2017-2022 strategic plan - delta...
TRANSCRIPT
A California State Agency
2017–2018 Sacramento-San Joaquin Delta Conservancy BoardKatherine Miller, ChairSan Joaquin County Board of Supervisors
Dolores “Dolly” Sandoval, Vice-ChairAppointed Public Member
Michael CohenCalifornia Department of Finance
Michael EatonAppointed Public Member
Darla GuenzlerAppointed Public Member
John LairdCalifornia Secretary for Natural Resources
Don NottoliSacramento County Board of Supervisors
Karen MitchoffContra Costa County Board of Supervisors
Jim ProvenzaYolo County Board of Supervisors
Elizabeth PattersonSolano County Representative
Dan TaylorAppointed Public Member
Jim Frazier (non-voting)State Assembly, District 11
Bill Dodd (non-voting)State Senate, District 3
Liaison Advisors Steve ChappellSuisun Resource Conservation District
Matt GerhartCalifornia Coastal Conservancy
Martha OzonoffYolo Basin Foundation
Steve GoldbeckSan Francisco Bay Conservation and Development Commission
Paul SouzaU.S. Fish and Wildlife Service
Charlotte AmbroseU.S. National Marine Fisheries Service
Stu TownsleySouth Pacific Division, U.S. Army Corps of Engineers
Mike VillinesCentral Valley Flood Protection Board
Pablo ArroyaveU.S. Bureau of Reclamation
Erik VinkDelta Protection Commission
AcknowledgementsThe Sacramento-San Joaquin Delta Conservancy
is deeply appreciative of the many individuals,
organizations, and government agencies
that played a role in the development of this
plan. Their input and support was invaluable.
In particular, the Conservancy would like to
acknowledge Conservancy staff.
Edmund G. Brown Jr.Governor
John LairdSecretary for Natural Resources Agency
Campbell IngramExecutive Officer
Sacramento-San Joaquin Delta Conservancy
The Conservancy contracted with an external team lead by Kearns & West, Inc. to assist with preparation of this plan. The team members are:
J. Michael Harty, Project Director . . . . . . . . . . . . . . . . Kearns & West, Inc.
Sam Magill, Outreach Lead . . . . . . . . . . . . . . . . . . . . . . Kearns & West, Inc.
Briana Seapy, Project Manager. . . . . . . . . . . . . . . . . . . Kearns & West, Inc.
Michelle Orr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ESA PWA
Ramona Swenson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ESA PWA
Ellen Cross . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Strategy Driver, Inc.
Charles Gardiner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Catalyst Group, Inc.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 5
Executive SummaryThe Sacramento-San Joaquin Delta Reform Act of 2009 established the statutory framework for the Conservancy to
oversee actions that would result in mutual benefits to the Delta’s ecosystem and economy. With hard work and diligence,
the Conservancy has successfully embarked upon this statutory mission. The Strategic Plan not only acts as a roadmap
for enhancing the Delta’s ecosystem and economy, but also builds off past successes to carry the Conservancy’s mission
forward during the next five years (2017-2022).
A Foundation of Success
Working collaboratively with the Delta community and
agencies, the Conservancy has built a solid foundation
of success since it was established in 2010. The
implementation of the Proposition 1 Grant Program has
awarded almost $5.9 million in funding for 8 projects, and
the Conservancy has also secured $7 million in funding
from other diverse sources to support high priority efforts.
The Conservancy’s commitment to collaborative planning
has produced successful regional planning efforts, a
Delta marketing plan and tourism infrastructure, and a
network to support watershed health. Other initiatives
have included invasive species control, mapping and
pilot projects, tracking tools for habitat improvement
projects, and the approval of a new wetland protocol for
greenhouse gas emission offset credits.
The Next Five Years
The Conservancy’s strategy for the next five years reflects
a commitment to focus, momentum, and accountability
and its accomplishments provide the groundwork for the
Conservancy’s future success to build upon. A successful
Conservancy will have fostered its role as a valued partner
in the Delta region while continuing to advance successful
projects and initiatives that protect, enhance, and restore
the Delta’s economy, agriculture, working landscapes, and
environment. To achieve this vision and meet its goals, the
Conservancy has set clear and measurable objectives and
performance measures to ensure accountability, measure
success, and inform future decision-making.
THE CONSERVANCY’S MISSION:
Working collaboratively and in coordination
with local communities, the Conservancy will
lead efforts to protect, enhance, and restore
the Delta’s economy, agriculture and working
landscapes, and environment for the benefit of
the Delta region, its local communities, and the
citizens of California.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 6
Executive Summary
Three Strategic Goals
The Conservancy has set three strategic goals that reflect
its mission and priorities:
Goal 1: Delta Agricultural and Economic Enhancement -
Promote multi-benefit Delta working landscapes and a
robust Delta tourism economy, in collaboration with local
stakeholders and the Delta Protection Commission, to
enhance the unique cultural, recreational, natural resource,
and agricultural values of the Delta.
Goal 2: Delta Ecosystem Viability -
Fund and implement high priority projects that increase
Delta ecosystem viability through sustaining critical
habitat, restoring ecological function, improving water
quality, protecting listed species, increasing ecosystem
diversity, and managing for climate change; and continue
to work collaboratively to define multi-benefit restoration
objectives.
Goal 3: Conservancy Organizational Strength and Sustainability -
Cultivate a durable and effective organization via strategic
collaboration, effective staffing and management, and
long-term financial planning.
For each goal there is a Description of Success, as well as
detailed Objectives, Performance Measures, and Metrics
that reflect the Conservancy’s commitment to outcomes
and accountability. An annual Implementation Plan will
provide detail regarding activities related to specific
projects to achieve these goals and will serve as a tool for
ongoing planning dialogues between the Conservancy’s
Board and staff.
The following table summarizes the 2017-2022 Strategic Plan’s Organization.
GOAL 1: Delta Agricultural and
Economic Enhancement
GOAL 2: Delta Ecosystem Viability
GOAL 3: Conservancy Organizational Strength and Sustainability
Description of Success Description of Success Description of Success
Objectives by Category Objectives by Category Objectives by Category
Delta Economic and Agricultural Enhancement
Ecosystem Restoration and Protection
Grants and Funding
Ecosystem Restoration and Protection
Delta Economic and Agricultural Enhancement
Grants and Funding
Administration
Grants and Funding
Performance Measures and Metrics
Performance Measures and Metrics
Performance Measures and Metrics
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 7
Executive Summary
Community Involvement, Outreach and Engagement
The success of this plan is centered on the Conservancy’s commitment to meaningful involvement of the Delta
community. This commitment has been a guiding principle for the Conservancy since it was established and is at the
heart of its identity as a reliable collaborator, effective convener, and valued partner. The fundamentals of partnering
and coordinating with the Delta community are interwoven with the goals, objectives, and performance measures that
comprise this plan.
A copy of this Strategic Plan can be found at the Conservancy’s website: http://www.deltaconservancy.ca.gov.
A printed copy may be requested by contacting the Conservancy at [email protected] or by phone
via (916) 375-2084.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 8
Executive Summary
DEL
TA C
ON
SERV
AN
CY 2
017
STRA
TEG
IC P
LAN
– G
OA
LS &
OBJ
ECTI
VES
GO
AL
1: D
elta
Agr
icul
tura
l and
Ec
onom
ic E
nhan
cem
ent
GO
AL
2: D
elta
Eco
syst
em V
iabi
lity
GO
AL
3: C
onse
rvan
cy O
rgan
izat
iona
l St
reng
th a
nd S
usta
inab
ility
Obj
ectiv
es b
y Ca
tego
ryO
bjec
tives
by
Cate
gory
Obj
ectiv
es b
y Ca
tego
ry
Del
ta E
cono
mic
and
Agr
icul
tura
l Enh
ance
men
t1.
W
ork
dire
ctly
with
loca
l lan
d ow
ners
, far
mer
s, an
d ot
hers
to a
naly
ze th
e st
ate
of D
elta
agr
icul
ture
an
d id
entif
y pr
iorit
y ag
ricul
tura
l inv
estm
ents
and
ec
onom
ic o
ffset
str
ateg
ies f
or a
gric
ultu
ral l
and
conv
ersio
ns2.
Es
tabl
ish a
n ag
ricul
tura
l sta
keho
lder
gro
up to
co
nsul
t on
agric
ultu
ral s
usta
inab
ility
str
ateg
y id
entifi
catio
n an
d ev
alua
tion;
and
on
agric
ultu
ral
sust
aina
bilit
y pr
ojec
t pla
nnin
g, p
riorit
izat
ion,
and
im
plem
enta
tion
3.
Supp
ort t
he D
elta
Mar
ketin
g Ta
sk F
orce
and
Del
ta
Prot
ectio
n Co
mm
issio
n in
iden
tifyi
ng a
nd s
ecur
ing
fund
ing
to im
plem
ent p
riorit
y ob
ject
ives
in th
e Fi
ve-
Year
Del
ta M
arke
ting
Plan
in c
oope
ratio
n w
ith lo
cal
busin
ess s
take
hold
ers
Ecos
yste
m R
esto
ratio
n an
d Pr
otec
tion
4.
Supp
ort o
utflo
w w
ater
qua
lity
impr
ovem
ents
on
wor
king
land
s by
coor
dina
ting
with
age
ncie
s and
lo
cal i
nter
ests
to id
entif
y an
d im
plem
ent b
est
man
agem
ent p
ract
ices
5.
Incr
ease
acc
essib
ility
and
util
ity o
f reg
iona
l wat
er
qual
ity d
ata
Gra
nts
and
Fund
ing
6.
Fund
Pro
posit
ion
1-el
igib
le a
gric
ultu
ral s
usta
inab
ility
pr
ojec
ts th
at p
rovi
de e
cosy
stem
and
/or w
ater
shed
pr
otec
tion
and/
or re
stor
atio
n be
nefit
s7.
Iden
tify,
trac
k, a
nd p
ursu
e fu
ndin
g op
port
uniti
es
to su
ppor
t im
plem
enta
tion
of a
gric
ultu
ral a
naly
sis-
iden
tified
prio
rity
inve
stm
ents
8.
Iden
tify,
trac
k, a
nd p
ursu
e fu
ndin
g to
supp
ort
impl
emen
tatio
n of
prio
rity
obje
ctiv
es in
the
Five
-Ye
ar D
elta
Mar
ketin
g Pl
an, r
ecre
atio
n an
d to
urism
pr
ojec
ts, a
nd h
istor
ical
pre
serv
atio
n pr
ojec
ts
Ecos
yste
m R
esto
ratio
n an
d Pr
otec
tion
1.
Prot
ect,
rest
ore,
or e
nhan
ce h
abita
t and
impr
ove
wat
er q
ualit
y th
roug
h im
plem
enta
tion
of g
rant
-fu
nded
pro
ject
s2.
St
reng
then
the
coor
dina
tion
of w
ater
qua
lity
mon
itorin
g, d
ata
inte
grat
ion,
impl
emen
tatio
n of
be
st m
anag
emen
t pra
ctic
es, a
nd e
nviro
nmen
tal
educ
atio
n eff
orts
in p
artn
ersh
ip w
ith e
xist
ing
Del
ta
wat
ersh
ed e
ffort
s 3.
Co
mpl
ete
regi
onal
rest
orat
ion
stra
tegi
es a
nd
prio
ritie
s for
the
Cach
e Sl
ough
Com
plex
and
fo
r add
ition
al re
gion
(s) in
coo
rdin
atio
n w
ith
Del
ta s
take
hold
ers;
colla
bora
te w
ith p
artn
ers t
o im
plem
ent h
igh
prio
rity
proj
ects
iden
tified
in
regi
onal
pla
ns4.
D
eter
min
e ap
prop
riate
con
ditio
ns u
nder
whi
ch
the
Cons
erva
ncy
wou
ld c
onsid
er la
nd o
wne
rshi
p/m
anag
emen
t 5.
Co
ntin
ue to
impl
emen
t an
inva
sive
spec
ies c
ontro
l pr
ogra
m a
nd im
plem
ent o
ther
on-
the-
grou
nd
proj
ects
to p
rote
ct, r
esto
re, o
r enh
ance
Del
ta h
abita
t
Del
ta E
cono
mic
and
Agr
icul
tura
l Enh
ance
men
t6.
Co
llabo
rate
with
Del
ta in
tere
sts a
nd a
genc
ies t
o de
velo
p pr
ogra
ms a
nd p
rom
ote
ince
ntiv
es fo
r lan
d m
anag
emen
t pro
ject
s tha
t red
uce
carb
on e
miss
ions
7. Ev
alua
te p
ublic
use
opp
ortu
nitie
s on
publ
ic la
nd in
th
e D
elta
and
mak
e re
com
men
datio
ns o
n ho
w to
im
prov
e op
port
uniti
es fo
r rec
reat
ion
and
educ
atio
n
Gra
nts
and
Fund
ing
8.
Fund
Pro
posit
ion
1-el
igib
le p
roje
cts t
hat
prov
ide
ecos
yste
m p
rote
ctio
n, re
stor
atio
n, a
nd
enha
ncem
ent;
wat
er q
ualit
y; a
nd/o
r wat
er-re
late
d ag
ricul
tura
l sus
tain
abili
ty b
enefi
ts
9.
Seek
fund
ing
and
proj
ect d
evel
opm
ent r
esou
rces
for
high
prio
rity
rest
orat
ion
proj
ects
iden
tified
thro
ugh
regi
onal
pla
nnin
g eff
orts
Adm
inis
trat
ion
1.
Prov
ide
a sa
fe, c
reat
ive,
insp
iring
, and
equ
itabl
e w
orki
ng e
nviro
nmen
t for
sta
ff an
d m
anag
emen
t co
nsist
ent w
ith s
tate
sta
ndar
ds2.
Em
ploy
man
agem
ent p
ract
ices
to e
mpo
wer
sta
ff cr
eativ
ity, i
ncre
ase
staff
rete
ntio
n, a
nd p
rom
ote
orga
niza
tiona
l cap
abili
ties t
o m
atch
the
dive
rse
need
s of t
he D
elta
com
mun
ity3.
D
evel
op a
sta
ff su
cces
sion
plan
to e
nsur
e th
e effi
cien
t tra
nsfe
r of i
nstit
utio
nal k
now
ledg
e4.
Co
ntin
uous
ly e
valu
ate
and
impr
ove
orga
niza
tiona
l effi
cien
cy, p
rogr
amm
atic
str
uctu
re, a
nd w
orkp
lace
en
viro
nmen
t5.
En
able
effe
ctiv
e an
d su
stai
nabl
e Co
nser
vanc
y op
erat
ion
with
in th
e D
elta
com
mun
ity b
y st
reng
then
ing
exist
ing
part
ners
hips
and
dev
elop
ing
last
ing
new
par
tner
ship
s with
Del
ta a
genc
ies a
nd
loca
l int
eres
ts6.
In
crea
se a
war
enes
s of t
he C
onse
rvan
cy’s
achi
evem
ents
am
ong
fund
ers,
part
ners
, and
the
publ
ic th
roug
h in
-per
son
outre
ach,
soc
ial m
edia
, an
d ot
her m
etho
ds
Gra
nts
and
Fund
ing
7. D
iver
sify
and
expa
nd fu
ndin
g so
urce
s to
adeq
uate
ly
supp
ort p
rogr
am w
ork,
sust
ain
curre
nt s
taff,
and
gr
ow s
taff
as n
eede
d to
mee
t pro
gram
nee
ds a
nd
Cons
erva
ncy
goal
s8.
Id
entif
y an
d pl
an fo
r pot
entia
l lon
g-te
rm fu
ndin
g sc
enar
ios t
o po
sitio
n th
e Co
nser
vanc
y to
sust
ain
and
grow
its p
rogr
ams v
ia fu
ture
bon
ds o
r oth
er fu
ndin
g so
urce
s9.
Pr
omot
e Co
nser
vanc
y go
als a
nd o
bjec
tives
thro
ugh
Boar
d en
gage
men
t to
cons
truc
tivel
y su
ppor
t Co
nser
vanc
y fu
ndin
g eff
orts
incl
udin
g th
e pu
rsui
t of
bond
fund
ing
Section Description
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 9
ContentsExecutive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
I. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
A Foundation for Future Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Conditions for Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Preparing this Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
II. Goals and Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Community Involvement, Outreach, and Engagement – A Guiding Principle . . . . . . . 18
Goal 1: Delta Agricultural and Economic Enhancement . . . . . . . . . . . . . . . . . . . . . 19
OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
PERFORMANCE MEASURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Goal 2: Delta Ecosystem Viability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
PERFORMANCE MEASURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Goal 3: Conservancy Organizational Strength and Sustainability . . . . . . . . . . . . . . . 23
OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
PERFORMANCE MEASURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
III. Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Appendix A: Strategic Plan Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Appendix B: Important Delta Conservancy Documents . . . . . . . . . . . . . . . . . . . . . . 28
Appendix C: Delta Conservancy’s Legislative Responsibilities . . . . . . . . . . . . . . . . . . 29
Figures & Tables
Figure 1. Sacramento-San Joaquin Delta Conservancy Service Area Map . . . . . . . . . . . . . 15
Table 1. 2017 Strategic Plan Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Table 2. Goal 1 Performance Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Table 3. Goal 2 Performance Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Table 4. Goal 3 Performance Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 11
1 For details on the Delta Conservancy’s legislative statutes, reference the following webpage: http://www.deltaconservancy.ca.gov/legislation
I. IntroductionThe Sacramento-San Joaquin Delta Reform Act of 2009
established the statutory framework for the Conservancy
to oversee actions that would result in mutual benefits
to the Delta’s ecosystem and economy.1 With hard work
and diligence, the Conservancy has successfully embarked
upon this statutory mission. The Strategic Plan not only
acts as a roadmap for enhancing the Delta’s ecosystem
and economy, but also builds off past successes to carry
the Conservancy’s mission forward during the next five
years (2017-2022).
The Conservancy’s strategy for continued progress
and success is built around focus, momentum, and
accountability for delivering results. Focus is reflected in
three goals and concrete objectives described in Section II.
Momentum is reflected in the commitment to realizing
the benefits of collaborative investments in existing
projects and programs (see below) along with new
initiatives. Accountability is reflected in a commitment
to performance measures associated with each Goal,
ongoing assessment of progress, and openness to
learning and adaptation.
The Conservancy will implement its three-pronged
strategy over the next five years through the following
projects, initiatives, and programs:
i Putting its Proposition 1 grant funding
authorization of $50 million to work for the
Delta through planning and implementation
of (1) ecosystem protection, restoration, and
enhancement, (2) water quality, or (3) water-
related agricultural sustainability projects that
lead to measurable outcomes;
i Maintaining its role as a leader for comprehensive
regional planning for the advancement of
proposition 1 eligible projects by completing
the Cache Slough regional planning effort and
initiating similar efforts in other locations;
i Supporting current programs and initiatives such
as Arundo control, the Delta Mercury Exposure
Reduction Program, the Delta Restoration
Network, and project trackers that are consistent
with the goals and objectives in this Plan (these
projects are discussed starting on page 9);
i Coordinating the implementation of the
Five-Year Marketing Strategy that promotes
measurable economic success across the Delta
through collaboration with the Delta Marketing
Taskforce, in partnership with the Delta
Protection Commission;
i Continuing to strengthen the Conservancy
as an effective, efficient organization through
its staffing, procedures, structure, and
consistent commitment to meaningful external
engagement;
THE CONSERVANCY’S MISSION:
Working collaboratively and in coordination
with local communities, the Conservancy will
lead efforts to protect, enhance, and restore
the Delta’s economy, agriculture and working
landscapes, and environment for the benefit of
the Delta region, its local communities, and the
citizens of California.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 12
About the Sacramento – San Joaquin Delta and the Conservancy
i Continuing to secure new funding to support
its goals and objectives; and
i Exploring the conditions under which the
Conservancy might assume land ownership or
management responsibilities.
A Foundation for Future Success
The Conservancy’s successes since it was established
in 2010 serve as the foundation for decision-making and
action during the next five years. Key accomplishments
include:
Proposition 1 Grant Program
Proposition 1, the Water Quality, Supply, and Infrastructure
Improvement Act of 2014, allocated $50 million for
competitive grants to be awarded by the Conservancy to
support multi-benefit ecosystem and watershed protection
and restoration projects in accordance with statewide
priorities.2 The Board and staff established a successful
grant program with three focal areas: 1) ecosystem
protection, restoration, and enhancement, (2) water quality,
and (3) water-related agricultural sustainability.
The Conservancy has administered two rounds of grants,
awarding $5.9 million for eight proposals in the 2015/2016
fiscal year and $4.4 million for four proposals in the
2016/2017 fiscal year. Specific funded activities include:
restoration of upland, floodplain, and wetland ecosystems;
enhancement of agricultural land and wetlands; acquisition
of flood and conservation easements; and planning efforts
for restoration projects and water quality improvements on
working lands. The third grant solicitation is scheduled for
Summer 2017.
2 See California Water Code, Sections 79730, 797313 2012 Delta Conservancy Strategic Plan p. 31
Diversified Funding SourcesThe Conservancy sought and was awarded more than
$7 million in funding from multiple sources, including:
i U.S. Department of Commerce Economic
Development Administration to support a Delta
marketing campaign
i S.D. Bechtel, Jr. Foundation for the Delta Dialogue
and Data Platform Proof of Concept projects
i U.S. Environmental Protection Agency to enhance
restoration project tracking, and for advancing
reporting of performance measures for wetland
restoration projects within the EcoAtlas platform
i U.S. Bureau of Reclamation Bay-Delta Fund for
environmental education and outreach
i California Department of Water Resources for
giant reed (Arundo) control and restoration
Relationships, Outreach and Engagement
The Conservancy has developed partnerships with
the diverse Delta community in addition to state, local,
and federal agencies. Maintaining and expanding these
relationships will continue to be key to the Conservancy’s
ongoing success. Consistent with its 2012 Plan, the
Conservancy has been a leader “through collaboration
and cooperation with others.”3 The Delta Marketing
Project, the Delta Restoration Network, and regional
integrated restoration planning efforts are examples of
the Conservancy’s commitment to collaborative
engagement with all interested stakeholders in decision-
making processes.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 13
About the Sacramento – San Joaquin Delta and the Conservancy
Collaborative Planning
The Conservancy is leading comprehensive regional
planning that began in 2016 for the advancement of
Proposition 1 eligible projects for the Cache Slough
Complex. This pilot effort is developing a restoration
strategy that integrates habitat restoration, water quality
enhancements, regional flood improvements, and
sustainable agriculture in an effort to identify projects
that would be eligible for Proposition 1 funding. In Phase
I, the collaborative collected information for ecosystems,
agriculture, flood protection and water supply to develop
a shared understanding of the region’s baseline resource
conditions and initial indications of eligible projects. Phase
II is expected to develop a regional strategy to serve as
the basis for on-the-ground restoration projects that are
broadly supported by regional stakeholders.
Delta Marketing ProjectThe Conservancy received a grant from the U.S.
Department of Commerce Economic Development
Administration to form a Delta Marketing Taskforce and
create an infrastructure for the Delta community to
manage the Delta’s long-term marketing needs. A 5-year
Delta Marketing Plan and a tourism-focused website (www.
visitcadelta.org) were developed through collaboration
with the Taskforce and in partnership with the Delta
Protection Commission. These efforts are the second phase
of the Delta Awareness Campaign, which started with a
collaborative development of a Delta Brand.
Delta Watershed Initiative Network
The Conservancy initiated the Delta Watershed Initiative
Network (WIN) in 2014 to focus on watershed protection.
The Delta WIN has successfully facilitated a regional
network of projects to support healthy watersheds.
Projects included coordination of water quality monitoring,
improving data integration, and providing environmental
stewardship activities such as waterway cleanups in the fall
and spring.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 14
About the Sacramento – San Joaquin Delta and the Conservancy
Delta Mercury Exposure Reduction Program (MERP)
This project focuses on reducing human health risks from
eating fish caught in the Delta that are contaminated with
elevated levels of mercury. The Conservancy partnered
with the California Department of Public Health, Office of
Health Hazard Assessment, and Central Valley Regional
Water Quality Control Board on this project. Through
this coordination, and working collaboratively with a
stakeholder advisory group, Delta MERP has developed
and field-tested fish consumption brochures and advisory
signs for posting at fishing locations throughout the Delta.
Delta MERP anticipates posting approximately 50 signs
throughout the Delta in 2017.
Arundo Control and Restoration
The Conservancy is working with multiple partners around
the Delta to control Arundo, a non-native invasive grass.
Arundo grows along the edges of sloughs and canals in
the Delta and restricts shoreline access, creates fire hazards,
and displaces native plants and associated wildlife. Project
activities include mapping Arundo sites and prioritizing
restoration value; identifying potential sites for biological
control; and conducting a pilot project for Arundo control
and habitat restoration in the Cache Slough Complex and
other Delta locations.
Project Tracker (EcoAtlas)
EcoAtlas is a set of tools for generating, assembling,
storing, visualizing, sharing, and reporting environmental
data and information for effective wetland management.
The Conservancy enhanced EcoAtlas’ functionalities to
accommodate project-tracking needs for the Delta. To date,
the Conservancy has uploaded into EcoAtlas hundreds of
habitat protection, enhancement, and restoration projects
throughout the Bay-Delta region. The Conservancy
continues to support ongoing efforts to improve data
management and accessibility within EcoAtlas.
Conditions for SuccessThe following are key resources, actions, decisions, and outcomes that will shape the Conservancy’s ability to achieve the goals and objectives of this Plan. While it is not possible to precisely quantify the impact of each condition, or to predict its future occurrence, the conditions identified below reflect a “best guess” about what it will take for the Conservancy to succeed.
3 Funding – Diversified and long-term funding, such as that from future bonds or other sources, to support project development and implementation, grant-making, and sufficient staffing.
3 Staff Capacity – Adequate and qualified personnel resources, including expertise to effectively manage Conservancy programs and projects.
3 Community Involvement – Active participation by the Delta community to help guide Conservancy planning, programs, and projects.
3 Organizational Cohesion – Clear roles, responsibilities, and accountability of Conservancy Board and staff for achieving the Conservancy’s goals and objectives.
This Strategic Plan is consistent with the Delta Stewardship Council’s Delta Plan, the Delta Protection Commission’s Land Use and Resource Management Plan, the Central Valley Flood Protection Plan, the 2011 Suisun Marsh Habitat Management Plan, and the Suisun Marsh Preservation Act.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 15
About the Sacramento – San Joaquin Delta and the Conservancy
Preparing this Strategic Plan
This Plan reflects extensive input gathered through: electronic surveys targeting four distinct audiences (Conservancy Board
members, members of the public, key agency contacts, and Conservancy staff); two public workshops (one held in each
the North and South Delta); and in-person meetings with state agency representatives and Conservancy staff. A detailed
review of this input process can be found in Appendix A.
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Figure 1. Sacramento-San Joaquin Delta Conservancy Service Area Map
Figure 1. Sacramento-San Joaquin Delta Conservancy Service Area Map
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 16
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 17
II. Goals and ObjectivesThis Plan is organized around three goals that reflect the Conservancy’s mission. For each goal there is a
description of what “success” will look like. Each goal has multiple objectives organized by the categories
identified in the table below and a list of performance measures linked to objectives. Table 1 presents an
organizing framework for these Plan elements.
Table 1. 2017 Strategic Plan Organization
GOAL 1: Delta Agricultural and
Economic Enhancement
GOAL 2: Delta Ecosystem Viability
GOAL 3: Conservancy Organizational Strength and Sustainability
Description of Success Description of Success Description of Success
Objectives by Category Objectives by Category Objectives by Category
Delta Economic and Agricultural Enhancement
Ecosystem Restoration and Protection
Grants and Funding
Ecosystem Restoration and Protection
Delta Economic and Agricultural Enhancement
Grants and Funding
Administration
Grants and Funding
Performance Measures and Metrics
Performance Measures and Metrics
Performance Measures and Metrics
THE DELTA COMMUNITY IS:
Delta residents, businesses, agricultural sector, landowners,
elected officials, agricultural organizations, conservation
organizations, and local, state, and federal agencies.
Section Description
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 18
Community Involvement, Outreach, and Engagement – A Guiding Principle
Effective outreach and engagement are at the core of
the Conservancy’s mission and the foundation of this
Strategic Plan. The Conservancy is committed to consistent,
meaningful engagement with the Delta community and
its stakeholders. The Conservancy has built its identity
as an effective convener and a reliable collaborator by
establishing individual relationships, educating the public
about the Conservancy and its legislative purpose, defining
a meaningful and complementary role among other Delta
agencies, and inviting the Delta community to participate
in planning and decision-making about habitat protection
and economic development. Commitments to partner
and coordinate with the Delta community are interwoven
throughout the goals, objectives, and performance
measures described in this section.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 19
Goals and Objectives
Goal 1:Delta Agricultural and Economic Enhancement
Promote multi-benefit Delta working landscapes and a robust Delta tourism economy, in collaboration with
local stakeholders and the Delta Protection Commission, to enhance the unique cultural, recreational, natural
resource, and agricultural values of the Delta.
Success is a Conservancy that is a trusted partner in the Delta agricultural and business communities and supports efforts to increase Delta agricultural and economic well-being, while complementing Delta ecosystem viability.
OBJECTIVESDelta Economic and Agricultural Enhancement
1. Work directly with local land owners, farmers, and
others to analyze the state of Delta agriculture and
identify priority agricultural investments and economic
offset strategies for agricultural land conversions
2. Establish an agricultural stakeholder group to consult
on agricultural sustainability strategy identification and
evaluation; and on agricultural sustainability project
planning, prioritization, and implementation
3. Support the Delta Marketing Task Force and Delta
Protection Commission in identifying and securing
funding to implement priority objectives in the Five-
Year Delta Marketing Plan in cooperation with local
business stakeholders
Ecosystem Restoration and Protection
4. Support outflow water quality improvements on
working lands by coordinating with agencies and
local interests to identify and implement best
management practices
5. Increase accessibility and utility of regional water
quality data
Grants and Funding
6. Fund Proposition 1-eligible agricultural sustainability
projects that provide ecosystem and/or watershed
protection and/or restoration benefits
7. Identify, track, and pursue funding opportunities
to support implementation of agricultural analysis-
identified priority investments
8. Identify, track, and pursue funding to support
implementation of priority objectives in the Five-Year
Delta Marketing Plan, recreation and tourism projects,
and historical preservation projects
While sufficient funding is an explicit condition for success,
strategic pursuit of funding opportunities is an objective
identified within each goal to emphasize the Conservancy’s
commitment to financial stability.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 20
Goals and Objectives
PERFORMANCE MEASURES
The performance measures for Goal 1 focus on Conservancy partnerships, analysis, and
funding for economic growth and agricultural sustainability. During the next five years,
the Conservancy will track its accomplishments and report on its contributions to the
broader economic development goals for the region (Table 2).
Table 2. Goal 1 Performance Measures
OBJECTIVES PERFORMANCE MEASURES METRICS
1, 2, 6, 7
i Development and maintenance of successful partnership with an agricultural stakeholder group
i Preparation of a Delta agricultural analysis in consultation with stakeholder group
i Identification/prioritization of agricultural investments and offset strategies in consultation with stakeholder group
i Funding secured for agricultural sustainability projects
i Delta agricultural report i Approved/accepted priorities and number of
supporting partners i Amount of funding secured/percent of
priorities funded i Number of grant projects and total funding
3, 8
i Funding secured for accomplishing objectives of the 5-year Delta Marketing Plan
i Strength and value of partnership with DPC and Delta Marketing Task Force
i Number of 5-year Delta Marketing Plan objectives completed
i Conservancy contribution to Delta collaborative partnerships
4, 5
i Identify and evaluate best management practices in partnership with the agricultural sector and agencies
i Implement Best Management Practices in the Delta in partnership with the agricultural sector and agencies
i Increase regional water quality data access
i Identified best management practices i Number and acreage of projects implementing
Best Management Practices i Improvements to accessibility and utility of
regional water quality data
These performance measures promote the Conservancy’s vision
of an economically vibrant Delta with a robust agricultural
community and a growing tourism and recreation sector.
PERFORMANCE MEASURES:
To track the Delta Conservancy’s
progress, and contribute to
broader performance tracking in
the Delta, each goal includes a table
of performance measures.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 21
Goals and Objectives
Goal 2:Delta Ecosystem Viability
Fund and implement high priority projects that increase Delta ecosystem viability through sustaining critical
habitat, restoring ecological function, improving water quality, protecting listed species, increasing ecosystem
diversity, and managing for climate change; and continue to work collaboratively to define multi-benefit
restoration objectives.
Success is a Conservancy that leads locally-supported habitat conservation and water quality improvements in the Delta through collaboration with local stakeholders and agencies to define and implement restoration priorities.
OBJECTIVESEcosystem Restoration and Protection
1. Protect, restore, or enhance habitat and improve
water quality through implementation of
grant-funded projects
2. Strengthen the coordination of water quality
monitoring, data integration, implementation of
best management practices, and environmental
education efforts in partnership with existing Delta
watershed efforts
3. Complete regional restoration strategies and priorities
for the Cache Slough Complex and for additional
region(s) in coordination with Delta stakeholders;
collaborate with partners to implement high priority
projects identified in regional plans
4. Determine appropriate conditions under which
the Conservancy would consider land ownership/
management
5. Continue to implement an invasive species control
program and implement other on-the-ground projects
to protect, restore, or enhance Delta habitat
Delta Economic and Agricultural Enhancement
6. Collaborate with Delta interests and agencies to
develop programs and promote incentives for land
management projects that reduce carbon emissions
7. Evaluate public use opportunities on public land in the
Delta and make recommendations on how to improve
opportunities for recreation and education
Grants and Funding
8. Fund Proposition 1-eligible projects that provide
ecosystem protection, restoration, and enhancement;
water quality; and/or water-related agricultural
sustainability benefits
9. Seek funding and project development resources for
high priority restoration projects identified through
regional planning efforts
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 22
Goals and Objectives
PERFORMANCE MEASURES
The performance measures for Goal 2 focus on partnerships and funding for the planning, protection, restoration, and
management of priority habitats and water quality improvements (Table 3).
Table 3. Goal 2 Performance Measures
OBJECTIVES PERFORMANCE MEASURES METRICS
1, 2, 5
i Habitat restoration, enhancement, and improvement projects
i Number of projects and partnerships for habitat restoration, invasive species management, watershed protection, or water quality enhancement
i Acres of protected, restored, or enhanced land by habitat and location
i Acres with Best Management Practices and/or other management techniques for water quality and weed treatment/invasive species control
3
i Comprehensive regional planning for advancement of Proposition 1 eligible projects
i Completed comprehensive regional planning for advancement of Proposition 1 strategies
i Number of ecosystem restoration-focused partnerships and collaborations
i Number of projects implementing regional strategies
4 i Analysis of Conservancy land ownership and management options
i Completion and approval of land ownership and management analysis
6, 7
i Effective carbon sequestration project implementation in partnership with the agricultural sector
i Analysis of recreational and educational opportunities and recommendations to improve
i Number/locations of projects i Dollars invested in multi-benefit carbon
sequestration, recreation, and education i Acres with subsidence reversal or carbon
sequestration practices i Carbon sequestered and offset revenue realized i Completed analysis of and recommendations
regarding recreational and education opportunities
i Number/distribution of recreational and educational projects implemented
8, 9
i Funding for projects that provide ecosystem and/or watershed protection and/or restoration benefits
i Long-term funding capacity and stability
i Number of projects funded and total funding i Stable or upward trends in funding i Number and diversity of funding sources
The Conservancy envisions that implementation of habitat restoration projects and Best Management Practices in priority areas will increase habitats that support native resident and migratory Delta species, enhance water quality, and decrease invasive nonnative species while considering impacts to agricultural sustainability. Conservancy-funded projects will have quantifiable performance measures that utilize adaptive management to generate conservation outcomes and lessons learned.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 23
Goals and Objectives
Goal 3:Conservancy Organizational Strength and Sustainability
Cultivate a durable and effective organization via strategic collaboration, effective staffing and management,
and long-term financial planning.
Success is a Conservancy that is an indispensable partner in solving complex problems in the Delta; that is empowered to effectively engage the Delta community and successfully advance the goals of the organization; and that secures sufficient funding in the near- and long-term to sustain and meet program needs.
OBJECTIVESAdministration
1. Provide a safe, creative, inspiring, and equitable working
environment for staff and management consistent with
state standards
2. Employ management practices to empower staff
creativity, increase staff retention, and promote
organizational capabilities to match the diverse needs
of the Delta community
3. Develop a staff succession plan to ensure the efficient
transfer of institutional knowledge
4. Continuously evaluate and improve organizational
efficiency, programmatic structure, and workplace
environment
5. Enable effective and sustainable Conservancy operation
within the Delta community by strengthening existing
partnerships and developing lasting new partnerships
with Delta agencies and local interests
6. Increase awareness of the Conservancy’s achievements
among funders, partners, and the public through
in-person outreach, social media, and other methods
Grants and Funding
7. Diversify and expand funding sources to adequately
support program work, sustain current staff, and
grow staff as needed to meet program needs and
Conservancy goals
8. Identify and plan for potential long-term funding
scenarios to position the Conservancy to sustain
and grow its programs via future bonds or other
funding sources
9. Promote Conservancy goals and objectives through
Board engagement to constructively support
Conservancy funding efforts including the pursuit of
bond funding
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 24
Goals and Objectives
PERFORMANCE MEASURES
The performance measures for Goal 3 focus on Conservancy staff continuity and effectiveness, organizational visibility, and
funding stability (Table 4).
Table 4. Goal 3 Performance Measures
OBJECTIVES PERFORMANCE MEASURES METRICS
1, 2, 3, 4 i Staff creativity and retention i Employee development and satisfaction
i Staff organization/skills aligned with goals i Staff satisfaction as shown through employee
survey/exit interviews
5, 6
i Promotional materials, annual reports, etc. i In-person outreach to stakeholders and the
public i Web and social media presence i Promotion of Conservancy activities and goals i Strength and depth of partnerships and
engagement
i Materials developed/updated annually i Number of events or outreach methods i Number of sign-ups to mailing list i Number of active participants in public meetings i Hits, follows, comments i Opportunities presented for stakeholder
engagement
7, 8, 9 i Long-term funding capacity and stability i Trends in funding for core capabilities and for
project grants i Number and diversity of funding sources
Goal 3 performance measures focus primarily on the organizational sustainability of the Conservancy and strong
collaboration. Building the skills and resources of the Conservancy will improve and support effective and lasting
partnerships with agencies and local interests to address the complex opportunities and challenges in the Delta.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 25
III. ImplementationThe Delta Conservancy will use the Strategic Plan to provide overarching guidance for its projects, programs, and initiatives. Annually, the Conservancy will develop an Implementation Plan that details how it will achieve the goals and objectives of this Strategic Plan and assess progress via the performance measures. Twice a year, the Conservancy Board will review this Strategic Plan to re-focus on-going Conservancy efforts. At least every five years, the Conservancy will update its Strategic Plan.
The Conservancy will continue to operate in a manner consistent with the core principle of meaningful
outreach and engagement with Delta agencies and local interests.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 27
Appendix A
Appendix A:Strategic Plan Development
This Strategic Plan has been developed through a multi-phase process that reflects the Conservancy’s
commitment to collaboration, consultation, and transparency.
The planning process incorporated elements from the 2012
Strategic Plan development while accommodating the
context of 2016-2017:
i In Phase I, the Strategic Plan team consulted
extensively with the Conservancy’s Executive
Officer and staff about experiences with outreach
and engagement since 2012 and current
Conservancy structure and policy priorities.
i Based on Phase I dialog, Phase II involved
gathered input via three approaches:
(1) multiple online surveys for the Conservancy
Board, Delta agencies, and other stakeholders
and the interested public; (2) two public
workshops in the Delta; and (3) agency-specific
individual interviews involving the Conservancy’s
Executive Officer and Deputy Executive Officer
and key managers for other Delta agencies. The
Strategic Plan team compiled all information
gathered in Phase II into a summary document
that was presented to the Board for discussion on
January 25, 2017.
i In Phase III, the Strategic Plan team prepared
a draft for Board review prior to being posted
online for comments. The Board offered feedback
about the draft at its meeting on April 26, 2017.
The revised draft was posted for public comment
on the Conservancy’s web page for 45 days,
beginning May 8, 2017.
i In Phase IV, Conservancy staff considered all
comments received to date and finalized the draft
Strategic Plan. The Board adopted the Strategic
Plan at its meeting on July 26, 2017.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 28
Appendix B
Appendix B:Important Delta Conservancy Documents
The Delta Conservancy’s 2017 Strategic Plan was developed with the following documents serving as a
foundation and a guide for consistency.
The Delta Conservancy’s 2012 Strategic Plan:
http://deltaconservancy.ca.gov/docs/Delta_Conservancy_Strategic_Plan_Designed_20June2012.pdf
The Delta Conservancy’s Legislative Statutes:
http://deltaconservancy.ca.gov/legislation/
The Delta Plan:*
http://deltacouncil.ca.gov/delta-plan-0
The Delta Protection Commission’s Land Use and Resources Management Plan for the Primary Zone of the Delta:*
http://www.delta.ca.gov/files/2016/10/Land-Use-and-Resource-Management-Plan-2.25.10_.pdf
The Central Valley Flood Protection Plan:*
http://www.water.ca.gov/cvfmp/
The Suisun Marsh Management Plan:*
https://www.wildlife.ca.gov/Regions/3/Suisun-Marsh
The Suisan Marsh Preservation Act:*
http://www.bcdc.ca.gov/plans/suisun_marsh_preservation_act.html
* The Conservancy’s enabling legislation requires its Strategic Plan to be consistent with each of these documents.
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 29
Appendix C
Appendix C: Delta Conservancy’s Legislative Responsibilities
The Delta Conservancy was established as part of SBX7 1, enacted in November 2009, to carry out two
mandates beginning in February 2010:
i Act as a primary state agency to implement ecosystem restoration in the Delta (Public Resource Code §32320(a)),
and
i Support efforts that advance environmental protection and the economic well-being of Delta residents
(Public Resource Code §32320(b)).
For the Delta Conservancy, supporting efforts that advance environmental protection and the economic well-being of
Delta residents can be thought of as “coequal” responsibilities.
The Legislature directed that the Conservancy’s role of
providing support include efforts that:
1. Protect and enhance habitat and habitat restoration
2. Protect and preserve Delta agriculture and working
landscapes
3. Provide increased opportunities for tourism and
recreation in the Delta
4. Promote Delta legacy communities and economic
vitality in the Delta, in coordination with the Delta
Protection Commission
5. Increase the resilience of the Delta to the effects of
natural disasters such as floods and earthquakes, in
coordination with the Delta Protection Commission
6. Protect and improve water quality
7. Assist the Delta regional economy through the
operation of the Conservancy’s program
8. Identify priority projects and initiatives for which
funding is needed
9. Protect, conserve and restore the region’s physical,
agricultural, cultural, historical and living resources
10. Assist local entities in the implementation of their
habitat conservation plans (HCPs) and natural
community conservation plans (NCCPs)
11. Facilitate take protection and safe harbor agreements
under the federal Endangered Species Act of 1973
(16 U.S.C. §1531 et seq.), the California Endangered
Species Act (Chapter 1.5, commencing with §2050, of
Division 3 of the Fish and Game Code) and the Natural
Community Conservation Planning Act (Chapter 10,
commencing with §2800, of Division 3 of the Fish and
Game Code) for adjacent landowners and local public
agencies, and
12. Promote environmental education through grant
funding
The Legislature also directed the Conservancy to “undertake efforts to enhance public use and enjoyment of lands owned
by the public” when supporting such efforts. (Public Resource Code §32322(c))
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan 30
Notes
SACRAMENTO-SAN JOAQUIN DELTA CONSERVANCY 2017-2022 Strategic Plan | 31
Notes
1450 Halyard Drive, Suite 6
West Sacramento, CA 95691
(916) 375-2084 Fax: (916) 375-4948
Email: [email protected]
Website: deltaconservancy.ca.gov
A California State Agency