Ventura County Civic Alliance — Livable Communities Newsletter

Livable Communities Newsletter
Vol. 14, No. 56
November
2020
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Welcome to Our Fall 2020 Livable Communities Newsletter
COVID-19 is not only still with us, but it also casts a shadow over everything we think we know, including our understanding of the 3 Es that are the foundation of the Ventura County Civic Alliance: Environment, Economy, and Equity.  Livable Communities has for years focused on land use and the creation of attractive and functional places to live and work with minimum impact on the environment.  All of this has been impacted by COVID.  While “livable” may start with wise land use, we know now that it truly is so much more encompassing.
Therefore, it is fitting that this quarter’s Livable Communities Newsletter explores the 3 Es and Livable Communities in a COVID-19 world:
1.  Environment:  Now, about eight months into the pandemic, the Ventura County Transportation Commission (VCTC) is breathing a small sigh of relief. To be sure, the transportation sector has felt the impacts of the crisis, and the challenges ahead are clear.  Yet the initial period of panic has calmed, and they are seeing encouraging signs that ridership and revenue sources have stabilized, easing initial fears of drastic cuts to service.
 
2.  Economy:  The Workforce Development Board (WDB) is tasked to design a workforce system that provides opportunity for everyone who wants to go to work, find a better job, or improve their skills to succeed in the 21st century.  When the COVID-19 pandemic hit our economy impacting businesses and employment for many, the WDB kicked into high-gear.  As opportunities in grants became available, the WDB applied to bring resources to Ventura County.
3.  Equity:  Ventura County went from being one of the most at-risk communities in the nation to being in the top 95th percentile for an accurate count in the 2020 Census. The exponential impact of this change on our community will last for generations. As  a reference, each person not counted in the 2020 Census has been estimated to equate to a loss of $2,000 per year for ten years, meaning a family of four not counted would be a loss of $80,000 in revenue for the residents of Ventura County.
Please read and engage, and let us know what you think by contacting us at:  info@CivicAlliance.org
Thanks,

Stacy Roscoe

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Long Term Effects of COVID-19 on Transportation in Ventura County
by Darren Kettle
When the state of California issued stay-at-home orders in response to the coronavirus pandemic in late March, initial projections about the impacts on transit and transportation were dire, to say the least.  The biggest concerns were how to keep passengers and drivers safe, how to maintain service, the negative impact on transit ridership, and a decline in revenue streams that fund other transportation projects.
Transit ridership, which already had been declining, fell even further in the initial months of the pandemic as businesses closed and people followed orders to stay home.  While systems that service larger metropolitan areas such as Los Angeles and the Bay Area have been the most heavily impacted by the pandemic, even our relatively small public transit operators saw a steep drop.  Ridership was down 80 percent on VCTC’s Intercity buses and 95 percent on Metrolink in April.  Gold Coast Transit District, which serves four cities and unincorporated areas, saw ridership fall 70 percent in April.  Smaller local operators experienced even steeper drops.
Now, about eight months into the pandemic, at the Ventura County Transportation Commission (VCTC) we’re breathing a small sigh of relief.  To be sure, the transportation sector has felt the impacts of the crisis and we know that there are challenges ahead.  Yet the initial period of panic has calmed, and we are seeing encouraging signs that ridership and revenue sources have stabilized, easing initial fears of drastic cuts to service.
However, for passengers to return, they must feel confident that riding buses and trains is safe.  VCTC and other local transit systems in Ventura County have taken steps to provide that reassurance, including suspending fares early in the pandemic to reduce contact between riders and drivers.  In addition, VCTC has followed a statewide request to require everyone to wear a mask when on board and ensures its buses are thoroughly cleaned and sanitized.  VCTC also received the American Public Transportation (APTA) seal of safety, an industry standard that demonstrates a commitment to health and safety.
What to expect in the future is still a question.  It could be months or years before ridership returns to pre-pandemic levels.  VCTC, Metrolink and all other local operators saw ridership increase between July and September. Yet the people who have continued to use public transit likely are essential workers and those who have no other transportation option. With the shift to telework and online learning during the pandemic, it’s possible some riders might not ever come back.  Any resulting drop in fare revenue would mean less money to serve those community members who use public transit as a lifeline.
Fortunately, the state Legislature provided some temporary relief by passing a bill that waives financial penalties for non-compliance with farebox recovery ratios.  In addition, revenues that support transit programs in California are coming in higher than anticipated since taxes on the sale of diesel fuel did not drop as much as predicted.  Because of that and VCTC’s conservative budgeting in the face of economic woes, the State Transit Assistance revenues, which locally fund transit programs including the VCTC Intercity bus service and Metrolink commuter rail, were 40 percent higher than anticipated in the first quarter of the 2020-21 fiscal year.  That brighter revenue picture, combined with the relief provided by the Legislature, give us confidence.
While there is no positive side to a global pandemic, the stay-at-home orders briefly provided an unintended benefit:  better air quality.  When California initially issued its first stay-at-home order, the number of drivers on local highways and freeways dropped dramatically.  In April and May, daily Vehicle Miles Traveled in Ventura County declined 43 percent and 31 percent, respectively.  Fewer vehicles on highways meant fewer emissions and greenhouse gases that contribute to climate change.
That trend likely won’t last, however.  Over the past several months, the state and County of Ventura have gradually eased stay-at-home orders.  Businesses have started to reopen, sending many employees back to their workplaces and giving residents the opportunity to return to stores and restaurants.  In a sign that vehicle traffic is returning to pre-pandemic levels, daily Vehicle Miles Traveled in Ventura County have continued to increase after the initial shutdown. In August, VMT was down just 16 percent from a year earlier, and lo and behold we started seeing bumper-to-bumper traffic on US 101.
The effects of COVID-19 on transportation and public transit have not escaped the attention of Gov. Gavin Newsom, who cited both in an executive order on climate change issued in September amid the worst wildfire season in California history.  The governor, calling California’s situation “a climate crisis,” directed the state Air Resources Board to create a plan to end the sale of new gas-powered cars and light-duty trucks by 2035 and heavy-duty trucks by 2045.  In his order, the governor cited a drop in demand for fossil fuels due to the pandemic.  He highlighted public transit (both buses and passenger trains) and bicycle and pedestrian options as key to helping the state curb the effects of climate change, while also noting COVID-19’s adverse effect on public transit and the challenges to providing transportation services in the future.
What will it take to overcome these challenges?  Progress will require creative thinking; strategic planning; cooperation with our regional, state and federal partners; and engagement with the community.  Yet the fact that these are costly endeavors can’t be ignored.  Adding charging stations for zero-emission vehicles and improving public transit, bicycle and pedestrian options will require hundreds of millions of dollars.  Moving away from gas-powered vehicles means less gas tax revenue, the revenue stream that has paid for transportation projects in the United States for almost a century.
In Ventura County, that could mean less money to public transit such as bus and passenger trains.  VCTC faces additional pressure because Ventura County, unlike every other county in Southern California, lacks a voter-approved local transportation revenue stream to pay for transportation projects and public transit services.  Meeting these challenges, therefore, may very well require that VCTC makes some difficult choices down the road.
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What is the Workforce Development Board and Why is it Important During COVID-19?
by Rebecca Evans & Andrea Sanchez
Let’s first cover some background information with Workforce Development Board (WDB) 101. The Federal Workforce Innovation and Opportunity Act (WIOA) is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. This is accomplished by positioning State and Local WDBs as the chief architects of the workforce system.
The Employment and Training Administration (ETA) outlines four strategic roles that all high-performing WDBs should play. WDBs are tasked to design a workforce system that provides opportunity for everyone who wants to go to work, find a better job, or improve their skills to succeed in the 21st century. The key roles that WDB’s have are:
  • Strategist: Be aware of trends impacting businesses and job seekers to create a responsive talent development and delivery system for current and future needs and challenges.
  • Convener: Build and nurture strong local partnerships with com­munity based organizations, businesses, edu­cation providers and economic development entities to align planning and service.
  • Manager: Oversee an entire work­force system, responsive to local and regional needs, ensuring that it runs efficiently, and that funding is managed responsibly.
  • Optimizer: Continuously monitor performance and adjust the system using data to plan and make strategic decisions on economic expan­sion and training needs in anticipation of the trends or in response to them.
The Ventura County Board of Supervisors is the governing body that oversees the County’s Human Services Agency, in which the activities of the WDB are embedded. The WDB is a separate, independent board appointed by the Board of Supervisors, and is the Regional Planning Unit for Ventura County.
The WDB analyzes labor market information to develop regional sector strategies that focus resources to address the workforce needs, challenges, and opportunities in the area. This often involves skill training for employees, local businesses and industries, and facilitated partnerships between local businesses with similar training needs.
When the COVID-19 pandemic hit our economy impacting businesses and employment for many, the WDB kicked into high-gear. As opportunities in grants became available, the WDB applied to bring resources to Ventura County. For example, in an effort to act swiftly to help workers most impacted financially by the COVID-19 pandemic, the WDB applied for and was awarded a $450,000 grant from the WIOA 25% Dislocated Worker Funds provided by the Employment Development Department (EDD). These funds provided supportive services to individuals impacted by COVID-19 including equipment necessary to telework (e.g. computer, internet, etc.), housing assistance, utility assistance, childcare assistance, and transportation assistance.
The WDB was also awarded $315,000 to provide employment and training services for workers laid off due to the impact of COVID-19. This funding was through the COVID National Dislocated Worker Grant from California EDD’s allocation of funds through two National Dislocated Worker Grants to address the COVID-19 pandemic’s impact on California’s workforce.
In addition to the WDB’s core WIOA funding, WDB has pursued and secured additional grant funding this year to ensure greater equity and serve those in our community who have been laid off or who have barriers to employment:
  • The English Language Learners grant released by California Employment Development Department (EDD): $1.35 million to implement an English Language Learners (ELL) Pathways to Careers program
The WDB of Ventura County was one of four local Workforce Boards this year awarded $350,000 to provide English Learners with increased access to effective training models, supportive services, and incorporate innovative employment strategies with partners to create career opportunities in growing industries.
  • The Bridges to Work for Justice Involved Individuals grant
The WDB and Human Services Agency (HSA) was awarded a grant totaling $2,417,711 from the Federal Department of Labor Employment and Training Administration for ex-offender activities. The 42-month grant project, titled Bridges to Work, will focus on establishing a Pre-Release Specialized Job Center to serve 300 inmates at the Todd Road Jail.
  • The SB1 High Road Construction Careers (HRCC), an initiative by the California Workforce Development Board (CWDB)
$462,506 was awarded to Ventura, Santa Barbara, and San Luis Obispo Counties, with Ventura WDB as the lead. The purpose of the HRCC: SB 1 program is to advance careers in the building and construction trades as a reliable career pathway for disadvantaged Californians, increasing the numbers of women and workers from disadvantaged communities in State-approved apprenticeship programs.
Our WDB has utilized the America’s Job Center of California (AJCC), a one-stop center that provides many of the employment and training services to job seekers, to provide some of the services from the grants awarded. In March when the COVID-19 pandemic began, the office closed to in-person services, but it has not stopped providing services. Like many organizations, the AJCC has had to become flexible and adaptable and has updated processes to make sure the community could be served virtually.
Here is what all of this means in terms of job seekers accessing employment, education, training, and support services so that they can succeed in a labor market that matches employers with the skilled workers they need:
Many of the AJCC partnerships co-located at the job center also continue to provide services because the services are crucial and essential. Staff members are available by phone to help job seekers and businesses. Orientations are now in a video format to eliminate the need for people to report in person. Many of the resources have been readily available 24/7 on the AJCC portal site www.venturacountyajcc.org To learn more about services made available through the WDB of Ventura County, visit the website www.workforceventuracounty.org.
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Ventura County and the 2020 Census
by Vanessa Bechtel
 
Foreword: Thank you to Our Census Team!
 
The story of Ventura County and the 2020 Census is an inspirational one that fills the spirit with hope for our collective future. It serves as a distinct reminder of the power that we each hold to make a difference in the world, and the good that can materialize from the sustained efforts of a diverse group of committed individuals that rally together over a unifying and clear message, “Everybody Counts. Everybody Matters.”
As you will read, Ventura County went from being one of the most at-risk communities in the nation to being in the top 95th percentile for an accurate count in the 2020 Census. The exponential impact of this change on our community will last for generations.
Before we get into the history and details of the specific ways that our community has benefited from this historic achievement, it is vital to share that this would never have happened without the members of the Ventura County Complete Count Committee, a collaborative effort involving local government, faith-based leaders, businesses, hundreds of nonprofits, service clubs, and volunteers speaking numerous languages representing the diversity that is Ventura County.
When the COVID-19 mandate hit Ventura County, the 2020 Census had been set to go live the very next day. Immediately, events, information booths, and hundreds of planned activities came to a grinding halt. I worried that the years of hard work and planning would soon all fall apart.
Instead, we witnessed the innovation, the creativity, the generosity, and resiliency that is Ventura County. Within days, literature was being distributed into hundreds of thousands of food boxes and school lunches. Car and bike parades, comedic homemade Spanish soap operas shared on social media, census stickers on Girl Scout cookie boxes, masks for farmworkers, census awareness materials in prescriptions at pharmacies… these are just some of the numerous examples of how volunteers stepped forward to help ensure that the importance of the 2020 Census on our community made its way into the homes of all of our neighbors. It worked!
“It always seems impossible until it’s done,” a poignant quote from the late South African President Nelson Mandela, captures this collective endeavor perfectly. A special thank you to the County of Ventura, all our nonprofit partners, and for the hundreds of volunteers that carried the torch of this most pressing issue even in the darkest of days.
We did it!
Vanessa Bechtel, CEO Ventura County Community Foundation

In late November 2017, just days before the start of the devastating Thomas Fire, we were first introduced to the considerable threat of an undercount facing Ventura County in the 2020 Census. A recent study by the Federal Census Bureau had just announced that Ventura County was among the top 2% of counties nationwide at highest risk of an undercount in the 2020 Census – 59th out of more than 3,000 counties!


While a startling statistic, it was not until fully digesting what was at stake that we came to appreciate that the 2020 Census was in fact the most pressing issue facing our community, and one with the longest negative consequences if left unaddressed. Over $2 billion of social safety net dollars for our local communities was estimated to be on the line.
There are four main reasons why participation in the 2020 Census was vital, including that the census:
  1. Determines funding for our social safety net
  2. Determines funding for our police departments
  3. Provides critical information about our community, driving business, home values, and local investment
  4. Determines our congressional representation
The census literally governs funding for hundreds of local programs, including rural and industry development loans, job training and other employment programs, healthcare for infants and children, childcare for low-income and working families, water and waste disposal systems, local agencies for food and healthcare, legal services for senior citizens and individuals with disabilities, school lunches, police agencies and community-based entities working to reduce crime, monitoring and enforcing discrimination laws under the Civil Rights Act, and so much more. The full list of funding received in Ventura County alone is hundreds of pages long.


On an annual basis, Ventura County has been receiving $1.7 billion out of the yearly $675 billion in federal funding allocated nationwide every year based on the 2010 census. We quickly realized that there is no way that philanthropy or private investment could begin to mitigate the depth of pain our community would suffer if there was an undercount as projected.


As a reference, each person not counted in the 2020 Census has been estimated to equate to a loss of $2,000 per year for ten years, meaning a family of four not counted would be a loss of $80,000 in revenue for the residents of Ventura County. As was repeatedly emphasized, there are no do-overs in a decennial census and we knew the outcome of the 2020 Census would be with us for the next ten years.
Barriers to Overcome
As we learned more, we came to appreciate the substantial barriers to an accurate count in Ventura County that needed to be addressed. These included a lack of public awareness, a climate of fear among undocumented individuals, many of whom are our community’s farmworkers and vital service workers, targeted misinformation campaigns designed to promote an undercount in California, and the confusion caused by the citizenship question and who has a right to be counted. To be clear, since 1790, there has been a constitutional right in the United States to be counted, and everyone counts, not just citizens.


Other threats to an accurate count included the fact that there are many areas in Ventura County where over 60% of neighborhoods lack broadband access. This was especially problematic as 2020 marks the first time in history that the census moved online.


Even more concerning, was that the Federal Census Bureau study indicating Ventura County to be among the top most at-risk communities for an undercount, transpired prior to any of the numerous devastating disasters, including the Thomas Fire, Montecito Mudslides, the Hill and Woolsey Fires, and the Borderline tragedy.


Ventura County Complete Count Committee
In response to this quiet crisis, a group was formed to ensure a full, fair, and accurate count countywide. Together, we developed a countywide education and outreach plan with trusted messengers from all hard-to-count communities.


Leveraging the talents around the room, eight subcommittees were formed, and we quickly engaged in joint fundraising efforts to strengthen outreach activities and avoid duplication of efforts.
The State of California led the nation in its proactive approach to the threat of the undercount facing our state, and quickly mobilized funding to support our efforts. The County of Ventura made a sizable contribution and cities from across Ventura County stepped forward to help. Overall, the Ventura County Community Foundation invested over $2.7 million in grantmaking for outreach and marketing.


Success
When Ventura County was announced as 157th in the nation for an accurate count out of 3,215 counties, many asked how such a dramatic shift was possible. To go from being most at-risk of an undercount, to one of the very top for an accurate count, is exhilarating.


For what it is worth, my analysis is that this effort was successful because it was not a permission-based approach. We had a clear mission, “Everybody Counts. Everybody Matters,” and repeatedly stressed that people were free and encouraged to do all they could to advance our collective effort.
This open approach resulted in creativity and vision that not one of us could have done alone. The fact that the Ventura County Complete Count Committee was a true snapshot of our whole community was paramount. The meetings were a collection of diverse perspectives, multiple languages, and purpose driven action.


Our subcommittee chairs were results-oriented, and we did all we could to incorporate census awareness activities everywhere. I loved that, for the most part, we did not have to reinvent the wheel, but could build on all of our shared resources and individual strengths.


Finally, thanks to the State of California and the County of Ventura, we had access to unbelievable technology and mapping power, helping us to strategically target our efforts and benchmark our results.


The Road Ahead
As we celebrate this important milestone, the benefits of what we accomplished together will continue. We have collectively built strategic alliances and organizational capacities that will live well beyond this effort. I for one, cannot wait to see what we tackle next!

 
 
 
 
 
A Special Thank You Goes to Our State of the Region Report Sponsors:


Research Sponsor –

Ventura County Community Foundation
Presenting Sponsor – 

Ventura County Community College District
Domain Sponsors – 
AERA
AT&T
California Lutheran University – Center for Economics of Social Issues
California State University Channel Islands
County of Ventura
Haas Automation Inc.
Limoneira
Montecito Bank & Trust
Supporting Sponsors –
Gold Coast Transit
The Port of Hueneme
United Staffing Associates
Ventura County Coastal Association of Realtors
VCDSA – Ventura County Deputy Sheriff’s Association
Ventura County Office of Education
Ventura County P-20 Council
Contributing Sponsors –
 
California Lutheran University Center for Nonprofit Leadership
SESPE Consulting Inc.
Ventura County Credit Union
Ventura County Transportation Commission
Friend Sponsors –
Dyer Sheehan Group, Inc.
David Maron
Ferguson Case Orr Paterson LLP
Kate McLean
Slover Memorial Fund
Stacy and Kerry Roscoe
Terri & Mark Lisigor
United Way of Ventura County
Media Sponsor –
Pacific Coast Business Times