Weekly Bulletin
March 1, 2010
Important and Uplifting Event Coming Up
Be sure to save May 20 on your calendar for the NFTE regional business plan competition banquet. NFTE (Network for Teaching Entrepreneurship), offered through the Lyles Center at Fresno State, is student by student changing the culture of our region. The primary aim—helping young people from low-income communities build life-long skills and unlock their entrepreneurial creativity—is relevant for everyone. Critical thinking, problem solving, a belief in possibilities, the passion that develops discipline—all are essential to thrive in this century. Nearly 600 students have gone through the program this year and only the top 5 will present their plans at the event. The 4th annual banquet will be held at International Catering beginning at 5:30 AM. To register or more information go to www.lylescenter.com. If you are interesting in sponsorship, contact ajohnston@csufresno.edu. If you are curious about the path to becoming an entrepreneur, send an email request and you will receive a PowerPoint slide.
Governing Magazine Showcases Solutions From Other States
As California remains locked in polarized finger pointing and strangled by self and single interests, Indiana and Detroit found solutions—go after transformational change and create a separate, independent and empowered team focused on one thing—instituting big changes. Mayor Bing convened a crisis turnaround team that is recommending a total revamp of city operations. Stay tuned on execution. In 2005, Governor Daniels and the Government Efficiency and Financial Planning Department reordered the 73 agencies and more than 300 boards and commissions that made India unmanageable, unaccountable and inefficient. The state also embraced innovations and spent less money than they took in as revenues. As a result, Indiana has been able to fund infrastructure without raising taxes and has a health fiscal outlook. When the problem is structural, there cannot be enough small fixes to add up to solution. As Sun Tzu taught--the solution is both a comprehensive strategy and the relentless execution of tactics:
“Strategy without tactics is the slowest route to victory.
Tactics without strategy is the noise before defeat.”
Be sure to save May 20 on your calendar for the NFTE regional business plan competition banquet. NFTE (Network for Teaching Entrepreneurship), offered through the Lyles Center at Fresno State, is student by student changing the culture of our region. The primary aim—helping young people from low-income communities build life-long skills and unlock their entrepreneurial creativity—is relevant for everyone. Critical thinking, problem solving, a belief in possibilities, the passion that develops discipline—all are essential to thrive in this century. Nearly 600 students have gone through the program this year and only the top 5 will present their plans at the event. The 4th annual banquet will be held at International Catering beginning at 5:30 AM. To register or more information go to www.lylescenter.com. If you are interesting in sponsorship, contact ajohnston@csufresno.edu. If you are curious about the path to becoming an entrepreneur, send an email request and you will receive a PowerPoint slide.
Governing Magazine Showcases Solutions From Other States
As California remains locked in polarized finger pointing and strangled by self and single interests, Indiana and Detroit found solutions—go after transformational change and create a separate, independent and empowered team focused on one thing—instituting big changes. Mayor Bing convened a crisis turnaround team that is recommending a total revamp of city operations. Stay tuned on execution. In 2005, Governor Daniels and the Government Efficiency and Financial Planning Department reordered the 73 agencies and more than 300 boards and commissions that made India unmanageable, unaccountable and inefficient. The state also embraced innovations and spent less money than they took in as revenues. As a result, Indiana has been able to fund infrastructure without raising taxes and has a health fiscal outlook. When the problem is structural, there cannot be enough small fixes to add up to solution. As Sun Tzu taught--the solution is both a comprehensive strategy and the relentless execution of tactics:
“Strategy without tactics is the slowest route to victory.
Tactics without strategy is the noise before defeat.”
February 15, 2010
Message From the Chair Emeritus—Richard Johanson
One of the most interesting agenda items at our Board of Directors meetings has been a member report on one of this region’s “Community Values”. Last week Peter Weber made an excellent presentation on “Commitment to Outcomes”. He went to the core of the ongoing civic transformation efforts in our community. He stressed that while concepts are preliminary to progress, they are ineffective unless they are brought into reality. “Commitment to Outcomes” arrives when individuals have traversed the hanging bridge that spans “talking the talk” and “walking the walk”. We are deeply indebted to those who have made the trek.
The Importance of First Principles In Times of Rapid Change
Where you begin your thinking about a problem has everything to do with what you come up with as a solution. As our organization is committed to finding solutions to the critical challenges we face economically, environmentally and socially, the Community Values have provided a useful lens through which to craft strategies and guide behaviors. The verbs associated with a Commitment to Outcomes are: “We are willing to take responsibility for tasks and achieving specified outcomes. We are committed to staying involved until the tasks are completed.” When the values were first written down in 2000 as a proposed new operating system, this value had more to do with getting past the “someone oughta do something”, plans sitting on shelves phenomenon that had replaced the traditional barn raising, all hands on deck culture of our past. In Fresno, we know it is about both being strategic and relentless action. Thus, at the meeting the focus of the discussion was about the difference between results and outcomes and the critical importance of both.
Results and Outcomes—Tactical Actions Aligned Behind A Shared Strategy
Global outcomes like prosperity, an educated and healthy populace and a quality environment are the responsibility of everyone. No sector or organization has enough authority, resources or talent to achieve these goals, but everyone has a piece of the puzzle. Unlike outcomes, results are more easily measurable, often within the control of a specific entity and typically follow a linear pathway. A focus exclusively on results often leads to bureaucracies and competition, while a shared focus on outcomes inspires innovation and collaboration. The big challenges we face as a community, state and nation will require us to think globally and take personal responsibility for our part in the solutions. Both the RJI and HII were designed to be adaptive frameworks and aimed at outcomes. Our community assets are plentiful and when we decide to more fully align them, we will scale and accelerate both results and outcomes.
Find Your Passion and Take Action
The following quotes honor both the importance of inspiration and taking action.
In the realm of ideas everything depends on enthusiasm… in the real world all rests on perseverance.” Johann Wolfgang Von Goethe 1749-1832
“The three great essentials to achieve anything worthwhile are, first, hard work; second, stick-to-itiveness; third, common sense.” Thomas Edison 1847-1937
“The kind of commitment I find among the best performers across virtually every field is a single-minded passion for what they do and an unwavering desire for excellence in the way they think and the way they work.” Jim Collins, Good to Great 1958
One of the most interesting agenda items at our Board of Directors meetings has been a member report on one of this region’s “Community Values”. Last week Peter Weber made an excellent presentation on “Commitment to Outcomes”. He went to the core of the ongoing civic transformation efforts in our community. He stressed that while concepts are preliminary to progress, they are ineffective unless they are brought into reality. “Commitment to Outcomes” arrives when individuals have traversed the hanging bridge that spans “talking the talk” and “walking the walk”. We are deeply indebted to those who have made the trek.
The Importance of First Principles In Times of Rapid Change
Where you begin your thinking about a problem has everything to do with what you come up with as a solution. As our organization is committed to finding solutions to the critical challenges we face economically, environmentally and socially, the Community Values have provided a useful lens through which to craft strategies and guide behaviors. The verbs associated with a Commitment to Outcomes are: “We are willing to take responsibility for tasks and achieving specified outcomes. We are committed to staying involved until the tasks are completed.” When the values were first written down in 2000 as a proposed new operating system, this value had more to do with getting past the “someone oughta do something”, plans sitting on shelves phenomenon that had replaced the traditional barn raising, all hands on deck culture of our past. In Fresno, we know it is about both being strategic and relentless action. Thus, at the meeting the focus of the discussion was about the difference between results and outcomes and the critical importance of both.
Results and Outcomes—Tactical Actions Aligned Behind A Shared Strategy
Global outcomes like prosperity, an educated and healthy populace and a quality environment are the responsibility of everyone. No sector or organization has enough authority, resources or talent to achieve these goals, but everyone has a piece of the puzzle. Unlike outcomes, results are more easily measurable, often within the control of a specific entity and typically follow a linear pathway. A focus exclusively on results often leads to bureaucracies and competition, while a shared focus on outcomes inspires innovation and collaboration. The big challenges we face as a community, state and nation will require us to think globally and take personal responsibility for our part in the solutions. Both the RJI and HII were designed to be adaptive frameworks and aimed at outcomes. Our community assets are plentiful and when we decide to more fully align them, we will scale and accelerate both results and outcomes.
Find Your Passion and Take Action
The following quotes honor both the importance of inspiration and taking action.
In the realm of ideas everything depends on enthusiasm… in the real world all rests on perseverance.” Johann Wolfgang Von Goethe 1749-1832
“The three great essentials to achieve anything worthwhile are, first, hard work; second, stick-to-itiveness; third, common sense.” Thomas Edison 1847-1937
“The kind of commitment I find among the best performers across virtually every field is a single-minded passion for what they do and an unwavering desire for excellence in the way they think and the way they work.” Jim Collins, Good to Great 1958
February 8, 2010
Message From the Chair Emeritus—Richard Johanson
One of the qualities that makes this nation great is our ability to come together in times of crisis. Whether it was the Twin Tower destruction in New York City, nature’s rampage in New Orleans and environs or the recent devastation in Haiti, our people set aside their often strident differences and unites in focusing on their inherent compassion for those who were hurting. Have you noticed that we are seeing some of that same concern in the emerging conduct of our national, state and local affairs? As we struggle to extricate ourselves from this nation’s most serious economic depression in seventy years, we are witnessing this same spirit of an ultimate oneness in maximizing the effectiveness of our democratic processes. Solutions do not come from an inflexible polarization of issues. We are beginning to understand that by bringing differing opinions to a common table for a collaborative solution, we enhance the opportunity to hasten the return to national economic normalcy for all among us. That, in brief, is the ongoing mission of the Fresno Business Council.
“Compete”—From the Latin—To Strive Together
In many arenas, we are learning that we must collaborate to be able to compete. Human development—our ability to better ourselves and our culture—has been a central focus for decades. One region, Cincinnati/Northern Kentucky, has crafted a framework that has gained the attention of major foundations, government and other communities. Their website is www.strivetogether.org. Some of you may remember Stan Oken’s efforts to promote Whole Child. Dr. James Comer put an entire system together to be integrated into schools to develop the whole child and many have done so with strong results. How do we scale and accelerate what have been outlier performances in individual cells to permeate and transform the whole system? Strive Together may well have pulled together the intellectual, financial and social capital to make it happen and like Roger Bannister, may have broken through a barrier that releases many others to do so. Collaboration and values are central to their efforts:
Strive Together includes:
• the educators who teach;
• the nonprofits who support teaching and well-being;
• the philanthropies that provide financial support to both;
• the elected officials who create policy change;
• and the corporations who need a local, skilled workforce.
Participants believe that education:
• must be holistic, because what happens outside of school is just important as what happens inside of school;
• providers must be accountable and make decisions based on data;
• is a cradle to career endeavor, and that working together is key to eliminating the “cracks” that children might fall through;
• must be fair so that every child, regardless of circumstance, can find the support they need to achieve their dreams.
One of the qualities that makes this nation great is our ability to come together in times of crisis. Whether it was the Twin Tower destruction in New York City, nature’s rampage in New Orleans and environs or the recent devastation in Haiti, our people set aside their often strident differences and unites in focusing on their inherent compassion for those who were hurting. Have you noticed that we are seeing some of that same concern in the emerging conduct of our national, state and local affairs? As we struggle to extricate ourselves from this nation’s most serious economic depression in seventy years, we are witnessing this same spirit of an ultimate oneness in maximizing the effectiveness of our democratic processes. Solutions do not come from an inflexible polarization of issues. We are beginning to understand that by bringing differing opinions to a common table for a collaborative solution, we enhance the opportunity to hasten the return to national economic normalcy for all among us. That, in brief, is the ongoing mission of the Fresno Business Council.
“Compete”—From the Latin—To Strive Together
In many arenas, we are learning that we must collaborate to be able to compete. Human development—our ability to better ourselves and our culture—has been a central focus for decades. One region, Cincinnati/Northern Kentucky, has crafted a framework that has gained the attention of major foundations, government and other communities. Their website is www.strivetogether.org. Some of you may remember Stan Oken’s efforts to promote Whole Child. Dr. James Comer put an entire system together to be integrated into schools to develop the whole child and many have done so with strong results. How do we scale and accelerate what have been outlier performances in individual cells to permeate and transform the whole system? Strive Together may well have pulled together the intellectual, financial and social capital to make it happen and like Roger Bannister, may have broken through a barrier that releases many others to do so. Collaboration and values are central to their efforts:
Strive Together includes:
• the educators who teach;
• the nonprofits who support teaching and well-being;
• the philanthropies that provide financial support to both;
• the elected officials who create policy change;
• and the corporations who need a local, skilled workforce.
Participants believe that education:
• must be holistic, because what happens outside of school is just important as what happens inside of school;
• providers must be accountable and make decisions based on data;
• is a cradle to career endeavor, and that working together is key to eliminating the “cracks” that children might fall through;
• must be fair so that every child, regardless of circumstance, can find the support they need to achieve their dreams.
January 25, 2010
Message From the Chair Emeritus—Richard Johanson
One of the greatest uppers of living in a democratic society is the opportunity to freely elect those whom we wish to serve us at various governmental levels. One of the downers is that for the next ten months we shall be bombarded with political pleas of support from various candidates for office. I offer the following as a litmus test in determining our selections as we progress through the many upcoming campaigns. Does the person seeking our vote subscribe to our Community Values? Is that individual a “my way or no way” moat surrounded castle dweller or a “together we can” community builder? Would that person be a welcome member of this Business Council? Just curious!
Downtown Is Everybody’s Neighborhood
Downtown revitalization has been a priority for many organizations for years. Success requires leadership, clarity of purpose, broad community support, talent, relentless perseverance, and resources. Are we ready?
The following is a message from our downtown revitalization manager, Elliot Balch: “On Thursday, January 28, at 9:15 am, the City Council will consider approving a contract to create new laws for development in the Downtown core and surrounding neighborhoods. Why are these new laws, known as the Fulton Corridor Specific Plan and the Downtown Neighborhoods Community Plan, necessary? Because the current laws are confusing, unclear, contradictory, out of date, and often counterproductive. It's the current laws that have caused frustration among Downtown developers, and allowed poorly designed development to harm some of our best older neighborhoods. It's the current laws that are costing builders thousands of extra dollars and months of extra time for every project. By discouraging investment and driving down property values, outdated planning laws today are costing the City millions of dollars in property tax revenue each year, not to mention preventing the revitalization of our downtown and perpetuating the concentration of poverty in surrounding neighborhoods.
Dozens of cities across the country have made their downtowns the easiest places to develop by adopting Specific Plans that provide more appropriate land use laws. More and more cities are adopting new zoning codes that set clear standards to protect older neighborhoods. The best Plans involve the community heavily so that the new laws reflect their vision for the future. And it will all happen in Fresno -- if the Council votes on January 28 to get the process of creating the new Downtown Plans going. There are several ways to get involved:
• Come to the City Council hearing on Thursday, January 28, 2009, at around
9:15 a.m. You can just watch, or speak up during the public comment period.
• Tell us if you support the Downtown Plans at www.surveymonkey.com/s/downtownplans. By giving us your email address, you'll also be signed up to receive updates as the Plans are developed, plus other news from the City of Fresno Downtown and Community Revitalization Department.
• Tell your City Council representative how you feel. Call (559) 621-8000 to speak to staff for your Council Member about the contract for the Downtown Plans.
• After contract approval, look for updates at www.fresno.gov/downtown.
We'll be posting news of upcoming Plan-related meetings and events, especially those where the community is invited to come help make important decisions. We will also post images and documents for public review.”
For more information go to www.fresno.gov/downtownplans.pdf, www.fresno.gov/CouncilDocs/agenda1.28.2010/915.pdf or call 559.621.8350
One of the greatest uppers of living in a democratic society is the opportunity to freely elect those whom we wish to serve us at various governmental levels. One of the downers is that for the next ten months we shall be bombarded with political pleas of support from various candidates for office. I offer the following as a litmus test in determining our selections as we progress through the many upcoming campaigns. Does the person seeking our vote subscribe to our Community Values? Is that individual a “my way or no way” moat surrounded castle dweller or a “together we can” community builder? Would that person be a welcome member of this Business Council? Just curious!
Downtown Is Everybody’s Neighborhood
Downtown revitalization has been a priority for many organizations for years. Success requires leadership, clarity of purpose, broad community support, talent, relentless perseverance, and resources. Are we ready?
The following is a message from our downtown revitalization manager, Elliot Balch: “On Thursday, January 28, at 9:15 am, the City Council will consider approving a contract to create new laws for development in the Downtown core and surrounding neighborhoods. Why are these new laws, known as the Fulton Corridor Specific Plan and the Downtown Neighborhoods Community Plan, necessary? Because the current laws are confusing, unclear, contradictory, out of date, and often counterproductive. It's the current laws that have caused frustration among Downtown developers, and allowed poorly designed development to harm some of our best older neighborhoods. It's the current laws that are costing builders thousands of extra dollars and months of extra time for every project. By discouraging investment and driving down property values, outdated planning laws today are costing the City millions of dollars in property tax revenue each year, not to mention preventing the revitalization of our downtown and perpetuating the concentration of poverty in surrounding neighborhoods.
Dozens of cities across the country have made their downtowns the easiest places to develop by adopting Specific Plans that provide more appropriate land use laws. More and more cities are adopting new zoning codes that set clear standards to protect older neighborhoods. The best Plans involve the community heavily so that the new laws reflect their vision for the future. And it will all happen in Fresno -- if the Council votes on January 28 to get the process of creating the new Downtown Plans going. There are several ways to get involved:
• Come to the City Council hearing on Thursday, January 28, 2009, at around
9:15 a.m. You can just watch, or speak up during the public comment period.
• Tell us if you support the Downtown Plans at www.surveymonkey.com/s/downtownplans. By giving us your email address, you'll also be signed up to receive updates as the Plans are developed, plus other news from the City of Fresno Downtown and Community Revitalization Department.
• Tell your City Council representative how you feel. Call (559) 621-8000 to speak to staff for your Council Member about the contract for the Downtown Plans.
• After contract approval, look for updates at www.fresno.gov/downtown.
We'll be posting news of upcoming Plan-related meetings and events, especially those where the community is invited to come help make important decisions. We will also post images and documents for public review.”
For more information go to www.fresno.gov/downtownplans.pdf, www.fresno.gov/CouncilDocs/agenda1.28.2010/915.pdf or call 559.621.8350
Monday, January 18
Message From the Chair Emeritus—Richard Johanson
Welcome to the first issue of our Weekly Bulletin in this new decade. As a background note, the gap in distribution of the bulletin was due to an extended leave of our CEO—a trip to Machu Picchu in Peru. I also greet you with a thankful heart for the major accomplishments of our community during the past decade. We have traveled a transformational journey in creating the awareness that by coming together as an extended collaborative community we can attain our mutually defined goals. May those of you who carry the torch through this decade see the fulfillment of this Council’s Vision Statement adopted almost seventeen years ago.
A New Location for the Fresno Business Council—February 1
As of February 1, 2010, the CEO’s office of Fresno Business Council will be inside the Fresno Regional Foundation. The new address is 5250 North Palm, Suite 424, Fresno, CA 93704. (The same building). The new phone number will be 559.226.5600 extension 106 and the fax is 559.230.2078. It is impossible to measure the value of Deloitte’s 16 year hosting of our CEO. Productivity and job satisfaction have much to do with the people around you and the space you fill. On behalf of the Fresno Business Council and the community it serves, thank you to our long standing partner in transformational change—Deloitte!
Meeting of the California Stewardship Project at Stanford University
For over a decade, regional leaders in California have been working together to find effective ways to address complex issues and lead communities in this time of global and rapid change. “Developing innovative regional solutions for California’s most pressing economic, environmental and community challenges” has been the driving thought. In Fresno, the model we developed is a Four Sphere approach based upon a ten value operating system. At the Stanford meeting, Dr. John Welty, Dr. Alan Pierrot, Pete Weber, Ken Newby and Deborah Nankivell shared their perspectives on both the process and the yield from their long term engagement. If you are interested in the PowerPoint with narrative that tells the story or the background document focused on outcomes, simply make the request via email. As a leader from one of the newer regions noted, “your work has saved our community five years.”
“The Biggest Threat to California is State Government”
While every state and community is struggling to find a path out of the fiscal crisis and discover models for governance that match the realities of the 21st century, California’s size and complexity has made the challenge greater. We are a state of regional economies with dissimilar assets and problems with a one size fits all government disconnected from the realities of communities. What emerged from the meeting at Stanford is a willingness to work together as united regions to support transformational change recognizing that we are all Californians. We will keep you updated via the bulletin on current developments. Thank you to the Morgan Family Foundation for sustaining the network through the California Stewardship Project.
Welcome to the first issue of our Weekly Bulletin in this new decade. As a background note, the gap in distribution of the bulletin was due to an extended leave of our CEO—a trip to Machu Picchu in Peru. I also greet you with a thankful heart for the major accomplishments of our community during the past decade. We have traveled a transformational journey in creating the awareness that by coming together as an extended collaborative community we can attain our mutually defined goals. May those of you who carry the torch through this decade see the fulfillment of this Council’s Vision Statement adopted almost seventeen years ago.
A New Location for the Fresno Business Council—February 1
As of February 1, 2010, the CEO’s office of Fresno Business Council will be inside the Fresno Regional Foundation. The new address is 5250 North Palm, Suite 424, Fresno, CA 93704. (The same building). The new phone number will be 559.226.5600 extension 106 and the fax is 559.230.2078. It is impossible to measure the value of Deloitte’s 16 year hosting of our CEO. Productivity and job satisfaction have much to do with the people around you and the space you fill. On behalf of the Fresno Business Council and the community it serves, thank you to our long standing partner in transformational change—Deloitte!
Meeting of the California Stewardship Project at Stanford University
For over a decade, regional leaders in California have been working together to find effective ways to address complex issues and lead communities in this time of global and rapid change. “Developing innovative regional solutions for California’s most pressing economic, environmental and community challenges” has been the driving thought. In Fresno, the model we developed is a Four Sphere approach based upon a ten value operating system. At the Stanford meeting, Dr. John Welty, Dr. Alan Pierrot, Pete Weber, Ken Newby and Deborah Nankivell shared their perspectives on both the process and the yield from their long term engagement. If you are interested in the PowerPoint with narrative that tells the story or the background document focused on outcomes, simply make the request via email. As a leader from one of the newer regions noted, “your work has saved our community five years.”
“The Biggest Threat to California is State Government”
While every state and community is struggling to find a path out of the fiscal crisis and discover models for governance that match the realities of the 21st century, California’s size and complexity has made the challenge greater. We are a state of regional economies with dissimilar assets and problems with a one size fits all government disconnected from the realities of communities. What emerged from the meeting at Stanford is a willingness to work together as united regions to support transformational change recognizing that we are all Californians. We will keep you updated via the bulletin on current developments. Thank you to the Morgan Family Foundation for sustaining the network through the California Stewardship Project.
November 30, 2009
Message From the Chair Emeritus—Richard Johanson
One of nature’s greatest visual gifts to us is the beauty of Fall. Our trees and vines are covered with gold, yellow and red leaves as they prepare for their winter dormancy. The leaves fall gently to the ground with an assurance that next Spring they will reappear wearing a coat of bright green and inspire us once again. The thought occurred to me that while we are conscious of this annual process, we often forget that it is not the leaves that make our trees what they are, it is the root system. We are making progress around here not because of bright colors. Rather our momentum has grown because of our unseen but critically important community-based root stock. A critical component of our root stock is this Business Council. It is my hope that all who read this weekly Bulletin will commit to some type of Council membership support in the upcoming year. For more information visit our website www.fresnobc.org. Our leaves are depending upon us.
One Employer’s Solution to Healthcare—Safeway
In order to learn more about national and state private sector thinking on healthcare, Dr. Alan Pierrot and I attended a meeting convened by the Committee for Economic Development, a national business think tank, and the Bay Area Council. One speaker offered Safeway’s approach based upon research and partnership:
Research
• 70% of healthcare costs are driven by behavior.
• Four chronic conditions create 74% of costs.(Obesity, diabetes, cancer, heart disease)
• Obesity is a driving factor in all 4 chronic conditions.
• Noncompliance with recommended care reaches 67% for obesity.
• Transparency is critical to control costs.
• Obesity rates: Japan 3%, Switzerland 8%, Canada 15%, USA 34%.
Solution to Rising Costs
• Insure everyone.
• Create more personal responsibility.
• Encourage prevention and wellness by linking healthy behaviors to financial incentives.
• Provide cost and quality transparency.
• Pay more for results and less for services rendered.
Safeway’s Program• Open to all employees.
• Focus on 4 issues—weigh, tobacco, blood pressure, cholesterol.
• Earn lower premiums through changed behavior.
• Distribute information on procedural costs and quality. For comparable services cost ranges go from 10:1 to 4:1. Hard costs $887 to $8,650; $3,538 to $16,779.
Results
Since the program began in 2005, Safeway and its employee’s annual savings have gone from $19 million in 2006 to $5
One of nature’s greatest visual gifts to us is the beauty of Fall. Our trees and vines are covered with gold, yellow and red leaves as they prepare for their winter dormancy. The leaves fall gently to the ground with an assurance that next Spring they will reappear wearing a coat of bright green and inspire us once again. The thought occurred to me that while we are conscious of this annual process, we often forget that it is not the leaves that make our trees what they are, it is the root system. We are making progress around here not because of bright colors. Rather our momentum has grown because of our unseen but critically important community-based root stock. A critical component of our root stock is this Business Council. It is my hope that all who read this weekly Bulletin will commit to some type of Council membership support in the upcoming year. For more information visit our website www.fresnobc.org. Our leaves are depending upon us.
One Employer’s Solution to Healthcare—Safeway
In order to learn more about national and state private sector thinking on healthcare, Dr. Alan Pierrot and I attended a meeting convened by the Committee for Economic Development, a national business think tank, and the Bay Area Council. One speaker offered Safeway’s approach based upon research and partnership:
Research
• 70% of healthcare costs are driven by behavior.
• Four chronic conditions create 74% of costs.(Obesity, diabetes, cancer, heart disease)
• Obesity is a driving factor in all 4 chronic conditions.
• Noncompliance with recommended care reaches 67% for obesity.
• Transparency is critical to control costs.
• Obesity rates: Japan 3%, Switzerland 8%, Canada 15%, USA 34%.
Solution to Rising Costs
• Insure everyone.
• Create more personal responsibility.
• Encourage prevention and wellness by linking healthy behaviors to financial incentives.
• Provide cost and quality transparency.
• Pay more for results and less for services rendered.
Safeway’s Program• Open to all employees.
• Focus on 4 issues—weigh, tobacco, blood pressure, cholesterol.
• Earn lower premiums through changed behavior.
• Distribute information on procedural costs and quality. For comparable services cost ranges go from 10:1 to 4:1. Hard costs $887 to $8,650; $3,538 to $16,779.
Results
Since the program began in 2005, Safeway and its employee’s annual savings have gone from $19 million in 2006 to $5
November 23, 2009
Message From the Chair Emeritus—Richard Johanson
Thanks to all who accepted my invitation to share their “Thoughts of Thanksgiving” with us. This has been a difficult year and I believe it is critical that we don’t let the negatives overwhelm our blessings. Here are a few responses, some of which I have abbreviated. I am hopeful that you will add your own.
“We are thankful for the fatherhood of God and the brotherhood of man--nature, music, great books and the opportunity to serve others.”
Lee Ayres
“Family and good friends. The “things” in my life pale in comparison to the people I care about. People are eternal and everything else is not.”
Kurt Madden
“I am thankful that we live in a place that allows us the opportunity to think, learn, create and contribute.”
Alice Saviez
“The Marjorie Mason Center is grateful for the incredible numbers of compassionate, generous and energetic individuals who make this such a wonderful place to live, work and thrive.” Pam Kallsen
“For me it can be the little things, looking at the sun shining through the three leaves or our fourth grandson’s birth.”
Kathy Bray
“I am thankful for life, love of family and friends, health and well-being and that we live under the protection of a free and peaceful nation each day.”
Kay Garabedian
“I am thankful for learning so much from God – relationships, caring, intimacy, and connectedness.”
Doug Davidian
“I am thankful to have an opportunity to make a difference, work with extraordinary people, and for my wonderful daughter, Noelle.
Deb Nankivell
November 16, 2009
Message From the Chair Emeritus—Richard Johanson
I would like to try something I’ve never done before in the fifteen plus years I have been privileged to contribute to our Bulletin. Next week we shall celebrate Thanksgiving Day. For what will you be most thankful this year? Please send your thought(s) to me (rajoho@comcast.net) so I can pass your feelings on to others. We will share as many of thoughts as possible in next week’s bulletin. As for me, I shall once again be thankful for family, friends and all of those who understand that in exchange for living in an imperfect democracy we owe it to ourselves and others to try to leave this a better place than we found it. Such is the mission of the Fresno Business Council. Such is the Spirit of Thanksgiving.
California Forward’s Budget Reforms and Local Control Measures
The current structure of California government is based upon another era and patches that didn’t fix the underlying problems—structural, systemic and power dysfunctions. Our board has endorsed the 2010 Reform plan aimed at two primary goals—serving community before single interests and restoring power to local government. The reforms include:
Best Practices Budget Accountability Act
• Planning Ahead—two-year spending plans with 5 year fiscal forecasts.
• Results & Accountability—goals for every program linked to budget decisions.
• Performance Review—Oversight of major expenditures; ten year review cycles for programs.
• Reduce Debt When Revenues Spike—Use one time revenues to pay down debt.
• Pay-As-You-Go—No new programs without funding source.
• Majority vote budget/deadline—forfeit pay and per diem if not on time. Retains 2/3 vote for tax increases.
Community Funding Protection and Accountability Act
• Protect local taxes—state prohibited from taking local taxes or fees.
• Collaborative Problem Solving—encourages local institutional alignments to solve problems and eliminate duplication.
• New Resources for Community Services—If county-wide plan adopted, county can ask for sales increase up to 1 cent to be distributed to local government.
• Accountability for Outcomes—discretion coupled with reporting on progress and support of voters to continue.
For more in depth information, go to the website, www.caforward.org
I would like to try something I’ve never done before in the fifteen plus years I have been privileged to contribute to our Bulletin. Next week we shall celebrate Thanksgiving Day. For what will you be most thankful this year? Please send your thought(s) to me (rajoho@comcast.net) so I can pass your feelings on to others. We will share as many of thoughts as possible in next week’s bulletin. As for me, I shall once again be thankful for family, friends and all of those who understand that in exchange for living in an imperfect democracy we owe it to ourselves and others to try to leave this a better place than we found it. Such is the mission of the Fresno Business Council. Such is the Spirit of Thanksgiving.
California Forward’s Budget Reforms and Local Control Measures
The current structure of California government is based upon another era and patches that didn’t fix the underlying problems—structural, systemic and power dysfunctions. Our board has endorsed the 2010 Reform plan aimed at two primary goals—serving community before single interests and restoring power to local government. The reforms include:
Best Practices Budget Accountability Act
• Planning Ahead—two-year spending plans with 5 year fiscal forecasts.
• Results & Accountability—goals for every program linked to budget decisions.
• Performance Review—Oversight of major expenditures; ten year review cycles for programs.
• Reduce Debt When Revenues Spike—Use one time revenues to pay down debt.
• Pay-As-You-Go—No new programs without funding source.
• Majority vote budget/deadline—forfeit pay and per diem if not on time. Retains 2/3 vote for tax increases.
Community Funding Protection and Accountability Act
• Protect local taxes—state prohibited from taking local taxes or fees.
• Collaborative Problem Solving—encourages local institutional alignments to solve problems and eliminate duplication.
• New Resources for Community Services—If county-wide plan adopted, county can ask for sales increase up to 1 cent to be distributed to local government.
• Accountability for Outcomes—discretion coupled with reporting on progress and support of voters to continue.
For more in depth information, go to the website, www.caforward.org