic Base Which is Not Solely Dependent of Tourism and Retirement.

n A Well Trained and Educated Labor Force to Support a Diverse Economic Base.

n Community Infrastructure Capable of Meeting the 21st Century Needs of Business and Commerce.

n Long-Term Sustainable Economic Growth Throughout the County.

POLICIES

A-1 Retain, Expand and Foster New Local Business and Industry.

A-2 Recruit New Business and Industry to Mariposa County.

A-3 Increase the Supply of Industrial and Commercial Lands and Industrial Buildings In Mariposa.

A-4 Enhance the County’s Present Educational and Job Training Resources.

A-5 Improve Mariposa’s Investment and Development Climate.

A-6 Support Development, Expansion and Application of Modern Communications Technology.

A-7 Promote Sustainable Growth and Development.

A-8 Promote and Support Development of Community Facilities and Infrastructure.

A-9 Support Development of Visitor Service Industries and Activities That also Serve Local Residents.

Policy A-1

Retain, Expand and Foster New Local Business and Industry.

Small businesses are the backbone of the Mariposa Economy. The Mariposa County EDC is committed to supporting existing small businesses within the County and assisting them to expand and create more and better paying jobs. The EDC will foster the formation of new companies and businesses in the County and expansion of our employment base. The EDC will also provide assistance to existing businesses in the County to assure their success and enable them to expand as economic circumstances permit.

Quantifiable Objective: By the Year 2000, the Mariposa County EDC’s objective is to:

1. Reduce small business failure during the first five years of operation to a level below national standards or 50%, whichever is lower.

2. Increase the number of small businesses employing 2 to 10 full-time workers by 5% per year.

Implementing Programs & Actions

A-1a Annually contact and survey each business owner and employer in Mariposa County and identify significant business needs.

The Mariposa County EDC, in cooperation with the Mariposa County Chamber of Commerce, will annually survey local businesses throughout the County. A uniform questionnaire will be developed which will help local businesses and employers identify problems and needs which limit expansion or may result in the business relocating to another area.

A-1b Based upon identified needs, provide on-going employee and business management training programs for local businesses and employers.

In cooperation with the Mariposa Unified School District, Merced Community College, and other educational and public job training organizations, the Mariposa County EDC will sponsor regular workshops, seminars and clinics for business in the County. At least one educational program will be supported every quarter in the County.

A-1c Expand the financial resources available to local businesses.

Work with private lending institutions and public agencies to develop needed financial tools and training for small businesses throughout Mariposa County. Programs might include sponsoring micro-enterprise venture capital groups and similar activities which promote small business start-ups and improve their success. Program efforts should complement and support local lenders and not compete with normal private sector financial services.

A-1d Provide technical support to small businesses in governmental regulatory compliance.

The Mariposa County EDC will assist small business owners and employers in meeting federal, state and local regulations. The Mariposa County EDC will inform businesses about regulatory programs, their aims and compliance standards. This program does not support circumvention or evasion of environmental, health and safety rules. The overall intent is to identify the best, most cost-effective means of local business compliance.

A-1e Provide a forum for small business governmental regulatory reform.

Provide guidance to local businesses with respect to the types of rules and regulations affecting their operations. When government rules and regulations work to the unique disadvantage of a small business without effectively promoting an important public purpose, the Mariposa County EDC shall work to have the rule or regulation revoked or modified as required.

A-1f Support development of small business “incubator” programs in Mariposa County.

In cooperation with Mariposa County, apply for economic development grant and loan funds to establish a small business incubator within the County. Support private efforts to develop office facilities which provide shared resources (clerical, copy, telecommunications, etc.) for self-employed individuals.

A-1g Provide technical assistance to local small business managers in cooperative marketing and business cost reduction.

Identify opportunities for local business owners and managers to develop cooperative marketing and advertising programs for local products and services. This program might involve development of regional product marketing campaign for local products and services based on the region’s public image of Yosemite. The Mariposa County EDC may assist in packaging programs for small business support services which would provide reduced fees for affiliated small businesses.

Policy A-2

Recruit New Business and Industry to Mariposa County.

Mariposa County is in need of expanding its economic base to include a larger number of businesses and employers that are not directly involved in local recreation and tourism industries. The Mariposa County EDC is committed to expanding its manufacturing base and promoting the establishment of emerging information and other technology driven businesses.

Quantifiable Objective: By the Year 2000, the Mariposa County EDC’s objective is to:

Recruit 10 new employers to locate in the County each employing three people or more, which meet the environmental, technical and wage objectives of the Mariposa County EDC.

Implementing Programs & Actions

A-2a Institute a business recruitment program.

The Mariposa County EDC should establish an aggressive business and industry recruitment effort. Initial efforts may focus on establishing cooperative marketing programs with neighboring Economic Development Corporations. The program will promote the image of the County among people who work in modern information technology fields which would be compatible with Mariposa County’s environmental and transportation limitations.

A-2b Develop and maintain a Mariposa County Business Location Resource Guide.

The Mariposa County EDC could develop a member/client sponsored Business Location Resource Guide which would be provided to employers interested in the possibilities of establishing a new business or industry in Mariposa County. Member sponsorship could pay production costs of the Resource Guide and help off-set other EDC expenses.

A-2c Establish standards and goals for the types of businesses and industries which will be the focus of the EDC business recruitment effort.

The Mariposa County EDC shall develop, with broad community input, a set of criteria for the types of job creating industries on which the EDC will focus its recruiting efforts. Industries and businesses which meet the EDC criteria will be provided with extended EDC support services through their location and development phase of business startup.

A-2d Provide technical and other support to new job creating industries meeting the EDC criteria.

An EDC Director might be assigned to provide guidance to local government and community resources and advocate issuance of necessary development permits from federal, state and local units of government.

A-2e Promote Mariposa County’s technological support infrastructure and lifestyle resources.

Direct advertising and promotion efforts should be focused on the technology centers of the State and around the country. Emphasis should be placed on small start-up and knowledge-based industries that are seeking quality of life amenities for management and their employees. The EDC Economic Profile for the county should be made a Web page and the information resources of the Internet should be part of the EDC county promotion effort.

Policy A-3

Promote “Home Industry” or “Cottage Industry” Mixed Use Development for New Millennium Information Technology Businesses.

It seems likely that “Information Age” industries of the future are going to be compatible with the low-density residential environment of Mariposa’s rural areas. These small “knowledge based” or” information based” industries will rely on telecommunications technology as the primary means of moving a product around the world. These types of enterprises are likely to require special telecommunications infrastructure but would otherwise be indistinguishable from conventional residential development. These enterprises will require special County operating and permitting procedures.

Quantifiable Objective: By the Year 2000, the Mariposa County EDC’s objective is to:

Assist in the establishment of 25 basic “Home” or “Cottage” enterprises throughout the County.

Implementing Programs & Actions

A-3a Review and suggest changes in the County’s “Home Industry” regulations to eliminate impediments to “mixed use” types of industrial development in rural areas of the County.

Performance standards should be reviewed with respect to development on information age industries locating in rural areas of the County. Provisions should be established to improve land use compatibility between residential and “information based” industries and provide a means by which the development rights of these industries become “vested” in accordance with state law and County regulations. This “vesting” provision is necessary to assure that industrial investments in land and improvements are protected.

A-3b Promote rural home industry development.

Develop information and hand-outs to prospective business start-ups that could be located in the County under the “Home Industry” land use provisions.

A-3c Support new and existing home industry industrial operators in utilizing the County’s Home Industry regulations.

Provide technical support and advocacy for the location and development of Home Industries which are compatible with the industrial recruitment objectives of the Mariposa County EDC.

A-3d Work with the County of Mariposa to identify, zone and develop industrial or business parks which could accommodate industries which are not appropriate for “Home Industry” sites.

Assist and support efforts of the Mariposa County in developing appropriate zoning standards for Business Parks or Industrial Campus types of development. The Mariposa County EDC may assist in the development of these sites and provide tenant recruitment and marketing support as necessary. The focus of the EDC efforts would be limited to “Basic” industries.

Policy A-4

Enhance the County’s Present Educational and Job Training Resources.

Advances in technology have resulted in the creation of new industries. These industries include specialized fields of bioscience and telecommunications. Information services and the rapidly growing telecommunications systems have permitted a modern workforce to work in decentralized facilities linked to other facilities around the world. The modern work force must be relatively sophisticated with the use of modern technology. This is particularly important in a rural region, like Mariposa, where higher paying employment opportunities are associated with businesses and industries located in metropolitan areas.

Young people entering the labor force must also develop and maintain skills in the use of modern telecommunications technology to access the better paying jobs. Due to the pace at which technology has been, and will continue to advance, education and job training systems are being redefined. Education is becoming a formal life-long process. Younger students are being introduced to modern business and technological concepts at an earlier age and more mature students are finding it necessary to constantly upgrade or refresh their skills.

The remoteness of the Mariposa region creates disadvantages to providing sophisticated life-long learning resources. However, strategies can be implemented which will improve our abilities to train young people to be part of a modern labor force and to upgrade the skills and knowledge of our present work force.

Quantifiable Objective: By the Year 2000, the Mariposa County EDC’s objective is to: Establish a Mariposa County Life-Long Learning program which provides instructional assistance to a minimum of 500 students, workers, employers and general members of the community per year.

Implementing Programs & Actions

A-4a In cooperation with the California college and university system, establish a program for professional education seminars in Mariposa.

The Mariposa County EDC can jointly sponsor periodic conferences, workshops and seminars to be held in Mariposa and open to interested people throughout the state or nation. Making these educational opportunities accessible to a broader base of people, the community can attract higher quality educators presenting advanced information of subject-relevant matters.

A-4b Provide Mariposa County young people with opportunities to learn modern business techniques and apply modern business technology in a real life setting.

In cooperation with the Mariposa County Schools system and the Mariposa County Chamber of Commerce, the Mariposa County EDC can help establish a Young Businessperson (Junior Achievement) program in Mariposa County. This program could be coupled with venture capital seed money program which utilizes the “Micro Enterprise” banking techniques with the technical support of retired community business executives.

A-4c Improve and expand the ability of our school system to provide student access to working professionals in Mariposa County.

The Mariposa County EDC, working closely with various professional organizations, service clubs, the Chamber of Commerce and the County school system, can develop a program which would bring younger students into regular contact with working professionals in our community. This program may feature a school campus “career days” event, periodic school sponsored professional or career workshops or presentations, and regular involvement of local professionals in classroom activities.

A-4d Establish retraining programs for displaced workers.

The Mariposa County EDC, in cooperation with the Job Training Partnership program and other state and federal programs, should identify local retraining needs for workers displaced by technological innovation or regional industry changes. The EDC can provide linkages between employers and educators where required and may, in some instances, identify and foster development of appropriate emerging industries which may be compatible with a displaced work force’s existing skill.

A-4e Support the establishment of Micro-Enterprise venture capital or business start-up capital assistance to individuals in the community.

Micro-Enterprise capital groups can be formed and supported by the Mariposa County EDC as a means of educating prospective small business owners and self-employed individuals in the techniques of business and finance. This program effort can be assisted and supported by retired business executives, local businesses and banks. This program can work in conjunction with, and complement, the EDC Young Businessperson program.

Policy A-5

Improve Mariposa’s Investment and Development Climate.

Many areas with high standards for development are viewed as being “no growth”. While in some cases communities have used development standards to discourage growth generally, Mariposa County is not a “no growth” dominated community. The “no growth” image, however, is projected to prospective investors due to permit processes which involve lengthy and complicated public permitting systems which do not rely on objective standards of review and approval. Development permit systems need to produce predictable and consistent results.

The predictability, consistency and fairness of the development permit system is one of the principle means by which investors evaluate investment opportunities in any community. If Mariposa County is to be effective in attracting quality development investment, which can afford to address identified social, economic and environmental objectives of the County, present rules and standards must be revised.

Quantifiable Objective: By the Year 2000, the Mariposa County EDC’s objective is to:

1. Prepare and periodically review, clear quantifiable social, economic and environmental standards for development proposed in Mariposa County.

2. Propose an amendment to Mariposa County development regulations which eliminate the need to unnecessarily submit development proposals to discretionary permit review procedures, propose regulations which limit discretionary permit review procedures to adopted and specific social, economic and environmental standards.

Implementing Programs & Actions

A-5a Establish a committee of business, environmental, community and government leaders to review and propose revisions to County permit regulations.

A focus group of community leaders should be established by the Mariposa County EDC for the purpose of reviewing, and proposing revisions to, Mariposa County development review regulations including zoning standards, subdivision standards, improvement standards and others.

A-5b Provide a public forum for the development of social, economic and environmental standards for the County.

In cooperation with County government, schools, social organizations and the general public, sponsor community forums to provide input in the formulation of a set of objectives and measurable standards by which public agencies should evaluate growth impacts of development proposals.

A-5c Encourage the County to update its 1980 General Plan to reflect current attitudes and philosophies of the community regarding growth and development.

The present Mariposa County General Plan is in need of updating and revision. Since its original drafting in the late 1970’s many changes have occurred in Mariposa County which have resulted in making many of the Plan’s provisions outdated. The process of updating the General Plan will necessarily involve a broad spectrum of the public which will result in clarifying community ideals and goals for future development. This process will minimize speculation regarding community “growth” and “no growth” attitudes and provide clear guidelines for future development and investment in the community. The Mariposa County EDC will encourage the Mariposa County Board of Supervisors, Planning Commission and Staff to undertake this project and become involved in the process of the update.

Policy A-6

Support Development, Expansion and Application of Modern Communications Technology.

As a rural area, the cost of improving the regions communications infrastructure can potentially result in Mariposa falling behind other more developed areas of the region. Modern business and industrial growth in Mariposa will necessarily be driven by the availability of adequate modern telecommunications infrastructure. The Mariposa County EDC sees Yosemite National Park as a potential vehicle by which infrastructure improvements may be given higher priority.

The EDC also recognizes that infrastructure is developed and financed in response to demand. The county must have a potential base of users of modern telecommunications infrastructure before it will be economically feasible to upgrade our telecommunications systems. In this regard, the Mariposa County EDC can provide a unique linkage between telecommunications service suppliers and their potential market.

Quantifiable Objective: By the Year 2000, the Mariposa County EDC’s objective is to:

1. To maintain a telecommunications service in the county at a level of sophistication and cost comparable to neighboring metropolitan areas of the region.

2. To provide every resident of Mariposa County with access to modern telecommunications resources.

Implementing Programs & Actions

A-6a In cooperation with various telecommunications service providers, work to extend broad band width telecommunications service throughout the County.

Communications band width defines capacity and capability telecommunications infrastructure. Use and utilization of some forms of technology depend on the availability of telephone infrastructure which has the capacity to exchange large amounts of information at high speeds. The costs of extending this capability into rural areas of this county may be partially offset by dispersing large high-volume information using industries throughout the County as part of the County’s Business Park or Industrial Campus development efforts. The Mariposa County EDC can facilitate the development of this infrastructure system by advocating appropriate development policies and promoting industrial development throughout the county.

A-6b Review County development regulations to assure that modern communications technology can be developed in a timely and cost-effective manner throughout the County.

Development of modern communications systems rely on a vast array of structures and facilities which may conflict with other community environmental goals. As an example, establishment of microwave and cellular towers, switching facilities, cables, satellite dishes, and other components of a modern communications system often need to be highly visible in areas which contain valuable visual resources. The Mariposa County EDC can assist local telecommunications industry representatives in working cooperatively with local community groups and public officials in the design and development of facilities which minimize adverse impacts while providing or extending cost effective service to the community.

A-6c Support local computer user groups and other types of technologically oriented organizations in efforts to promote the use of modern telecommunications technology in business and the home.

Local technology-based clubs and organizations can provide an important community resource to business, government and individuals on the use and application of modern technology. The Mariposa County EDC should work and support the efforts of these organizations to promote the use of technology in our community.

A-6d In cooperation with government and local educational institutions, educate people on the use and application of modern telecommunications resources.

Effective use of telecommunications technology requires that people throughout the community become familiar with its use and potential application. One important element in promoting the use of telecommunications resources is to establish a system such as a community electronic bulletin board system for use by residents throughout the county. The EDC may organize a Technology Fair which would promote the image of the county as a technologically sophisticated area and improve access for local residents to modern technology. The Mariposa EDC should work closely with private and public efforts to establish local telecommunication resources.

(Note: The County is presently served by the Sierra Telephone sponsored Distance Learning/Community Network.)

Policy A-7

Promote Sustainable Growth and Development.

Creation of new job opportunities, higher levels of pay, stronger and more balanced economic expansion will change the way in which population growth will occur in Mariposa County. The Mariposa County EDC feels that this growth is inevitable given state-wide growth trends and the growth pressures of the new UC campus near Lake Yosemite in Merced.

The challenge is to assimilate this growing population into a county and an environment which will be unfamiliar to most of the newcomers. Sustainable growth must begin with the attitudes and knowledge of our residents. Concepts of “land stewardship” vs. “land ownership” must be cultivated if we are to minimize the impact of population growth on Mariposa. Knowledge of the Mariposa/Yosemite region’s ecology is essential if people are expected to act responsibly with our resources on an individual day-to-day basis. The Mariposa County EDC recognizes that in order to achieve sustainable economic growth, its programs and efforts must reach beyond the business sector and industry and involve the entire community.

Quantifiable Objective: By the Year 2000, the Mariposa County EDC’s objective is to develop a survey instrument which measures community attitudes on key factors known to reflect the quality of life in a community which can be used to measure changes over five-year time spans. Factors should encompass:

· Environmental Health,

· Economic Prosperity,

· Social Equity,

· Conservation/Biodiversity,

· Stewardship,

· Sustainable Communities,

· Civic Engagement, and

· Education

The Mariposa County EDC may work with the Sierra Business Council in surveying for this information.

Implementing Programs & Actions

A-7a Environmental Health: Promote community education programs focusing on human health and the environment.

The Mariposa County EDC, in cooperation with State and County health agencies, the Regional Water Quality Control Board, Air Resources Control Board and others, should formulate a program to provide the public with information regarding environmental standards and human health. The program should focus on addressing real present concerns and dispelling myths regarding pollution and contamination. The topics should also address environmental contamination at the individual household level. Programs could include written material, public workshops on current concerns as well as a guest speaker program with local service and social clubs.

A-7b Economic Prosperity: Promote community development and investment activities which are likely to result in prosperity for residents of Mariposa County.

The Mariposa County EDC shall advocate public and private investment in activities that will enhance the economic climate in Mariposa County as opposed to investments that provide only a limited service function and narrow band of community benefit. The EDC will work closely with government and civic organizations to develop a list of critical infrastructure and community level improvements needed to promote economic development and direct our community’s investments into areas which enhance the long-term economic viability of the county.

A-7c Social Equity: Provide access to educational, capital and other business resources to all residents of Mariposa County.

The future of economic health of the community will most likely depend on strong and diverse small business enterprises. The Mariposa County EDC, through its educational resource programs, capital formation and business advocacy programs will support the establishment and expansion of small business ventures by local residents regardless of gender, race, age, religion or another demographic variable. In this regard, it is the Mariposa EDC’s philosophy to direct its efforts to promote social equity and economic access towards the youth population of the community. The Mariposa County EDC also recognizes that through expanding job opportunities and increasing family incomes, public resources can be redirected into more productive areas than crime control and welfare.

A-7d Conservation/Biodiversity: Promote development of information and techniques for successful co-existence with our region’s natural resources.

Working closely with the Soil Conservation Service, Audubon Club, Sierra Club, Yosemite Association Wilderness Society, local Indian organizations, biologists from BLM, US Forest Service, National Park Service and others, the Mariposa County EDC will develop information and guidance for residents, businesses and visitors on how to minimize our impacts on the region’s wildlife and ecosystem. The program may identify harmful activities or practices as well as develop techniques for enhancing our natural resources.

A-7e Stewardship & Responsibility: Promote programs that encourage individual and institutional responsibility, as opposed to governmental regulation, in the maintenance of our natural resources.

The Mariposa County EDC will develop programs and activities that focus on developing concepts of stewardship as an alternative to existing environmental rules and regulations which have limited application or effectiveness in rural areas like Mariposa County. In a similar vein, the Mariposa EDC will actively promote alternative approaches to regulation which focus on encouraging individual and institutional responsibility in the areas of clean air, waste generation, pollution, etc.

A-7f Sustainable Communities: Promote programs which conserve resources and encourage community recycling and other conservation efforts.

The Mariposa County EDC should promote concepts of energy conservation and the use of renewable energy resources. The EDC should support the implementation of the County’s recycling goals and assist the County in developing businesses and enterprises which utilize, package or process recycled materials. The Mariposa County EDC shall also work closely with local agencies, businesses and others in the development of transportation systems which minimize the need to use private automobiles as a primary source of transportation in Mariposa County and Yosemite National Park. The Mariposa County EDC will work to support business development and location which is compatible with public transit service. The Mariposa County EDC will work with existing businesses in the community to adjust to changes resulting from increased reliance on non-automobile modes of transportation.

A-7g Civic Engagement: Promote governmental accountability at all levels of government operating in Mariposa County.

The Mariposa County EDC will engage the public in the process of establishing its economic development goals, policies and programs. The EDC will work closely with governmental agencies to promote maximum public access and information regarding activities and actions that impact residents and businesses. The Mariposa EDC will evaluate significant governmental actions in the context of Mariposa County EDC goals and policies and provide the public with an analysis and position statements as appropriate. An annual progress report on the organization’s accomplishments (and failures) will be prepared and made available to the public.

A-7h Education: Promote and enhance life-long learning programs.

Working cooperatively with various educational institutions, the Mariposa County Cooperative Extension Office, the Mariposa County Library system, private individuals and groups, the EDC will expand educational programs and resources available to residents of the County. Programs should be designed to encourage social interaction, discussion and broad-based involvement. They may or may not be linked to formal educational degree programs but should encompass some form of recognition of achievement.

(Notes: Many of the Actions listed above are supported by, or complement, other action listed in this plan.)

Policy A-8

Promote and Support Development of Community Facilities & Infrastructure.

The availability of, and access to, community and public facilities is an important element in any successful economic development strategy. Mariposa County, as a small rural area, has limited public or private resources to develop the types of public infrastructure which is commonly available in more urbanized areas.

With a small population base, many private and public facilities are simply not cost effective to build or maintain. The Mariposa County EDC can provide strategic linkages between private sector and public sector resources to develop shared facilities. The Mariposa EDC can also facilitate communications between various units of government in the County to develop ideas of shared facilities. The Mariposa County EDC can also support local groups and organizations in their efforts to develop needed community facilities.

Quantifiable Objective: By the Year 2000, the Mariposa County EDC’s objective is to:

1. Assist in the development of a new county library facility.

2. Assist in the development of a new High School for Mariposa County.

3. Promote the development of a new community sports complex in Mariposa County.

4. Promote the development of a community cultural center.

5. Promote the development of public transportation support facilities throughout the County.

Implementing Programs & Actions

A-8a Identify opportunities for development of shared facilities.

The Mariposa County EDC will work with various units of local government (County, Fair and School District), federal, and state agencies to identify common facility needs throughout the County. The effort will also focus on other non-governmental facility needs in an effort to identify potential public/private sector development opportunities.

A-8b Inventory existing public and private facilities to identify “facility re-use” potential.

An inventory of outdated facilities in the County can be matched against various government and community facility needs. The EDC could support cooperative efforts between jurisdictions and private sector organizations to maximize the use of existing resources.

A-8c Identify facility development financial resources.

Working with commercial lending institutions and private developers, devise innovative financial structures which would assist in the development of needed community facilities.

A-8d Assist local community groups in organizing their facility development efforts.

The Mariposa County EDC can help various community-based organizations in identifying a strategy for obtaining the necessary capital to build community facilities. Assistance can extend to developing a facility management plan which would identify future operational costs and means by which facilities can be made self-supporting.

Policy A-9

Support Development of Visitor Service Industries and Activities That also Serve Local Residents.

Although the primary focus of the Mariposa County EDC is to promote diversification in the local economy, there are several areas of visitor service development which complement and enhance the EDC program. These services would be financially viable as a result of area visitor use, but they would also be available to local residents as well. In this regard, development of these types of visitor amenities would enhance the general overall attractiveness of the region and assist in the EDC’s business recruitment efforts.

Quantifiable Objective: By the Year 2000, the Mariposa County EDC’s objective is to:

1. Support the development of a commercial riding stable, guest ranch, equestrian and hiking trail system and similar types of uses in the area.

2. Support the development of commercial recreation facilities such as a gym, bowling alley, golf course, driving range, water slide, etc.

3. Support the development of public parks, the Mariposa Creek parkway, a community outdoor theater and other open space/cultural facilities in the Mariposa.

Implementing Programs & Actions

A-9a Assist in the preparation of business and marketing plans for identified commercial recreation facility needs.

In cooperation with the Chamber of Commerce, the Park Service, Forest Service, BLM and others, develop and maintain information on the potential market demand for various types of commercial recreation facilities. This information is to be made available to private or public sector facility developers.

A-9b Work with the Mariposa County Parks and Recreation Department to identify potential market driven recreation activities which could generate revenues to support other recreation services in the community.

The Mariposa County EDC can assist County Parks and Recreation in the creation of development and operation plans for “enterprise” types of public recreation activities that would generate revenues to support community focused County recreation services.

A-9c Identify suitable areas for the development of recreation facilities in the County.

In cooperation with the County, landowners and the Mariposa County Board of Realtors, identify parcels of land that could be appropriately developed with commercial recreation facilities. In instances where commercial public parks are to be developed, the EDC can assist in identifying commercial development opportunities which complement the park and could contribute financial resources towards its development.

III Strategic Assessment:

Within the County’s economic and physical setting, the following Strategic Assessment has been developed. This Strategic Assessment serves to focus this Strategic Economic Development Plan on Goals, Programs and Actions that will effectively lead to the Mariposa County EDC moving toward achieving its Mission Statement.

1. Strengths

Mariposa County is centrally located within California in addition to being recognized and accessible to all of the major metropolitan markets in the state. The region has strong name recognition by virtue of Yosemite National Park in addition to its clean environment and the high quality of life of its residents.

Yosemite National Park

Yosemite has been an internationally recognized icon for over one-hundred years. The images of Half Dome and the name “Yosemite” have become synonymous with the high Sierra of California, outdoor recreation and a quality of life to which many people aspire.

Quality of Life

Residents of this area enjoy a social environment that is relatively crime free. Social and community networks are strong as are traditional rural values. The scenic resources of the area provide a backdrop for a lifestyle that is oriented towards the region’s outdoor recreational resources. Nature, natural processes, and ecological concepts are a part of the everyday life of the region’s residents.

Clean and Healthy Environment

One of the most telling commentaries on the environmental health of the region is the view of the stars in the night sky. Mariposa has excellent air quality and background light levels at night do not obscure the view of the star-scape. Though less visible, the region is free of the types of industrial, agricultural and water pollution that are part of the everyday life for many people who reside in the metropolitan centers of the state.

Mariposa Youth and Our Educational System

Perhaps one of the most important indicators of community health and well-being is the quality of, and public support for, our school system. This important measure of community character not only finds its way into the scholastic achievements of our students but is also reflected in the level and depth of commitment the community shows towards its young people and their sports and social programs.

Community Values

Largely due to the fact that Mariposa County is a community which was formed in a rural environment and somewhat vulnerable to the extremes of nature, a strong community identity and involvement has evolved over the years. This, in turn, provided a fertile setting for a secure, friendly and concerned community character to evolve. The outward sign of this character is reflected in the many comments of area visitors on the “friendliness” of our county’s residents. Another measure of this strong sense of community is the level of citizen involvement in almost every aspect of Mariposa County’s community affairs.

2. Weaknesses

Physical Setting: Mariposa’s natural physical character is both the source of the region’s strengths and its weaknesses. Steep terrain, shallow soils and limited ground water supplies have been an impediment to the region’s development since the 1850s.

Limited Water

Brief periods of intense rainfall for a few months are followed by several months of dry weather. Due to terrain and shallow soils, much of the region’s rainfall ends up in the San Joaquin Valley’s rivers and streams. Sub-surface water supplies are limited with respect to production and expense to develop.

Difficult Terrain

With the exception of the lower foothill areas along the Merced County boundary on the western edge of the county, Mariposa’s terrain can be generally characterized as steep to very rugged.

Poor Transportation

Primarily due to the steepness of the region’s terrain, highways, streets and roads tend to be narrow and twisting. The State Highway system, including Highways 120, 132, 140 and 49, provide primary connections between areas within the county and between the county and the outside world. Much of the residential development in the rural areas of the county is served by a private system of streets and roads. Many of these roads are un-surfaced and poorly maintained. There is no rail service in the county and the Mariposa-Yosemite Airport has limited capacity to handle large aircraft.

Limited Infrastructure

The Lake Don Pedro area and the community of Mariposa are the only areas of the county served by surface water systems. The balance of the county’s development is supported by wells pumping from groundwater supplies. There are several public and/or community wastewater treatment systems in the county, but most development utilizes septic systems for wastewater treatment and disposal. Lack of developed water and wastewater infrastructure places severe limits on the types of development which can occur in the county.

Government Land Ownership:

Another factor which is both an asset and a weakness is the extent of federal land holdings in the County. These vast tracts of land contain most of the county’s recreational areas. These lands are the prime source of the region’s visitor industry. These lands are also managed by three federal bureaucracies which have only limited concern for the overall economic health and wellbeing of Mariposa County residents. Federal land management policy is directed toward achieving national goals and policies. Administration and decision-making for these federal lands tends to be centralized in San Francisco, Denver and Washington D. C.

Narrow Economic Base: The County’s early development was based on resource industries such as gold mining and logging. As these industries declined, cattle ranching, tourism and retirement became the mainstays of the County’s economic base. In recent years, tourism and recreation-oriented residential development have been the dominant economic forces in the County. This has resulted in a high level of service sector seasonal employment growth. New employment opportunities have been primarily in lower skill (lower pay) service jobs and in the government sector. Lack of alternative employment opportunities results in a very narrow level of skills in the labor force which discourages non-recreation-oriented employers from locating in the area.

3. Opportunities

As we approach the beginning of the 21st century, a number of opportunities have begun to appear on the horizon. The overall growth of California is at once a source of potential problems and opportunities for residents of Mariposa County. Increased recreational visitation to the county has resulted in economic expansion and traffic congestion. With the selection of Merced as the site for the 10th University of California campus, the entire Central Valley region can be expected to enjoy a prolonged period of economic growth through the early part of the 21st century. Technological innovation is removing many obstacles which have limited economic growth and development in Mariposa.

Regional Population Growth

Regional growth in the central San Joaquin Valley has made this area more accessible to a larger population and helped expand visitor periods from a few summer months to span a longer period of the year. Developing markets for local goods and services in this growing region provide new opportunities for economic expansion in the county.

UC San Joaquin at Merced

The UC campus at Lake Yosemite northeast of the City of Merced is planned to be developed within the next 10 to 15 years. Construction and development investment for the campus is expected to approach $700 million; one of the largest public investments planned in the state in the foreseeable future. The campus will eventually accommodate 25,000 students and employ 9,000 people. Direct annual economic wealth generated by this new campus is projected to approach $193 million annually. Some of this economic impact will help stimulate the Mariposa County economy.

Technology

Innovation in communication and energy technology in recent years can be expected to have a beneficial impact on Mariposa County. Modern telecommunications resources, including digital fiber optic technology, facilitate development of businesses in the County that provide information as a product. The cost of expanding and/or extending electrical power, while increasing for conventional service, is decreasing for solar and other alternative technologies.

4. Resources

Economic development efforts in Mariposa County must rely on the creative energy of the county’s residents, business and government leadership. To some extent the county can utilize its tourism and lifestyle image in business promotion efforts. However, the promotion of Mariposa is not a significant weakness. The high costs of development which result from terrain and other natural factors, and federal public land management policy regulating the visitor economy are the major impediments to sustainable economic growth in the County.

Fortunately, Mariposa County is endowed with some very unique assets which can be mobilized to overcome the impediments to sustainable economic growth.

Community Will

Mariposa County residents have a tradition of overcoming tremendous obstacles to achieve community goals. In the early years, attracting Bank of America to Mariposa and more recently the formation of Yosemite Bank are examples of the types of creative energy the community can bring to bear on an economic problem. The development of the Mariposa County History Center, the California Mining and Mineral Museum and similar community cultural resource development efforts also typify the community will to overcome obstacles. The key ingredient in this effort has historically been the ability to develop community consensus on the problem and its solution.

Networks

Mariposa, as a community, has a well-developed network of social and civic organizations, all of which share a commitment to Mariposa. These local organizations donate thousands of hours annually to support various projects and activities to benefit the community.

As a result of the image and identity of Yosemite, the federal land holdings in the county, and importance of the region as an environmental resource, Mariposa has an extensive network of contacts that extends across the United State and abroad. These contacts all share an interest and concern in preserving the environmental resources of the county.

Through these local, regional, state and national networks, the Mariposa County economic development strategy has a strategic resource of people and contacts which can help implement community economic development goals.

Community Wealth

An effective measurement of community wealth must include more than simple monetary worth of a community. An approach to measuring wealth used by some economists relies on measurements of different types of community capital. These measurements include:

1. Social or Human Capital includes the education level of a community’s population, poverty, employee skills, and other indicators of social or human well-being. It also includes service organization memberships, cultural resources and educational resources.

2. Natural or Natural Resource Capital includes the region’s forests and woodlands, lakes, rivers, and streams, its farmland and scenic resources.

3. Financial Capital includes more traditional indicators of wealth and economic health such as bank deposits or savings ratios, income, employment, etc.

The Sierra Business Council has been developing a Wealth Index of the Sierra counties which is to be published in 1996. This Wealth Index will examine 45 indicators that can be easily updated over time to assess the overall economic performance of a Sierra county.

Based on the methodologies employed in constructing this Wealth Index, the natural capital of Mariposa, like other Sierra Nevada counties, is expected to be very high. Similarly, the county is likely to rate relatively high in some forms of human capital. In terms of financial capital, however, Mariposa has major needs in most infrastructure categories (sewer, water, streets, schools and miscellaneous public and cultural facilities).

While the community has a shortage of public and community capital facilities, there appears to be ample supplies of other forms of financial capital. In general, regional studies indicate that most business startups where financed with owner equity and that conventional commercial lending sources are able to meet most non-venture capital needs of business development. It is also noted that most business startups based on new millennium information technology do not require high rates of capitalization, but, rather, rely on human capital (education, technological skills, specialized expertise, business contacts and business management experience).

While Mariposa County has some serious deficiencies, which can limit or block economic development, it also contains many important resources which can be employed to improve the County’s economy.

5. Threats

In the process of achieving economic growth, there is a great danger that success might be measured in terms of narrow and/or short-term economic benefits. Growth in new job opportunities, expanding community wealth, and a growing population can all have an adverse impact on the quality of life which most people have moved here to achieve. The key operative concept of the Mariposa County EDC’s Economic Development Strategic Plan is Sustainable in the Corporation’s Mission Statement To Promote Sustainable Economic Growth In Mariposa County

IV Organizational Plan

1. Organizational Overview

The Mariposa County Economic Development Corporation is a certified private non-profit corporation organized under California State Law. There are thirteen members on the Mariposa County EDC Board of Directors. They are elected for 3-year terms from among the general Mariposa County EDC membership. In order to link implementation of the Strategic Plan with the Mariposa EDC organizational structure, potential directors are recruited from among the list of Strategic Linkage Organizations identified elsewhere in this Plan.

The Mariposa EDC has a minimum of four standing committees that are responsible for overseeing the implementation of the Mariposa County EDC Strategic Plan. These Standing Committees are as follows:

· County Promotion and Business Recruitment

· Community Facilities and Infrastructure Development

· Education and Training

· Environmental Standards and Development Regulation

The First Vice-President is responsible for government and organization relations; the Second Vice-President may chair any of the standing committees or will have other duties as assigned by the President and Chairman of the Board.

The Mariposa County EDC Executive Committee is comprised of the President and Chairman of the Board, the First Vice-President, Second Vice-President, Secretary and Chief Financial Officer or Treasurer. Ex-officio members of the Executive Committee include the Chairmen of all Standing EDC Committees.

2. Staffing

The Mariposa County EDC may employ staff to support and assist in the accomplishment of its mission. The Mariposa County Economic Development Corporation relies on the volunteer time, energy and leadership of its members. To the maximum extent feasible, the Mariposa EDC will rely on the staff resources of its membership. Other staff may be hired as dictated by the needs of the organization to manage and implement its program efforts. The Mariposa County EDC will have an Administrative Officer who is responsible for managing the day-to-day affairs of the organization under the direction of the President and Chairman of the Board.

The overall staff philosophy of the Mariposa County EDC is to focus program authority and responsibility in the hands of the Board and General Membership. Staff efforts support and enhance the volunteer efforts of the EDC Members. It is felt that only through a strong volunteer network of members and community supporters, can an effective economic development strategy be devised and implemented in Mariposa County.

3. Public Involvement

The Mariposa County Economic Development Corporation is a private non-profit corporation and as such, is not subject to many of the public participation standards common to many governmental agencies. However, due to the Mariposa EDC’s understanding of the nature of its mission and the need to build strong community consensus on a community economic development strategy, broad based public participation is deemed essential.

As a result, Mariposa EDC membership is open to any individual residing in Mariposa County or has an economic or business interest in the County who supports the goals and objectives of the organization. All meetings are open to the general public and the Mariposa EDC will endeavor to develop news releases, articles and other media presentation to describe the organizations activities and directions. The Mariposa EDC may also conduct an annual public forum on economic development goals and strategies in Mariposa County. This forum could provide the general public with an opportunity to advise the Mariposa EDC of its attitudes, problems or concerns regarding the EDC programs.

4. Partnerships and Strategic Alliances

The Mariposa County Economic Development Corporation’s effectiveness in implementing a successful economic development strategy is closely linked to the local, regional, state and federal network of individuals, organizations and public agencies that serve or have an identity with the county. Formal and informal linkages must be established for effective information exchange and to forge “partnership strategies” on key elements of the Mariposa EDC’s Economic Development Strategic Plan.

The Mariposa County Chamber of Commerce:

There is a potential for duplication of efforts between the Mariposa County Chamber of Commerce and the Mariposa County EDC. Both organizations share a common interest with respect to improving the economic and business climate of Mariposa County. In practice, many members of the Mariposa EDC are also members of the Chamber.

In order to maximize the limited resources of both organizations, the Mariposa EDC has determined that its most effective role would be to concentrate its energies in the area of supporting “Basic” industries; that is businesses that sell their product primarily outside of the area and bring “new” money into the local economy. By contrast, most of the local service industries, with the exception of visitor services, rely on money that is already in the local economy and are termed “non-basic” or “secondary” industries.

Efforts of the Mariposa EDC and Chamber will complement each other and there are many areas where joint efforts will yield better results. An example would be visitor and area promotion efforts. Similarly, EDC business development and maintenance efforts are equally applicable to both basic and non-basic businesses in the County. The Mariposa EDC and Chamber will need to work very closely together to maximize the community benefits of both organization’s efforts.

Strategic Partnerships

Organization	Partnership Strategy	Linkage
*Mariposa County Board of Supervisors*	As a primary governmental service provider, the County of Mariposa has a vested interest in promoting the sustainable economic health of the county.	Formal; encourage B of S representation on the EDC Board. Program support for Industrial recruitment program; regulatory reform.
*Mariposa County Chamber of Commerce*	The Chamber represents the Mariposa County business community and has an interest and commitment in supporting economic growth in the county.	Formal; encourage Chamber representation on EDC Board. Program support/cooperation in small business education efforts.
*Private Industry Council*	The JPTA program shares a commitment with the EDC to improve the area’s labor force’s skills and training.	Formal; encourage JPTA program representation on the EDC Board.
*California State Department of Trade and Commerce*	The Dept. of Trade & Commerce and the EDC have similar economic development missions.	Resource; the agency can assist the EDC in obtaining funds, training and other economic development resources.
*Mariposa County Superintendent of Schools*	The overall economic health and stability of the county is critical to meeting the Superintendent’s commitment to improving and enhancing the education opportunities available in the County.	Formal: encourage representation on the EDC Board. The Superintendent’s office is a major resource for meeting the EDC’s community lifelong learning goals and programs.
*Mariposa County Community Development Department*	The is a County agency with the resources and mandate to implement federal and state funded programs which support some elements of the EDC’s economic development strategy.	Resource, Program Support: the director of the Department should have “affiliate” status on the Board as a technical consultant and resource liaison.
*Mariposa County Planning Department*	As the County’s primary development regulatory agency, the EDC and Department share a common interest in promoting quality growth and development.	Resource, Program Support: the director of the Department should have “affiliate” status on the Board as a technical consultant and resource liaison.
*Mariposa County Inter-Tribal Council*	The Mariposa County Indian community shares a unique commitment to the region’s economic and environmental assets with the EDC.	Formal: encourage representation on the EDC Board.
*Pacific Gas & Electric Company*	PG& E, as a public utility, shares common interests with the EDC in maintaining the economic health of the region.	Formal; encourage PG&E representation on the EDC Board.

Organization	Partnership Strategy	Linkage
*Pacific Telephone*	PacTel, as primary provider of telecommunications services in California, has an important stake in technology based economic development of the region.	Formal; encourage PacTel representation on the EDC Board.
*Sierra Telephone*	Linked by shared economic development interests, Sierra Telephone will play a central role in the expansion of the region’s communication infrastructure.	Formal; encourage Sierra Telephone representation on the EDC Board.
*Mariposa County Visitors Bureau*	The Visitors Bureau, tourism promotion efforts complement the promotional interests of the EDC.	Informal: the EDC should maintain communication and attempt to cooperate on certain promotion program efforts.
*National Park Service &* *Yosemite National Park*	The NPS and management of Yosemite NP share the EDC’s interest in environmental preservation and regional economic diversity.	Formal: The EDC should encourage NPS membership on the Board to facilitate communications with the NPS on regional economic strategies, particularly where NPS interests are concerned.
*Merced County Economic Development Corporation*	The McEDC organization shares similar regional interests such as tourism, the UC campus and the economic ties between Merced and Mariposa Counties.	Service Provider, Resource Agency; the EDC, in cooperation with the County may contract for job recruitment services.
*Yosemite Bank*	As a locally founded financial institution, Yosemite Bank has a long-standing commitment to improving the economic health of the county and region.	Formal; encourage Yosemite Bank representation on the EDC Board.
*Bank of America*	B of A has a long-standing presence in Mariposa and its continued presence is linked to local economic expansion.	Formal; encourage Bank of America representation on the EDC Board.
*Yosemite Restoration Trust*	The Yosemite Restoration Trust has an interest in the economic health of Mariposa County to assure that vital public interests in the region are preserved and protected.	Formal; encourage Yosemite Restoration Trust representation on the EDC Board.
*Mariposa Service Clubs and Organizations*	These groups have a large membership committed to improvement of the community.	Informal: the EDC should establish formal links of communication with the area’s service clubs and organizations as a basis of information exchange and as support for various EDC programs and activities.

Organization	Partnership Strategy	Linkage
*The Mariposa County Resource Conservation District*	With broad organizational commitment to land management and community education, the RCD and EDC share similar goals for environmental preservation.	Formal; encourage Mariposa RCD representation on the EDC Board.
*The Mariposa County Cooperative Extension Office*	The Cooperative Extension Service has resources and institutional commitment to improving the sustainability of our communities.	Formal; encourage Extension Office representation on the EDC Board.
*The John C. Fremont Hospital*	As a major health care provider in the County, the Hospital has a deep concern over the economic health of Mariposa.	Formal; encourage Hospital Board representation on the EDC Board
*Mariposa High School Student Body*	Representing young people of the County about to enter the economic mainstream of society, Mariposa students have a vital interest in the direction of growth and development in this County	Formal; encourage Mariposa High School representation of the EDC Board.
*Mariposa Business*	Business and industry leaders in the County have a long-term stake in the overall economic health of Mariposa and the region. These individuals also represent an important knowledge pool which is needed in any successful local economic development program.	Formal; encourage individual Mariposa Business and Industry leadership representation of the EDC Board.

Within this framework of strategic partnerships, a key element is the relationships between various community service and social groups. Within this network of groups and organizations, which would include churches, youth organizations, business clubs, community groups and others, EDC membership and Board representation should be encouraged. Membership or representation would be best served through a designated organizational board member who also owns and operates a business enterprise in Mariposa County.

V Program Implementation:

Overview: The Mariposa County Economic Development Corporation’s Economic Development Strategic Plan shall be implemented through a process of drafting one-year and five-year Action Plans. These plans should establish short-term quantifiable objectives for the organization along with resources required to accomplish these objectives within the identified time frames. These Action Plans, like the Strategic Plan, should be subjected to broad based public dialogue and drafted in an environment of community consensus.

The Action Plans shall identify resource needs for meeting plan objectives and sources of financial and other needed support. Organization staffing will be strictly dictated by program efforts and viewed as short-term (1 to 5 year) employment opportunities by applicants. Program continuity shall come from the long-term commitment of the EDC Board and General Membership.

Program Funding: There are five typical methods of financing non-profit organizations:

1. Membership Dues,

2. Donations,

3. Fee-for Service,

4. Foundation Grants, and

5. Government Grants.

A non-profit organization may incur indebtedness, but repayment obligations necessitate using at least one of the five financing methods listed above. The financial resources of the Mariposa County EDC have a direct impact on the day-to-day activities of the organization. The financial resources direct the organization and activities of the EDC Board and dictates the need for paid staff. Sources of financial support can also have an impact on type, nature and level of efforts the organization can or must undertake.

Membership dues and private donations are the most flexible and least restrictive methods of financing Mariposa County EDC program efforts. The goals, objectives, and especially the programs/projects, generate membership dues and private donations time and resources. This financing strategy usually requires an active, long-term commitment by the Board of Directors. If this were the sole source of financing, there would be less of a need for paid staff.

Fee-for service is another flexible and less restrictive source of financing. The services can be provided by Board members, volunteers and/or paid staff.

Foundation and governmental grants are the least flexible and most restrictive sources of program financing. These funds are typically provided to support a specific program, service or activity. Due to the administrative and programmatic required for private and public grants, paid staff becomes a necessity, even though volunteer efforts may be utilized. Additionally, state and federal grant funds may require participation of Mariposa County government.

It is important that the Mariposa County EDC utilize public and private grant funds to conduct programs and activities that support the organizations goals. Priorities and program efforts must be established by local need and not by availability of funding. At the same time, EDC financial needs should not result in local program needs be given a low priority relative to state and federal priorities which are linked to financial resources. If the Mariposa County EDC is to remain an effective private-public sector partnership organization, it must maintain a balance between government and private sector financial support.

Organization Staffing: The programs, activities and projects of the Mariposa County EDC will dictate short and long-term staffing patterns. Complex fee-for-service projects will require a larger degree of specialized staff support. Otherwise, staffing requirements are less complex and may rely on volunteer or member contributed staff support.

Based upon the nature of the community, its resources and constraints, the Mariposa County EDC is organized as an “umbrella” rather than a “single-purpose” organization. This enables the Mariposa EDC to provide a broad range of services to the community but limits dependency on the policies and priorities of institutional funding sources. A multi-purpose EDC will provide for needed local flexibility while allowing the organization to participate in institutionally funded programs that meet locally identified needs of business in Mariposa County.

VI Mariposa County EDC Economic Setting Report:

Mariposa County, with its hundreds of square miles of open space and recreation lands, has another important resource; its people. The county has a mature and relatively well educated population. Through the 1970s and 80s, population growth was primarily the result of in-migration from the urban centers of the state; primarily southern California.

Table 1

Mariposa County Racial Characteristics

Race:

White.......................................... 92.4%

Am. Indian.................................... 4.5%

Black............................................. 1.0%

Asian............................................. 0.9%

Other............................................. 1.2%

Total.......................................... 100.0%

Chart 1

As a result, the county’s labor force tends to have a broad range of work skills. Another dimension of this past in-migration pattern is that the county has a large number of retired residents. This older population tends to require more services that are health related and to be more dependent on fixed incomes. While these incomes tend to be less sensitive to overall economic conditions, they are also relatively low compared to other sources such as wage and salary income.

Table 2

Mariposa County Household Income

Percent

Mean Of House-

Total Households With Earnings Income hold Rec.

Wage or Salary Income................................... $29,133 ....................... 65.3%

Non-Farm Self-Employed Income.................. $14,040 ....................... 17.1%

Farm Self-Employed Income.......................... $20,114 ......................... 2.7%

Interest, Dividend, Net Rental Income.............. $7,343 ....................... 36.7%

Social Security Income...................................... $7,556 ....................... 34.4%

Public Assistance Income.................................. $5,197 ....................... 12.2%

Retirement Income.......................................... $11,426 ....................... 26.0%

Other Types of Income...................................... $3,623 ....................... 11.8%

Source: 1990 Census

The population of the County tends to be relatively well educated compared to other regions of the State and the San Joaquin Valley area. Over 51 percent of the working age population of the County has some college education and 19 percent of the population 18 years of age or over has a four-year degree or better.

While the County tends to have a well-educated labor force, many of these people do not work or are employed in occupations below their skill and ability levels. As a result of the tourism dominance of the local economic and job opportunities, Services tends to be the largest industry employing a work force and, naturally, the largest occupational category in the County. This situation is graphically depicted in Charts 3 and 4.

Chart 2

Mariposa County

Table 3

Mariposa County

1990 Census Employment by Industry

Industry: Percent

Services....................................... 24%

Retail........................................... 16%

Government................................ 10%

Education...................................... 8%

Construction................................. 8%

Manufacturing.............................. 7%

Transportation/

Communications...................... 5%

Health........................................... 5%

Agriculture.................................... 4%

Finance......................................... 4%

Wholesale..................................... 2%

Mining.......................................... 1%

Other............................................. 6%

Total.......................................... 100.0%

Chart 3

Mariposa County

Table 4

Mariposa County 1994 Employment

By Industry

*Average

1994

Industry Summary

Total, All Industries............................................ 4,850

Total Farm................................................................ 26

Total Non-Farm.................................................. 4,824

Goods Producing................................................... 316

Construction & Mining........................................ 148

Manufacturing...................................................... 168

Service Producing.............................................. 4,508

Transportation & Public Utilities........................ 112

Transportation...................................................... 56

Communications & Public Utility....................... 56

Trade.................................................................... 623

Wholesale Trade.................................................. 27

Retail Trade........................................................ 597

Food Stores...................................................... 178

Eating & Drinking Places................................ 259

Other Retail Trade............................................ 160

Finance, Insurance & Real Estate......................... 86

Services............................................................. 2,162

Government...................................................... 1,526

Federal Government........................................... 622

State & Local Government................................ 904

State Government............................................. 131

Local Government........................................... 773

Source: California State Employment Development Department

*Note: These figures are averages of monthly employment numbers and therefore may not sum to the total of the whole category.

Table 4 contains a summary of the 1994 County employment figures by industry. As a typical year, 1994 shows the impact of tourism on the local economy and job market. Only 6.55 percent of the employment opportunities in the County were in the Goods Producing Industries; 93.45 percent of total employment was in the Service Producing Industries.

Of these Service Industries, the categories “Services” and “Government” are largely dependent on the region’s visitor economy and represent 81.8 percent of the Services Industry totals and 76 percent of all job opportunities in the County. This situation has existed for many years.

Of the total 1984 county job picture, 75.3 percent of all employment was concentrated in the “Services” and “Government” industries. In recent years, declines in mining and forestry employment have tended to further concentrate the county’s job opportunities in these two industries.

The strength and nature of the visitor economic base of Mariposa County has both advantages and disadvantages. In the advantage category, Mariposa County’s overall employment/unemployment characteristics tend to be somewhat buffered from national and state employment trends.

Chart 4

Chart 5

The downside to the county’s concentration of visitor oriented economic activity is that visitor services jobs tend to be low-paying and seasonal. The impact of this situation has broad ranging implications for the county.

Chart 6

Mariposa County/California

Chart 7

Mariposa County

As a result of the narrow economic base of Mariposa County, household income in the County lags appreciably behind the state median household income (see Chart 6). The effect of low paying and seasonal visitor service jobs is depicted in the household income distributions shown on Chart 7, which was derived from the 1990 Census.

Chart 8

Chart 9

From the retail perspective, overall purchasing power in the community has increased primarily as a function of inflation and population growth. Overall household purchasing power more or less mirrors the statewide trends in household income growth.

At the same time, as depicted in Chart 9, the purchasing power of households with incomes above $35,000 has been growing as a percentage of the County’s buying power. This trend indicates some overall improvement in the household income distribution in the county since 1983. The problems, however, are apparent when Mariposa County is evaluated in context with other Sierra counties, other counties in the region and the state as a whole.

Table 5 shows that Mariposa County has the highest concentration of lower income households in the region, with the exception of Merced County. Merced County’s low-income figures are in large measure the result of the high percentage of Southeast Asian households.

Conversely, Mariposa County has the lowest concentration of households with incomes at the $50,000 and over category. It is interesting to note that in the Sierra region’s counties with a more diversified economic base, (El Dorado and Placer Counties) household incomes tend be closer to state norms.

The County’s large concentration of lower income households has far reaching ramifications. Naturally, the County has a relatively high rate of poverty, and large numbers of households who rely on welfare for income supplements. Lower numbers of upper income households mean fewer resources to support community and civic projects. Our school system also has fewer community resources to work with. In local government, larger welfare rolls mean fewer tax dollars which can be used to support non-welfare public services. But for Mariposa, perhaps the most significant consequence of the County’s household income distribution is in local business and particularly retail sales.

Table 5

Regional County Percentage of Households

By Income Category

$10,000- $20,000- $35,000- $50,000-

County $19,999 $34,999 $49,999 Over

Sierra Counties:

Alpine 12.8 28.7 13.0 35.0

Amador 16.5 24.5 21.7 28.3

Calaveras 19.3 26.5 18.9 23.9

El Dorado 14.9 21.8 20.0 36.3

Mariposa 20.7 27.4 18.3 18.0

Mono 15.3 25.1 22.5 27.7

Nevada 15.6 24.8 21.9 29.2

Placer 12.0 19.7 20.3 40.1

Sierra 18.3 28.6 14.2 23.7

Tuolumne 19.9 27.6 19.1 23.2

Valley Counties:

Fresno 19.7 24.6 18.1 23.9

Merced 21.3 26.7 18.7 21.8

Madera 19.0 24.8 20.2 24.2

Stanislaus 17.8 24.0 20.1 27.3

California. 13.8 21.0 19.1 36.8

While Mariposa has lagged behind the region in income and population growth, retail services have been expanding in the growth centers of Merced and Oakhurst. The result is that a large percentage of the local retail dollars are “leaking” to Merced and Madera counties.

This fact is well documented in Table 6 where Mariposa County’s per capita retail sales are compared to state averages. While the bottom-line impact to County Government, with respect to retail sales tax receipts, is softened by Yosemite National Park visitor sales (see Other Retail Sales category) the impacts on local merchants is significant.

Normal per capita spending, including visitor spending outside the Park, is less than half the state norm. As an indicator of the retail impacts of visitors on the local retail economy, it should be noted that visitor impacted retail services (Eating & Drinking Establishments and Service Stations) are the only retail sales groups that compare to state norms.

These figures can be expected to worsen in future years as more and more high-power retail businesses are established in the Merced/Oakhurst commercial centers. At some point in the future, the impacts of this retail sales “leakage” will begin to have a significant impact on local government revenues.

Table 6

Mariposa County & California

1994 Per Capita Taxable Retail Sales

1994 Total Per Capita State Per Capita

Mariposa Co. Expenditures Expenditures

Retail Stores:

Apparel Stores $1,008,000 $62.41 $97.34

Gen. Merchandise Stores $1,940,000 $120.12 $1,042.07

Food Stores $6,306,000 $390.46 $507.25

Eating & Drinking Places $8,176,000 $506.25 $520.76

Home Furnish. & Appliances $67,000 $4.15 $303.53

Bld. Material. & Farm Implmts. $3,498,000 $216.59 $539.34

Auto Dealers & Auto Supplies $1,688,000 $104.52 $1,025.94

Service Stations $6,769,000 $419.13 $516.86

Other Retail Stores $7,728,000 $478.51 $1,267.94

Total Retail Stores $37,180,000 $2,302.17 $5,821.03

All Other Outlets $80,758,000 $5,000.50 $3,076.75

Total All Outlets $117,938,000 $7,302.66 $8,897.78

Note: The “Other Retail Stores” category typically represents the retail and service establishments located within Yosemite National Park.

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Bob Borchard

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