Report

DELEGATION MEMBERS AND STAFF

From July 30 to August 2, 2013, Mr. Rick Dykstra, M.P., Vice-Chair and Mr. Brian Masse, M.P., Vice-Chair led a delegation from the Canadian Section of the Canada-United States Inter-Parliamentary Group (IPG) to the 66th annual meeting of the Council of State Governments-WEST (CSG-WEST), in Las Vegas, Nevada. The meeting, which was focused on “Bright Lights: Shining on the Progress of the West,” was also attended by Senators Jean-Guy Dagenais and Jim Munson, the Honourable Judy Sgro, P.C., M.P. and Mr. Andrew Saxton, M.P. The delegation was accompanied by the Canadian Section’s Executive Secretary, Ms. Angela Crandall, and its Senior Advisor, Ms. June Dewetering.

THE EVENT

CSG-WEST is a non-partisan organization comprised of the legislatures of the 13 western U.S. states (see the Appendix); British Columbia and Alberta are associate members. It meets annually and – with one exception to date – it meets in the United States; in 2012, the annual meeting was held in Edmonton, Alberta.

CSG-WEST has nine standing committees, as well as WESTRENDS, the Western Legislative Academy, the Higher Education Task Force, the Border Legislative Conference and the Legislative Council on River Governance. The nine standing committees are:

·         Agriculture & Rural Affairs

·         Canada Relations

·         Economic Development & Trade

·         Education

·         Energy & Public Lands

·         Fiscal Affairs

·         Future of Western Legislatures

·         Health

·         Water & Environment.

DELEGATION OBJECTIVES FOR THE EVENT

Canada and the 13 U.S. states represented in the CSG-WEST share a relationship that is mutually beneficial, and five of these states have Canada as their primary foreign export market. The recent establishment of the Canada Relations Committee has been an important development, providing a focused opportunity for discussion of topics of joint interest. Moreover, attendance at the meetings provides IPG delegates with an opportunity to promote and support relevant resolutions. For example, at the 2013 annual meeting, Canadian Section delegates were able to speak about a resolution supporting a legislative resolution to the United States’ mandatory country-of-origin labelling requirements, which the World Trade Organization has determined to be in violation of trade obligations; the resolution was passed by the CSG-WEST’s Executive Committee.

The interaction with state legislators enables members of the Canadian Section of the IPG to achieve better the aim of finding points of convergence in respective national policies, initiating dialogue on points of divergence, encouraging exchanges of information and promoting better understanding on shared issues of concern. Moreover, the meetings with state legislators provide members of the Canadian Section with an important means to provide input to, and gather information about, state-level issues that affect Canada. The Canadian Section is expected to continue its attendance at the annual meetings of CSG-WEST.

ACTIVITIES AT THE EVENT

At the 2013 annual meeting of CSG-WEST, the following sessions were held:

·         Inaugural meeting of the Canada Relations Committee

·         Opening Plenary Session: When Does the Future Begin?

·         Legislative Training Assembly

·         North American Summit V

·         Justice Reinvestment (CSG Justice Center)

·         The Changing Politics and Demographics in the West (WESTRENDS)

·         Innovations in Science & Technology Shaping the Role of Government and What It Means for the West (WESTRENDS)

·         Growing State Economies: 12 Actions (Economic Development & Trade Committee)

·         Led the Nation in Exporting in 2012: How Did New Mexico Do It? (Economic Development & Trade Committee)

·         Redesigning State Economic Development Agencies (Economic Development & Trade Committee)

·         Arkansas Health Insurance Exchange Experiences (Health Committee)

·         Creation of the Nevada Health Link (Health Committee)

·         Health Insurance Exchanges – Addressing the Challenges Ahead (Health Committee)

·         The Affordable Care Act and the Western States (Health Committee)

·         Lunch Plenary Session: Successful Strategies for Leadership Through Turbulent Times

·         Diabetes 101 (Health Committee)

·         The State of Diabetes in Colorado (Health Committee)

·         Lessons From the Field (Health Committee)

·         Agricultural Water Efficiency: Agriculture Water Use in California (Agriculture & Rural Affairs Committee)

·         The 5A’s of Rural Broadband (Agriculture & Rural Affairs Committee)

·         The Next Farm Bill? (Agriculture & Rural Affairs Committee)

·         Nevada Agriculture: The New Gold Rush (Agriculture & Rural Affairs Committee)

·         Fiscal Perspectives on the Road Ahead for States (Fiscal Affairs Committee)

·         A Look at Budget Strategies for Better Outcomes (Fiscal Affairs Committee)

·         Economic Recovery: Consumer Spending and Housing Industry (Fiscal Affairs Committee)

·         Lunch Plenary Session: An American Economic Renaissance – What’s Ahead?

·         Overview of Education in the Western States (Education Committee)

·         Preschool Education (Education Committee)

·         Rigorous Academic Standards and Assessment Systems (Education Committee)

·         Electrical Transmission Compact: History of the Project (Energy & Public Lands Committee)

·         What is an Interstate Compact: How are They Created? (Energy & Public Lands Committee)

·         How Does an Electrical Transmission Compact Work? (Energy & Public Lands Committee)

·         How Does a Compact Work Administratively? (Energy & Public Lands Committee)

·         Women in Politics Forum: How Women are Changing the Workplace and World

·         The Colorado River: What Does the Future Hold? (Water and Environment Committee)

·         Water Conservation and Innovations (Water and Environment Committee)

·         Weather and Climate Extremes: How Will They Affect Our Water Supplies? (Water and Environment Committee)

·         Bringing Elections into the 21^st Century: Data, Technology, and the Future (Future of Western Legislatures Forum)

·         Technology at Work: Insights from the States (Future of Western Legislatures Forum)

·         Overview of Higher Education Policy in the Western States (Higher Education Task Force)

·         Governance Structures (Higher Education Task Force)

·         Higher Education Finance (Higher Education Task Force)

·         Lunch Plenary Session: A Conversation with ABC News Senior Contributor Claire Shipman.

This report summarizes the discussions that occurred at the plenary and selected committee sessions.

WHEN DOES THE FUTURE BEGIN?

Magnus Lindkvist, Trendspotter

·         It is important to take a long-term perspective on change and progress, or to be a “long-termist.”

·         It is easy to miss slow shifts; if you want to change something, do it slowly and – most often – people will not notice.

·         It can be hard to plan for a future that is almost certainly going to be different from today; for example, it is hard to predict technology.

·         Policy makers need to focus on ideas that used to be good but that are no longer relevant for the present or the future as the world has changed; one example might be the pensionable age.

·         It is important to avoid a zero-sum-game mindset, and instead to think about how to “grow the size of the pie.”

·         Technological progress is a “leveller.”

·         It is not the technology, but rather what we do with it, that is important; that is, the focus should be on what technology enables.

·         It is possible to have positive accidents; consider, for example, penicillin and Post-it notes.

·         Life cannot be lived backwards, but only forwards, and it is important to have a leap of faith into the future.

·         An important question is: do you want to compete or do you want to create?

·         Competing is about competitors, and competition favours sameness.

·         To be creative, an experimental mindset is required; experimentation is being “phased out” of organizations.

·         In order to learn new things, things that are no longer relevant may have to be “unlearned.”

·         Innovation happens “when ideas have sex”; partial ideas can be brought together to form a whole.

·         As most new ideas fail, failures should be “recycled”; eventually, they may become a game changer.

·         It is usual to reward success, but failures should also be recognized, as they may have significant potential in the future.

·         Companies do not become bankrupt because of a lack of information; they become bankrupt because of a failure to act.

·         Patience, which is important to being a “long-termist,” and persistence, which is important when “recycling failures,” are virtues.

NORTH AMERICAN SUMMIT V: THE NORTH AMERICAN IDEA

Robert Pastor, American University

·         North America can be the most secure and dynamic continent; the only thing holding us back is our inability to find new ways to collaborate.

·         The world has three great regions:

§  North America;

§  Asia; and

§  the European Union.

·         Millions of jobs have been created because of the North American Free Trade Agreement (NAFTA), and trade and foreign direct investment among the NAFTA countries have grown significantly.

·         About 75% of the tripling of trade that has occurred post-NAFTA moves over land, but infrastructure investments have been inadequate in some ways.

·         The NAFTA countries:

§  form a continental market;

§  are geographically close to each other;

§  have complementary economies; and

§  have joint and just-in-time production.

·         North America has been negatively affected by:

§  following the terrorist attacks of 11 September 2001, the restoration of barriers that were eliminated after NAFTA;

§  inadequate investments in infrastructure;

§  the “rise” of China;

§  reversion to dual bilateralism rather than continued trilateralism;

§  inertia and domestic interests; and

§  lack of coordination among the NAFTA countries.

·         Domestic interests in the NAFTA countries are often protectionist.

·         The NAFTA countries need a joint approach to China.

·         The agenda and goals of the NAFTA countries could include the following elements:

§  economic competitiveness vis-à-vis Europe and Asia;

§  the development of a seamless continental market;

§  a customs union;

§  a North American plan for infrastructure and transportation;

§  a North American investment fund;

§  education and research;

§  immigration reform and labour mobility; and

§  health care and services.

·         There are a number of questions to be considered, including the following:

§  Should the NAFTA countries operate on a bilateral or continental basis?

§  Should the NAFTA countries form a “caucus” for purposes of Trans-Pacific Partnership (TPP) and other relevant trade negotiations?

§  Should the U.S. government give priority to North American issues?

§  How can the NAFTA countries cooperate in relation to security?

§  What should be done with “symbolic” actions that could occur, such as “Buy North American”?

·         There are at least five competing market platforms, including the following:

§  North America;

§  the European Union;

§  South America;

§  Greater China; and

§  East China.

·         Reinvigoration of North America starts with the states.

NORTH AMERICAN SUMMIT V: NORTH AMERICA TODAY

David Fransen, Canadian Consul General

·         When the United States “sneezes,” Canada “gets a cold”; the impact of U.S. difficulties on Canada is significant.

·         Canada does not have a sub-prime “problem”; Canada’s financial institutions are regulated differently than is the case in the United States, and the institutions have a different culture regarding “how lending is done.”

·         Relative to the United States, Canada entered the global recession more slowly, was not affected as severely and emerged more quickly.

·         While Canada and the United States have a great deal in common, the two countries are very different in a number of ways; some of the differences are good, as they support complementarity, while others are bad, as they can give rise to barriers.

·         Protectionist impulses frustrate growth.

·         While it is important to make the bilateral relationships between NAFTA countries “work,” some trilateral actions are also needed.

·         All jurisdictions are seeking to “go global,” and are “chasing” the same emerging markets; in this context, trade between and among NAFTA partners is being affected by the pursuit of bigger markets.

·         Canada knows that the United States is its biggest market, and is increasingly looking at partnerships with U.S. companies and communities.

NORTH AMERICAN SUMMIT V: TRILATERAL BORDER SYMPOSIUM

Rick Van Schoik, North American Research Partnership

·         North America is at a crossroads, but is poised to dominate the 21^st century if the NAFTA countries can cooperate and realize their destiny.

·         The vitality of North America relies on the movement of goods and people across borders.

·         Borders are difficult but necessary; they are a physically invisible, geographically illogical, militarily indefensible and emotionally inescapable “human creation.”

·         “Near shoring” and “back sourcing” are happening; in conjunction with joint advanced manufacturing, these phenomena can lead to North American competitiveness.

·         Co-investment and co-production can increase prosperity for all.

·         As barriers were re-erected following the terrorist attacks of 11 September 2001, a decade was “lost”; security was given a higher priority than common North American growth, shared production, trade and tourism.

·         Public-private partnerships (P3s) are a key means of making needed investments.

·         Prevention, preparedness, planning, and then reaction, response and recovery from human and natural disasters share common features.

·         Border revenue streams that have minimal cost and potentially large savings can be identified.

·         The NAFTA countries should invest in each other before looking to other world markets.

·         Aspirational goals for the NAFTA countries include the following:

§  a trilateral external security perimeter;

§  a common customs union;

§  a North American passport;

§  an investment fund, perhaps with a focus on energy infrastructure; and

§  a “Buy North American” focus.

·         Realizable goals for the NAFTA countries include the following:

§  moving “ border activities” away from the border;

§  regulatory cooperation;

§  non-invasive technology at the ports of entry;

§  joint risk assessment and management;

§  ending cabotage for trucks and ships; and

§  creating an economic commission.

·         Energy-related goals for the NAFTA countries include the following:

§  ensuring security through inter-dependence;

§  establishing a transborder infrastructure investment fund;

§  establishing an emissions-reduction credit exchange; and

§  approving the Keystone XL pipeline.

JUSTICE REINVESTMENT

Marshall Clement, CSG Justice Center

·         The United States’ corrections system is broken.

·         Corrections is a difficult and costly issue; it has a high cost and low returns.

·         The corrections system consumes an increasing share of the budget in many U.S. states.

·         While national recidivism rates are relatively stable, some states have reduced their recidivism rates by double digits.

·         Crime and incarceration rates can be reduced simultaneously, and some states have done so.

·         Key findings in relation to corrections include the following:

§  There is a need to focus most on those who are most likely to re-offend.

§  Reinvestments in high-performing programs should be made.

§  Supervision of those on probation and on parole, especially those who are most likely to re-offend, should be strengthened.

·         A variety of corrections-related actions are important, including the following:

§  Undertake comprehensive data analysis.

§  Engage all stakeholders.

§  Focus on those who are a high risk for re-offending.

·         Some people re-offend as a means of returning to what is a secure environment for them; they have friends who are also incarcerated, and they are provided with employment, food and lodging.

·         Before actions are taken, it is important to determine the scope and magnitude of the problems.

·         Millions of dollars could be saved by educating and training criminals in institutions so that they are productive members of the community when they are released.

NORTH AMERICAN SUMMIT V: NORTH AMERICAN INFRASTRUCTURE

Caron Wilson, Privy Council Office

·         The Beyond the Border (BTB) initiative is an important bilateral measure, and its Action Plan and four key areas of cooperation are based on Canada and the United States working together at and beyond the border to enhance joint security and economic prosperity; annual reports on progress in achieving the Action Plan’s goals must be prepared, and a number of pilot projects and other joint initiatives are under way.

·         Canada and the United States have the single largest trade and investment relationship in the world, and that relationship supports millions of jobs in both countries.

·         At this time, 38 U.S. states have Canada as their primary foreign export market, including five states in CSG-WEST.

·         Canada and the United States share critical infrastructure, including pipelines, bridges and tunnels.

·         In addressing threats early, Canada and the United States should have common tools and approaches, and threats should be interdicted as early as possible.

Jose Pablo Maauad Ponton, State of Hidalgo, Mexico

·         Logistics are key to economic development in Mexico, and efficient transportation corridors should be expanded and coordinated.

·         Manufacturing competitiveness is at a high level in Mexico.

·         In Mexico, national infrastructure plans are being coordinated with a North American approach.

·         Mexico’s goal is a single, unified planning tool when infrastructure investments are contemplated; a world-class economy is also a goal.

·         North American countries need to compete as a bloc against other economic blocs.

·         North America could be a net exporter of energy.

·         Innovation is occurring in the United States, and this innovation will benefit the other NAFTA countries.

·         There has been a dramatic increase in labour costs in China.

NORTH AMERICAN SUMMIT V: MARKET ACCESS IN NORTH AMERICA

Minister Cal Dallas, Alberta Minister of International and Intergovernmental Relations

·         In North America, the best hope for the future lies in the ability and willingness of the NAFTA countries to work together.

·         Residents of Alberta expect the province to “make a place for itself” in the international community.

·         Achieving North American energy security would be a considerable accomplishment, but satisfying domestic energy needs is not enough; the NAFTA countries must help to meet global energy demand by being energy exporters.

·         Alberta has among the strictest environmental standards in the world, and is very serious about environmental stewardship; the province supports President Obama’s environmental efforts, and has taken steps to control greenhouse gas emissions.

·         Alberta recognizes the need to reduce the environmental impact of oil sands development; Alberta’s oils sands are responsible for one tenth of 1% of global emissions.

Russell Jones, Border Trade Alliance

·         Sequestration in the United States has had an impact on the United States-Mexico border, although U.S. Customs and Border Protection has managed to function without negative impacts on border operations.

·         With limited funding in the United States for border infrastructure, there is a need to find new ways of “doing things.”

·         P3s are one option for meeting infrastructure and staffing needs.

·         Mexican labour laws are becoming more flexible, with benefits for businesses.

·         Increasingly, Mexico is “the place to be” because of such factors as the following:

§  The country’s gross domestic product (GDP) is growing at twice the U.S. rate.

§  Mexico has a young population.

§  The country is making investments in infrastructure.

·         Post-NAFTA, trade among the countries increased.

Julian Adem Diaz de Leon, Consulate of Mexico in Las Vegas

·         Mexico has become important in terms of international trade, especially in North America, with diverse manufacturing and other exports; its trade growth has “exploded” in the last 19 years.

·         Mexico is the United States’ largest foreign supplier of fresh fruits and vegetables, and is the country’s third-largest trading partner.

·         Exports to Mexico maintain and create jobs in the United States.

·         For Mexico, Canada is an “unexploited” market; the two countries share a dynamic and prosperous relationship, and NAFTA has been a key factor in this regard.

·         As the United States’ economy “cools down,” so too does that of Mexico.

·         North America is, and should remain, a region of opportunities for all.

GROWING STATE ECONOMIES: 12 ACTIONS

Erin Sparks, National Governors Association

·         In the United States, while the rate of job loss has slowed, the rate of job creation has not “picked back up.”

·         The United States’ economy has “turned soft on risks”; for example, the following factors may be relevant:

§  Companies are adding jobs more slowly.

§  Investors are reducing the funds in new ventures.

§  Americans are starting fewer businesses.

§  Americans are less likely to change jobs.

·         While governors are talking about attracting businesses, they are also increasing their focus on start-up businesses, entrepreneurship, taxes and the growth of existing businesses.

·         Growth and jobs come from a variety of sources, and the following play a role:

§  entrepreneurs;

§  education and skills;

§  innovation and technology;

§  financial capital and investment;

§  global markets; and

§  industry clusters.

·         There are at least 12 actions that can be taken for growth, including the following:

§  Create a competitive tax and regulatory environment.

§  Put entrepreneurial activity at the top of the state’s economic agenda.

§  Distinguish among different kinds of entrepreneurs and businesses, and target policies and resources accordingly.

§  “Cast a wide net” to find entrepreneurs.

§  Teach entrepreneurship skills and attitudes at all educational levels.

§  Build a start-up environment and culture.

§  Find potential high-growth companies and help them grow.

§  Ensure that entrepreneurs “give back.”

§  Help companies “open doors” to new customers, both locally and globally.

§  Reward strong ties among universities, companies and entrepreneurs.

§  Encourage entrepreneurs and companies of all sizes to build innovation clusters.

§  Build ecosystems rather than programs.

·         A company’s rate of growth varies by its age, its sector and the stage of its development.

·         Entrepreneurship is a real “driver” of growth, and is important for all companies.

·         Start-up companies add a large number of jobs to the economy; that said, such companies have a high failure rate in their early years, which leads to job losses.

·         Factors that are impediments to growth include the following:

§  finding qualified employees;

§  managing growth;

§  taxes;

§  regulatory uncertainty;

§  accessing capital;

§  a sluggish economy; and

§  penetrating global markets.

·         In finding entrepreneurs, it is important to consider veterans, those who are unemployed, women, immigrants and 20-something “techies.”

·         Potential high-growth companies should be identified, and supports should be given – including in respect of financing and mentorship – to help them grow.

·         Strong ties among universities, companies and entrepreneurs should be rewarded, such as through investments in “mega partnerships” involving groups of companies that partner with groups of universities.

·         States play a role in coordinating the key elements of an innovation ecosystem.

·         Existing companies within states are the most likely to create new jobs, and entrepreneurs who are leading the fastest-growing companies should be a focus of economic development efforts.

·         States are applying the lessons learned from cluster strategies to innovation hub strategies; each strategy relies on getting public- and private-sector leaders together to develop an ecosystem of statewide proficiencies.

LED THE NATION IN EXPORTING IN 2012: HOW DID NEW MEXICO DO IT?

Edward Herrera, New Mexico International Trade Director

·         When considering exports, consideration should be given to factors such as the following:

§  research on the potential demand for particular goods and services;

§  available resources to support distribution;

§  product adaptability to a particular market; and

§  support for market development and maintenance.

·         Regarding research, consideration should be given to determining the following:

§  income per capita;

§  the degree of competition;

§  demographic distribution; and

§  other trade and economic statistics.

·         Regarding distribution, consideration should be given to determining the following:

§  the degree of knowledge about the industry;

§  the extent of professional sales staff;

§  the degree of technological support capabilities; and

§  credit issues.

·         Regarding product adaptability, consideration should be given to determining the following:

§  consumer preferences;

§  the degree of product “fit” with the local culture, customs, language, religion, etc.; and

§  the degree to which the focus should be product standardization or differentiation.

·         Regarding support, consideration should be given to determining the following:

§  the extent of sales and technological support;

§  the existence of marketing materials; and

§  finance and credit issues.

·         There are a variety of barriers to international trade that require “navigation,” including the following:

§  linguistic;

§  cultural;

§  structural, such as licences, patents, copyrights, tariffs, quotas, economies of scale, vertical integration, brand loyalty, consumer attitudes, government procurement regulations and government ownership of the means of production;

§  regulatory, such as product registry, and restrictions on sales and marketing; and

§  legal, such as different legal frameworks  regarding the enforcement of contracts.

·         U.S. companies can work with the U.S. Department of Commerce to “navigate” the barriers to international trade.

·         Trade should not be viewed as a zero-sum game.

·         The Asia-Pacific region is probably the most dynamic region in the world.

·         The United States already has free trade agreements with some of the countries participating in the TPP negotiations.

REDESIGNING STATE ECONOMIC DEVELOPMENT AGENCIES

Erin Sparks, National Governors Association

·         It is important to create jobs from within the state.

·         Over the past two years, at least 12 states have reorganized their approach to economic development in response to three pressing challenges:

§  the rise of intense global competition;

§  structural inefficiencies in economic development agencies, including a cumbersome agency design, limited professional experience and the lack of a quantitative evaluation system; and

§  the need for states to “do more with less.”

·         Strategies for successful economic development agencies include the following:

§  Engage and sustain private-sector involvement, such as through P3s, semi-state agencies and/or independent business associations.

§  Create mechanisms to encourage collaboration across state agencies, industries and universities.

§  Institute a quantitative evaluation system with benchmark indicators.

·         P3s may leverage private-sector expertise although perhaps not large amounts of private-sector funding.

·         Economic development agencies should be nimble, and should leverage private-sector experience and perspectives.

·         The core mission of economic development agencies should be informed by a new understanding of economic growth.

·         A state’s governor has an active role to play in the economic development process, from designing the strategy to promoting agency collaboration to being the “deal closer.”

SUCCESSFUL STRATEGIES FOR LEADERSHIP THROUGH TURBULENT TIMES

Howard Putnam, Former Chief Executive Officer, Southwest Airlines

·         A company or state cannot excel without a vision and a plan to indicate where it is going; leadership is also needed.

·         People are looking for a vision and for leadership, which help to guide through turbulent times.

·         Arrogance and ego are the two largest contributors to corporate failures.

·         In the United States, there is a lot at stake at this time.

·         Responsibility, accountability and transparency are important.

·         Turbulence is inevitable, but misery is optional; turbulence provides a great opportunity for change.

·         When the time to perform “arrives,” the time to prepare has passed.

·         Sustainable organizations start with a “flight plan”; they begin with the question of why, not how, and identify their purpose.

·         Turbulence has six stages:

§  alpha – everything is great;

§  beta – try to determine what has gone wrong;

§  flex – make changes and take advantage of the turbulence;

§  gamma – there is an opportunity to recover or restart, but it will be painful, costly and difficult;

§  omega – there is an opportunity for a “fresh start”; and

§  new alpha – there is “redesign.”

·         In times of transformation and turbulence, it is important to take a variety of actions, including the following:

§  simplify, simplify, simplify;

§  get rid of bureaucracy; and

§  lower costs whenever possible.

·         People need to decide the legacy of which they want to be a part; some play the game, others change the way that the game is played.

·         Organizations need to decide the business that they are in, and then they need to develop a culture to support that business; as well, they need to know their “long-term destination.”

·         As it is not possible to “train attitude,” it is important to look for “fit,” to hire “the right attitude” and to develop needed skills.

·         Organizations should hire people that have the following types of attributes or skills:

§  communication;

§  self-confidence;

§  ability to make decisions;

§  ability to solve problems;

§  self-starter;

§  optimistic;

§  cheerful; and

§  team player.

·         It is just as important to tell people what you are not as to tell them what you are.

·         How you perceive the future will chart the course to get you there.

·         Dedicated people make things happen.

AGRICULTURAL WATER EFFICIENCY: AGRICULTURE WATER USE IN CALIFORNIA

David Zoldoske, California State University at Fresno

·         In California, water is the “heart and soul” of agricultural production.

·         Farmers can save water if they implement efficient irrigation technologies and improved irrigation scheduling.

·         There is a need to ensure that irrigation systems are providing the right amount of water.

·         Changes to current water use patterns could affect third-party water supplies.

·         The agricultural sector has lost 5% of its water supply in the last five years.

THE 5A’S OF RURAL BROADBAND

Frank Ohrtman, Internet3 Telecommunications Cooperative

·         In response to the question of what is not working for bringing broadband to rural and remote areas of Colorado, consideration should be given to the following factors:

§  a top-down command and control approach;

§  a “one size fits all” approach; and

§  the perception that broadband is prohibitively expensive.

·         In considering broadband expansion, a three-part mantra might be:

§  All solutions are local.

§  No one size fits all.

§  It does not cost missions of dollars to bring broadband to communities.

·         The five As of rural broadband are:

§  Aggregate experience – as all solutions are local, ensure that the right people are on local and regional planning teams.

§  Assess the broadband environment – determine if the “middle mile” is abundant and affordable.

§  Assess and aggregate demand – survey the community to determine needs and needed speed.

§  Adopt existing resources and solution – build on what already exists.

§  Adapt for sustainability – consider whether the “solutions” implemented today will be around and relevant in five years.

·         Rural and remote communities are as important as urban communities, including in respect of broadband.

·         All of the “pieces” for a better broadband environment are present in one form or another; the challenge is implementation.

·         If a community can show that it has enough demand, supply will be forthcoming.

THE NEXT FARM BILL?

Doug Busselman, Nevada Farm Bureau Federation

·         Past experiences should not be indicators of future expectations.

·         To date, the actions taken to renew the 2008 Farm Bill can be characterized as a soap opera.

·         One in seven Americans receives food stamps.

·         The 2013 farm bill may be the last five-year farm bill.

NEVADA AGRICULTURE: THE NEW GOLD RUSH

Lynn Hettrick, Nevada Department of Agriculture

·         Although there is little private land in Nevada, agriculture is experiencing a resurgence; for example, there is an increased focus on locally grown foods.

·         Agriculture is the third-largest economic sector in Nevada, and the sector has grown continuously despite the economic downturns elsewhere.

·         One problem in Nevada is a lack of water.

·         Nevada is a significant exporter of alfalfa to China, is going to have a major egg processing operation and has fish farms; the state does not have any meat processors.

AN AMERICAN ECONOMIC RENAISSANCE – WHAT’S AHEAD?

Rich Karlgaard, Forbes

·         Officially, the United States came out of the recession in June 2009; economic growth has been 2% per year, which is “okay, but not great” when 4% growth is “normal” for the United States when not in a recession.

·         The “bounce” that was expected after the Great Recession did not occur.

·         Since the end of the Second World War, the United States has had 11 recessions; they have been of various types, including the following:

§  big and deep;

§  long and shallow;

§  short and sharp;

§  regional; and/or

§  national.

·         The United States was founded as a republic, with checks and balances.

·         The United States is intertwined in the global economy, and is a global empire regardless of whether it wishes to be.

·         The retirement of the baby boom generation will put tremendous pressure on the pension system.

·         The U.S. states are models of bipartisan cooperation and solutions.

·         GDP growth has “plummeted” in a number of emerging countries, including China and Brazil.

·         Whether a strong relative value for the dollar is positive or negative depends, at least in part, on whether the focus is exports or imports.

·         At this point, the United States has the most uneven economy in its history: city by city, state by state, region by region, company by company, etc.

·         When answering the question of what it takes for a company to succeed in an uneven economy, consideration should be given to the following factors:

§  Be good at both the “hard” and the “soft” sides of the business.

§  Do not waste time or money.

§  Have well-designed products that appeal to the sense of who customers want to be, rather than who they are.

§  Use teams.

§  Exercise leadership.

§  Trust.

§Tell a story that is authentic and has a moral foundation.

·         At the present time, there are 50 U.S. states engaged in 50 different “experiments”; this diversity provides some information about what works and what does not work.

·         One person has the power to change a community.

OVERVIEW OF EDUCATION IN THE WESTERN STATES

Scott Norton, Council of Chief State School Officers

·         Common core educational standards are a bipartisan initiative in which the federal government played no role; the “anchor” for the development of the standards was college- and career-readiness.

·         Educational remediation costs and rates are staggering.

·         Common core standards should help to ensure:

§  consistency;

§  equity;

§  opportunity;

§  clarity; and

§  economies of scale.

·         The common core standards define expectations for what students should know and should be able to do by the end of each grade.

PRE-SCHOOL EDUCATION

James Squires, National Institute for Early Education Research

·         Children have not changed, but childhood has.

·         There is significant pressure for children to perform well in school.

·         A child’s early years are the learning years; kindergarten is “too late” for many children, as there may be an achievement gap that may never be bridged.

·         While early education may be costly, the costs of not providing early education are “staggering.”

·         The benefits of early childhood education include the following:

§  improved school performance and behaviours;

§  reduced special education interventions;

§  higher rates of school graduation; and

§  increased lifetime earnings.

·         Pre-school programs produce long-term gains.

·         States face an early education balancing act; it is typically possible to have two, but not all, of the following:

§  accessible;

§  affordable; and

§  high quality.

·         Access to early childhood education depends partly on where a child lives; that said, access alone is not enough, as access to high-quality programs is needed.

·         Policy areas that require consideration include the following:

§  early learning standards;

§  the type and number of degrees held by teachers;

§  specialized training held by teachers; and

§  class size.

·         Resources devoted to early childhood education programs are slowly increasing as the economy improves and bipartisan leadership is exercised.

·         For the future, there is a need to move to “pre-kindergarten-20” thinking.

Kelli Bohanon, Washington State Department of Early Learning

·         The United States needs to ensure the existence of a high-quality early learning system, with a continuum of high-quality supports for children and their families.

·         An early learning system helps to ensure school readiness and success for all children.

·         It is important to measure results over time so that investments are being made in the initiatives that are successful.

·         A framework for an early learning plan ensures ready and successful:

§  children;

§  parents, families and caregivers;

§  early learning professionals;

§  schools; and

§  communities.

Nan Vendegna, Colorado Department of Education

·         Early environments play a large role in shaping later outcomes.

·         There are a variety of stages at which investments can be made, including the following:

§  birth to age 5;

§  kindergarten-grade 12;

§  higher education; and

§  while in the workforce.

·         Early childhood interventions have lasting effects.

·         The rate of return on human capital investments varies by age group.

RIGOROUS ACADEMIC STANDARDS AND ASSESSMENT SYSTEMS

Cindy Sharp, Nevada Department of Education

·         There is a need to ensure that the common core educational standards are effective for students.

·         Although the common core standards are focused on mathematics and English language arts, the principles can be applied to other topic areas.

·         Teachers should be supported in the transition to common core standards.

Michael Gilligan, Strategic Initiatives, Achieve

·         The “next generation” of science standards should attempt to ensure that every child is a scientist; all children should be exposed to science education.

·         The speed at which scientific issues change is very rapid.

·         There is a need to move away from memorizing factors to using scientific methods to learn.

·         Students should “do science” in order to learn science.

·         There is a relationship between learning science and learning other topic areas.

Respectfully submitted,