The "Signs" of Spring

Vote For Bob
It’s that time again, spring, and along with the wildflowers come the political signs. My friends and supporters are upset but I’ve decided; NO ROADSIDE SIGNS in my campaign! I think they make our countryside look trashy, this is NOT Modesto or Fresno and I don’t think people get elected to office in Mariposa because they plant signs on every roadside saying “Vote for ME”. My campaign is about talking with you. That’s how I will act when I’m elected as well! It’s all about communication. What does a sign tell you about a candidate? When was the last time you saw and talked to your elected official? If you have a few minutes, give me a call. 209-742-4551 (office) or visit my office at 5009 5th Street (behind the Pizza Factory). Also go to http://voteforbobborchard.blogspot.com/ or email me at robborc@sti.net. Lets stay in touch.
Paid for by: Robert L. (Bob) Borchard for Supervisor-District 4

The Thought Behind The Ad:
There are more than a few of my supporters out there who think that my position on Campaign Signs is “fatal” to my election hopes in this 2008-race for the District 4 seat on the Board of Supervisors. That may be the case but I think it’s important that a person stand by their convictions. I think these types of signs make our community look trashy! When you multiply campaign signs by four, we are going to have a very littered landscape this year.

And what about our economic mainstay, the visitor economy? When you are in the Central Valley, political signs don’t stand-out like they do up here. Political signs are protected under the constitutional principal of “free speech” and our sign codes are written to preserve and protect that right. I’m not challenging the right of my opponents to post signs along the roadways. I do, however, question their value in a small community like Mariposa.

This is a small County; District 4 has a little less than 2,400 voters. In bigger metropolitan areas, there is little connection between the voters and the candidates. After the election there is typically little connection between the voters and the person who got elected! It does not need to be that way here. We, as candidates, can communicate with our community of voters directly or at least by some means that is a little less impersonal given the small size of our County and its Supervisor Districts.

Yes, this is a challenge to my fellow candidates. Get out there and meet the voters in District 4. Let these people know who you are and what you stand for. Let them ask you the tough questions. Over the past few months of talking with people I’ve found that folks have a lot questions.

I know my position, regarding Political Signs, is not going to go down well for some. Of course the sign makers will be un-happy but there are, I’m sure, some folks out there who think these political signs are attractive! Oh well, you can’t please everybody.

As a closing thought, what happens if I win---without signs? Maybe that will be a strong message to future candidates about how we value our uncluttered landscape and how we appreciate a candidate for office taking the time to communicate “who they are” directly to us. It could change how elections are won and lost in Mariposa in future years. The message could be “This is not a big city in the Valley, this is Mariposa and we expect our candidates for public office to get to know us directly or at least more directly than by littering our roadsides with red, white and blue signs!”

My Goal & Objective Summary for an Improved Economy in Mariposa:

· A Diversified Economic Base Which is Not Solely Dependent of Tourism and Retirement.
· A Well Trained and Educated Labor Force That Can Support a Diverse Economic Base.
· Social and Cultural Amenities that Attract Investment into our Community and Compliment our Visitor Industries.
· Community Infrastructure Capable of Meeting the 21st Century Needs of Business and Commerce.
· Support for Long-Term Sustainable Economic Growth Throughout the County.

Objectives:
· 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.
2. Increase the number of small businesses employing 2 to 10 full-time workers.

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

· Policy A-3 Promote “Home Industry” or “Cottage Industry” Mixed Use Development for “Information Technology and Service type Businesses”.
4. Assist in the establishment of 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. In cooperation with UC Merced, CSU Stanislaus, Merced College and the Mariposa County Unified School District, Establish a Mariposa County Life-Long Learning program which provides instructional support to students, workers, employers and general members of the community.

· 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 subjective discretionary permit review procedures; adopt uniform standards, goals and policies that can be used objectively measure development proposals against adopted and specific social, economic and environmental standards.

· Policy A-6 Support Development, Expansion and Application of Modern Communications Technology.
9. To maintain and expand telecommunications services 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 technology.

· Policy A-7 Promote Sustainable Growth and Development.
11. Develop a survey instrument which measures community attitudes on key factors known to reflect the a quality of life in a community which can be used to measure changes over an extended period of time. 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 Board of Supervisors Should:
· Assist in the development, improvement and expansion of Mariposa County High School’s educational resources and assists.
· Promote the development, improvement and expansion community sports program facilities in Mariposa County.
· Promote the development of a community cultural center and support community cultural programs.
· Promote the development and expansion of public transportation support facilities throughout the County.
· Support the efforts of the John C. Fremont Hospital District to expand health care services and resources in Mariposa County.

· Policy A-9 Support Development of Visitor Service Industries and Activities That also Serve Local Residents.
13. The Mariposa County Board of Supervisors Should
· Support the development of a commercial riding stable, guest ranch, equestrian and hiking trail system and similar types of uses in areas that complement and support our local ranches and farms.
· Support the development of commercial recreation facilities such as a new or expanded gym, sports complex, golf course, driving range, water slide, etc.
· Support the development of public parks, the Mariposa Creek parkway, a theater and other open space/cultural facilities in the Mariposa.
· Support stage, musical and other live entertainment venues in Mariposa County.

I Will Promote Sustainable Economic Growth In Mariposa County

It was nearly 30 years ago when I first began thinking about an appropriate Economic Development Strategy for Mariposa County. Back in the 1970s, as the director of the Overall Economic Development Program (OEDP), it came to me that we had an important industry in the County, other than agriculture; Tourism.

Sounds strange but in the 1970’s, tourism was not looked upon as an industry in Mariposa. Visitors were not made to feel welcome in Mariposa; Yosemite was in another world.

Later on, in the Mid-1990s, as a private-sector planner, I was given the opportunity to work with and support the drafting of an “Economic Strategy” to be promoted by the Mariposa County Economic Development Corporation (EDC). This effort failed to gain much “traction” with the Board of Supervisors and, as a result, we are living with the resulting economic “Drift” that has been our official County policy since the late 1970s.

I hope to end the “Drift” and help chart a course for the county, and its citizens, prosper through the next few decades.

The Issue of Growth
During the next 20 years, an additional 20-million or more people will be added to California’s existing 30-million plus 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.

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 ecological environment. As a City and Regional Planner, I know that future population growth can be managed in such a manner as to preserve the natural resources and quality of life of Mariposa which, by the way, also serve as magnets to population growth.

Position Statement-Sustainable Growth & Development
As a professional land use planner, and 30+ year resident of Mariposa, I’ve adopted the position of promoting sustainable development in this County. I believe a sustainable County will have a growing economy that provides opportunities for a satisfying livelihood along with a safe, healthy environment that allows us to maintain our high quality of life to all our residents.

The people of this county have diverse interests and attitudes. In its diversity, however, are some shared ideals and visions for Mariposa’s future. This County can support a program for sustainable development based upon eight fundamental concepts:

1. 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.

I Believe:
· Great progress has been made in protecting the environment over the last 30 or more years and we must continue to make progress. We can best achieve this goal through a combination of regulation and market incentives and the power of environmentally aware residents and 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.
· Our environmental system management programs must reflect the potential consequences of Global Climate Change with respect to the regional economy, our transportation, public service delivery systems, hazard management services (particularly with respect to wildland fire) and water quality/quantity.

2. Economic Prosperity
Growth and development must contribute to the economic prosperity of all existing and future residents of the County.

I Believe:
· To achieve a vision of sustainable development, some things must grow-jobs, productivity, wages, capital and savings, profits, information, knowledge, and education, and others-such as pollution, waste, and poverty-must not.
· Change is inevitable and necessary for the sake of future generations as well as for ourselves. We have the knowledge and ability to choose a course for change that will lead to the mutually reinforcing goals of economic growth, environmental protection, and social equity that we have defined as desireable.

3. Social Equity
Growth and development in the County must have beneficial impacts on all members of our community.

I Believe:
· Steady progress in reducing disparities in education, economic opportunity, and environmental risk within our community is essential to economic growth, environmental health, maintenance of our quality of life and improving social justice for our citizens.
· Economic growth based on technological innovation, improved efficiency, and expanding markets is essential for progress toward greater prosperity, equity, and environmental quality.

4. Conservation of Natural Resources and Biodiversity
Growth and development in the County must contribute to the conservation of our non-renewable resources (air, water, & soils), promote biodiversity of the region’s plant and animal communities and enhance the sustained production of our renewable resources.

I Believe:
Even in the face of scientific uncertainty, public 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.
· We must accept that natural environmental system changes will have impacts on our natural resource base and the biodiversity of our region but we must recognize our role in that change and accept our role and responsibility as stewards of the land. We must act within the limits of our resources and focus our efforts in areas where we have the “best” opportunity to have a beneficial impact.
· Environmental performance should be measured by objective standards that can be uniformly enforced and have a scientific relationship to a publicly identified environmental problem.

5. 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.
I 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.
· Our programs and policies must promote the Constitutional concept of “equal treatment under the law” and all of our citizens and businesses and public institutions shall play by the same rules and be held to the same standards.

6. Sustainable Communities
Growth and development must preserve, protect and enhance our communities and villages in this rural county as well as set a standard for others to emulate around the region and the Country as a whole.

I Believe:
· Economic growth, environmental protection, social equity and quality of life are linked. My vision for Mariposa’s future incorporates concepts of integrated goals, policies and actions to achieve our economic development goals and promote an enhanced quality of life for our residents.
· The current environmental regulatory system could be improved to deliver desired results at lower costs. In addition, the system should provide enhanced flexibility in return for superior environmental performance.
· Most importantly, our regulatory system needs to address future climate change strategies.

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

I Believe:
· A knowledgeable public, a “transparent” public decision making process, the free flow of information, and opportunities for review and redress are critically important to open, equitable, and effective decision making.
· Mariposa should 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 Board of Supervisors 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 making process that leads to better decisions and more sensible use of human, natural, and financial resources in achieving identified community goals.

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

I Believe:
· County residents must have access to high-quality and lifelong formal and non-formal educational opportunities that enable 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.

In Closing:
The concept of sustainable development, within the context of my view of how Mariposa County Policy, should be implemented by the County Board of Supervisors. Sustainable Development can best be defined, in my view, 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, a high quality of life and promoting social equity. Sustainable development is an ideal that we must continually move towards as the custodians of our children's future.

Mariposa Economic Development-Strategic Assessment

1. Strategic Assessment:
   Over the past 30+ years, as a practicing professional Land Use, Environmental and Economic Development planner living, and sometimes working, in Mariposa County, I’ve formulated some opinions on many issues. One of those issues is, of course, growth and economic development. As in any planning effort, before you begin to attempt to develop a policy or program to resolve perceived “problems” you must begin with a “Strategic Assessment” of the situation.
   
   Within the County’s social, environmental, economic and physical setting, I’ve developed following Strategic Assessment. Using this Strategic Assessment serves to focus this Strategic Economic Development Plan on Goals, Programs and Actions that will effectively lead to Mariposa County's economy forward to a stable and strong position.
   
   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 national and international 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. The Park attracts around 4 million visitors a year, all of whom must pass through Mariposa County at some point in their journey
   
   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 and outdoor recreational resources of the area provide a backdrop for a life style that is oriented towards the outdoors. Nature, natural processes, and ecological concepts are a part of the everyday life of the region’s residents and soon become part of the life of the County’s many visitors.
   
   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, youth sports programs and 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. The County has been able to attract high caliber “educators” and is supported by three major college campuses within commute range; UC Merced, CSU Fresno and CSU Stanislaus. Additionally, there are three Junior Colleges campuses within commuting range of Mariposa.
   
   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.
   
   Natural Resources:
   Mariposa County’s early industries depended on the County’s natural resource base. Gold, and other metals and minerals sparked the settlement of the County in the 1850s. Timber supported the next wave of economic growth for the County and by the turn of the century, Yosemite and the scenic resources of the County became a component in the county’s economic profile. Ranching and farming evolved in the county over time while gold and mineral production declined. All of these history resource based economic elements still exist in Mariposa to a greater or lesser extent with scenic resources being the dominant economic element and gold mining reduced to a more or less recreational pursuit in the economic profile.
   
   Cultural Resources & Setting:
   With a colorful history pre-dating the founding of California as a state, Mariposa contains many cultural assets. The Miwok culture of Yosemite and the foothills, the prospector and mining camps of the Gold Rush and the villages of Mariposa, Coulterville, Hornitos, Mt. Bullion, Bear Valley and El Portal as population centers of the County. All reflect the evolution and growth of Mariposa’s human occupancy over the centuries. Yosemite, with its urban/service centers of the “Valley” and Wawona, are not only service centers for millions visitors every year but are historic monuments of the evolution of our American environmental movement dating back to the 1870s.
   
   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 gold mining days.
   
   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 well being 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 fore which discourages non-recreation oriented employers from locating in the area.
   
   3. Opportunities
   At 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 development of the 10th University of California campus at Merced, 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 Merced
   The UC campus at Lake Yosemite northeast of the City of Merced opened in the fall of 2005 developed within the next 10 years. Construction and development investment for the campus is expected to exceed $700 million; one of the largest public educational 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 will provide a direct economic stimulus to local economy of Mariposa.
   
   Special research institutes established at the university include the Sierra Nevada Research Institute the World Cultures Institute and the Biomedical Sciences Research Institute. Other research institutes are being planned by the faculty. In addition, startup funding has been received for the UC Merced Center for Computational Biology and other cooperative research laboratory facilities in genomics and imaging. UC Merced also has entered into collaborative partnerships with the National Park Service, the Lawrence Livermore National Laboratory and the Central Valley Higher Education Consortium. The university’s future includes a medical school that should help ensure the region is better served in its health needs, and a management school.
   
   Technology
   Innovation in communication and energy technology in recent years can be expected to have a beneficial impact on Mariposa County. Modern telecommunications resources facilitate development of businesses in the County that provide information as a product. Telecommuting is becoming a growing component of the Mariposa employment and business service profile of the County. Mariposa’s climate allows the deployment of a variety of solar technologies which may, in future years, become an important element in Mariposa’s resource base. .
   
   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 life style 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 impacts on the visitor economy can be 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 long tradition of overcoming tremendous obstacles to achieve community goals. In the early years, attracting governments services (post offices, etc) and banking institutions to Mariposa are examples of the types of creative energy the community can bring to bear on an economic problem. The formation of the John C. Fremont Hospital District, the Mariposa Public Utility District, the formation of Mariposa’s Downtown Parking District, along many other actions, are examples of how a small rural community has solved its problems. 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.
   
   Along with the service clubs, Mariposa’s youth service and sports programs generate tens of thousands of hours of volunteer commitments and generous contributions to youth sports and educational programs every year. As a result, the atheletic and educational attainment of our students is widely recognized as superior throughout the state and the region. Of note, two of Mariposa’s youth sports participants, in former years, played in the 2008 Super Bowl.
   
   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 was first published in 1996 and is currently being updated. This Wealth Index examined 45 indicators that can be easily updated over time to assess the overall economic performance of a Sierra county and its counties.
   
   Based on the methodologies employed in constructing the Wealth Index, the natural capital of Mariposa, like other Sierra Nevada counties, is very high. Similarly, the county is rated 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).
   
   The 1996 Wealth Index found that while Mariposa 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 to/of Success:

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 and economic 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 in any successful Mariposa County Economic

Borchard to Run in District 4

Robert (Bob) Borchard has announced his candidacy for the District 4 seat on the Mariposa County Board of Supervisors. Bob, a 30-year resident of the County, is a third generation native of California and has works as a planning and community development consultant to local governments.

Bob graduated from CSU-Chico with a B.A. and pursued a graduate program in public administration and city planning. He served as a Paratrooper in the U.S. Army (173rd and 82nd Airborne) and is a member of several professional and community organizations.

In 1977, Bob moved to Mariposa County to serve as the County’s first Planning Director. Over the next eight and a half years, Bob had the responsibility of guiding the County through many changes including the adoption of a General Plan, implementation of State environmental laws, State surface mining regulations and directing the County’s economic development program.

Today, Bob has a successful community development consulting practice serving cities and counties throughout the central San Joaquin valley. Bob is actively engaged in assisting public agencies in addressing the changes facing the Central Valley and has a deep understanding about how these changes will affect Mariposa County and its residents.

Bob wrote the Mariposa County General Plan in the late 1970s which was only recently updated. As executive director of the Mariposa County EDC in the late 90s, he was an advocate for “sustainable development” in Mariposa County and authored the EDC’s first economic development plan identifying strategies that would lead to improving the economic environment of the County while maintaining its physical and cultural quality of life. He also played a major role in the County’s efforts to have the State Mining and Mineral Museum moved to Mariposa County.

Bob’s vision of the future of Mariposa County is based on his appreciation of what it takes to make a living and raise a family in this community. He understands the need for our citizens to donate countless hours to local civic groups like the Hospital Foundation, youth sports, service clubs, while making a living and keeping up with “normal” family commitments.

From a professional perspective Bob has a good understanding of the impacts, on Mariposa County, of growth in Oakhurst/Coarse Gold and the Central Valley. The economic, social and political consequences of this growth will change how we live in Mariposa in the future. The Mariposa County Board of Supervisors will be challenged by these changes to preserve what brought us to Mariposa and possibly improve our circumstances.

“We have been able, to a large extent, to gloss over many of our long term problems of our county because of the wealth generated by Yosemite. Up till now it has been a relatively free ride but the in the past few years it has become obvious that the ride is coming to an end” Borchard said recently to a group of Mariposa residents. “I feel that I can make an important contribution by serving this community as the District 4 representative. I know how local government works and how to get things done. More importantly, I understand the costs of not taking care of the business of government or making short-sighted or politically expedient decision.”

“In continuing this tradition of service to this community, I’m asking for your support. Your calls, letters and e-mails are appreciated. I can be reached at 966-3412 or at my 4850 Morningstar Ln. home. You can also contact me at robborc@sti.net by e-mail. I thank you in advance for your continued support.”

Your Mariposa District 4 Candidate for Supervisor in 2008.

To: District 4 Voters

Hello:
My name is Bob Borchard and I’m asking to represent you as the District 4 member of the Mariposa County Board of Supervisors. I have known some of you for as many as 30-years. Others are more recent acquaintances from community activities and then there are the rest of you: the friends I’ve not met yet!

I am asking for your support and vote in this upcoming Board of Supervisor’s election. I made previous efforts to run for the Board, without actively campaigning. In making another, active campaign run at the District 4 seat on the Board, I remain excited about the opportunity to serve the District 4 residents and other county residents. Elections are, more often than not, personality contests and the “outspoken” candidate is not often successful. I believe that this aspect of my personality contributed to my coming in a close second in my previous efforts as District 4 Supervisor.

Some of you might have served with me on sports boards or various community service efforts. As most of you know I am a self-admitted “Type A” personality. I have strong feelings and opinions on a broad range of issues (i.e. “opinionated”). I’m not afraid to express my opinions, even when they’re not “politically popular”. Due to my Type “A” personality, I have argued strenuously for things in which I believe. Some friends have said that I’ve mellowed somewhat over the past few years, but I’ve not mellowed that much. Type “A” personalities have their strengths and there are times when those strengths are sorely needed in public life.

One of the strengths of my personality is that you always know where I stand. I don’t tell one person or group one thing and another person or group another in a sorry attempt to avoid conflict or garner support or just to do what is expedient at the time. I won’t tell you one thing and then act contrarily.

I’m honest with people even when it is difficult. To my way of thinking, honesty is absolutely necessary in public life. Do you want someone who’ll tell you what you want to hear or someone who’ll talk straight to you? Do you want someone who is unfailingly “nice” but can’t make sound decisions because it might make someone or group unhappy? More importantly, do you want someone who will place the community interests first over their own personal interests or gains? I believe these questions answer themselves.

We have some hard choices to make in the future, choices that have been brought about by poor decisions in the past, and others by events that were out of our control. I hope you can agree with me that a little Type “A” is what this County’s government needs right now.

On the short-term there is the boom-bust state fiscal picture and the costs of the County retirement system and the ramifications on our local finances. Then there is the ongoing battle to maintain our economic life-line on Highway 140 to Yosemite. You’ve all heard about Global Climate Change; assuming the scientists know what they are talking about, what are we doing to prepare for these changes?

I think we need people on the Board with a realistic vision of our county’s future and the forethought of the impact on the health and welfare of our residents. We need to be proactive not reactive.

But, as we Mariposans know, it’s not all serious 24/7. Those that know me know that I enjoy a good laugh, the company and conversation with friends and foes alike, and our great quality of life in Mariposa County. My record demonstrates that I have a deep commitment to this county and a strong work ethic. With my experience as Mariposa County’s first planning director and many years working with city and county governments, I’ll have a short learning curve and can hit the ground running upon being sworn in.

I will be talking about what I see as the issues on the campaign trail over the next few months. I look forward to hearing your opinions on these issues and your “visions” for the future as well. I have an office Downtown next to the Pizza Factory and near the Arts Council office. My office phone number is 742-4551 and my e-mail is robborc@ sti.net. Come by and visit.

I have learned through the years that there is a great amount of collective wisdom in this county. Therefore it behooves public officials to close their mouths sometimes, open their ears, and soak in that wisdom. I will always listen to you because I see this job as a partnership; we (as in “You” and “I”) will work together for the betterment of Mariposa County.

I look forward to seeing you during the campaign and representing you on the Board of Supervisors.