2014 Work Plan

 

Bay Planning Coalition

 

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2014 Work Plan

 

 

 

 

1.            Background and Magnitude of Key Industry and Commerce in  the Bay
 
2.           Bay Planning Coalition Mission and Vision
 
3.           Program Scope

4.          Program Priorities
                    A. Policy Implementation and Advocacy
                    B. Education and Outreach
                   C. Organizational Development

 

 

 

 

Submitted to the Board of Directors,

December 13, 2013

Revised January, 2014

 

 

  1.                 BACKGROUND AND MAGNITUDE OF KEY INDUSTRY AND COMMERCE IN THE BAY

The magnitude of our potential impact is demonstrated by the following facts:

  • California’s sea port and airport facilities conduct a tremendous amount of commerce and serve as a key economic engine for the state.  The 9 Bay Area counties ($594 billion), the Sacramento Metropolitan Area, and Stockton have a combined GDP of $828 billion as a region, which in 2012 ranked 17th in the world between Indonesia ($878 billion) and Turkey ($789 billion).[1] 

 

  • The Port of Oakland alone exported 6.6 million metric tons, valued at $14.2 billion and imported 5.6 million metric tons, valued at $25.0 billion,in 2012 and provides 73,565 direct, indirect and induced jobs.[2]

 

  • In 2012, the Port of Oakland exported over 3.5 million metric tons of agricultural related commodities – approximately 37.2% of California exported Ag products. Approximately 53% of the Port of Oakland’s 2012 exported commodities represented Ag products, food and beverage.[3]

 

  • 99% of Northern California’s container trade goes through Oakland.[4]

 

  • When looking at the Ports of Benicia, Redwood City, Richmond, San Francisco and Stockton, over 17.5 million metric tons were moved in 2012.[5]

 

  • The five oil refineries located in the San Francisco Bay Area account for 42% of the refining capacity in California, and 778,000 barrels of oil are produced per day.  The economic impacts are also enormous in Contra Costa and Solano Counties; they account for 76,238 jobs, earning over $ 7.7 billion in labor income, which then produces over $ 1.1 billion in State and Federal tax revenue.[6]

 

[1] U.S. Bureau of Economic Analysis – bea.gov, 2013
[2] Port of Oakland; portofoakland.com
[3] Port of Oakland’s 2012-2013 Maritime Handbook
[4] Pacific Maritime Association 2012 Annual Report
[5] Data provided by individual ports
[6]California Energy Almanac; energyalmanac.ca.gov/petroleum/index.html

 

The economic vitality of the State of California and beyond is due in large part to movement of goods, and it is critical that the channels and harbors are kept dredged at project depth.

 

 

 

 

 2.                MISSION AND VISION STATEMENTS

 

Our mission states the reason why the Bay Planning Coalition exists:

 

 

Working through a broad coalition, to advocate for sustainable commerce, industry, infrastructure, recreation and the natural environment connected to the San Francisco Bay and its watershed.

 

•           BPC is the sole organization focused specifically on the economic interests and vitality of the Bay.  In the interest of quality of life, the economy must be thriving, offering employment opportunities to all members in the community.

•           BPC views the maritime industry, its movement of goods and trade as central to business continuity and economic vitality of the Bay Area Region.

 

 

Our vision describes where we intend to take the Bay Planning Coalition:

 

Provide visionary leadership for San Francisco Bay stakeholders as an effective coalition that vigorously advances solutions for a thriving economy, environment and community.

 

•           The San Francisco Bay and its watershed reach up to Sacramento, Stockton, into the Central Valley and to the South Bay.

•           Stakeholders include businesses, regulatory agencies, local, state and federal government and non-profits.

•           The Bay Planning Coalition demonstrates its resiliency by providing timely solutions through our advocacy, policy and education.

 

 

 

 3.               PROGRAM SCOPE

 

The 2014 Work Plan reflects the discussion, actions, and refinement from efforts implemented in 2013 and the discussion from the 2013 Strategic Planning Retreat, which took place on September 30, 31-October 1, 2013.  The 2013 Work Plan addressed four Strategic Priorities that reflect the goals and objectives of the Bay Planning Coalition.  Many of these goals and objectives were developed initially at the Strategic Planning Retreat in September 2011 and later addressed during the 2013 Strategic Planning Retreat.   This 2014 Work Plan is the key tool to identify priorities and outcomes and to provide accountability that Bay Planning Coalition activities are tied to the Board’s policy goals. These critical areas fall into four categories: 

 

  1. Policy Implementation and Advocacy
  2. Education and Outreach
  3. Development and Growth of BPC as an Organization
  4. Board Engagement

 

The Work Program is a living document that should be routinely updated to reflect changes in legislation, regulations, rulemaking, court decisions, and economic trends.  The 2014 Work Plan will be reviewed and adjusted as appropriate during the year to meet the demands and needs of our membership.

Included in the Work Plan are issues and activities and outcomes. Additional items likely are to be considered and advanced throughout the year; included here are areas considered at this time to be of likely high impact and emphasis.

 

 4.              PROGRAM  PRIORITIES

 

A.   POLICY IMPLEMENTATION AND ADVOCACY

 

 

1-     FEDERAL WATER AND ENERGY APPROPRIATIONS

              1.     The Harbor Maintenance Trust Fund/RAMP Act

 

The United States is in the second year of the 113th Congress.   The fate of the Realizing America’s Maritime Promise (RAMP) Act, H.R. 335, and its companion bill in the Senate, S. 218, remains uncertain, due to a slow-moving Congress and continued moratorium on earmarks.

 

Advancement of H.R. 335 and S. 218 remains the most logical avenue to ensure the full use of Harbor Maintenance Trust Fund monies to provide the needed funding for dredging and maintenance of our channels, harbors and ports to the project depth to support economic growth and vitality.  Bay Planning Coalition will work with the California Marine Affairs and Navigation Conference (CMANC) and other agricultural and manufacturing associations to increase advocacy and education to promote H.R. 335 and S. 218.

 

H.R. 335 and S. 218 would insure that amounts credited to  the Harbor Maintenance Trust Fund would be used for harbor maintenance. Included in H.R. 335 and S. 218:

  • Funding for federal energy and water programs of the U.S. Army Corps’ Operation and Maintenance (O & M)
  • Long-Term Management Strategy (LTMS)
  • Creation (continuing / new) of wetland restoration project
  • Navigation channel dredging

 

Proposed Actions:  Actively educate Members of Congress about the economic merits of H.R. 335 and S. 218, and seek additional sponsors. In order to build political support in Congress, this will require educating local government officials, media and the general public about the economic benefits and necessity of maintaining navigation channels at project depths. Education of Members of Congress will occur through in-person meetings both in Washington DC and California District offices, through letters, and through workshops and other public events, such as the DMC.

 

Outcomes:

  • Passage of H.R. 335 and S. 218, resulting in a greater percentage of the money in the HMTF being returned to Northern California Ports.

 

 2.     Water Resources Development Act (WRDA) – Conference Committee

 

The US Senate and House of Representatives have convened a joint conference committee to reconcile the differences between the House’s Water Resources Reform and Development Act (WRRDA) and the Senate’s Water Resources Development Act (WRDA).  The resulting legislation will be crucially important to members of the Bay Planning Coalition, and to the ability of the US Army Corps of Engineers to adequately dredge the waterways and harbors of the Greater Bay Area, allowing for efficient movement of goods. 

Proposed Actions:  Having sent a joint letter and met with representatives in Washington DC in December 2013 regarding this issue, BPC will continue working with partners such as the State Coastal Conservancy, BCDC, the Bay Institute, and Save the Bay on advocating for funding for 1) Bay Area dredging projects, 2) an increase in the beneficial reuse of dredged materials for wetlands restoration and flood protection, and 3) adequate funding for the US Army Corps of Engineers San Francisco District to carry out their mission. This advocacy will involve visits to Washington, strategic letters, and collaboration and partnership with local entities to increase our leverage and chances of success.

 

Outcomes:

  • The successful passage by the US Congress of a WRDA bill that incorporates BPC’s suggestions.

 

2-     STATE, REGIONAL AND LOCAL GOVERNMENT

        1.                 Advocacy for Political Appointments

Many state agencies have oversight over areas of interest to Bay Planning Coalition members.  The selection of political appointments to such agencies can potentially have long-term consequences associated with increased legal and regulatory fees, unnecessary and burdensome regulations, and a decrease in the ability to protect and create new jobs.

 

The Bay Planning Coalition has sent letters to Governor Brown in support of potential candidates to BCDC, San Francisco Bay Regional Water Quality Control Board and the State Water Resources Control Board. We have had good success supporting candidates whom Governor Brown has appointed in 2013. The Bay Planning Coalition will continue to support viable candidates who will listen to and represent the views of our members to the following agencies:

 

  • Association of Bay Area Governments
  • Bay Area Air Quality Management District
  • California Air Resources Board
  • California Energy Commission
  • Metropolitan Transportation Commission
  • San Francisco Bay Conservation and Development Commission
  • San Francisco Bay Regional Water Quality Control Board
  • State Water Resources Control Board
  • Water Emergency Transportation Authority

 

BPC will support candidates who show a willingness to listen to reasoned and relevant arguments, who are open to BPC’s philosophy, and who have a reasonable chance of appointment. As time permits, the choice of which candidates to support will be vetted through the Legislative/Policy Committee, or the Executive Committee.

 

Proposed Action:  Continue to proactively work with like-minded associations such as the Bay Area Business Coalition, organized labor and local government while advocating, educating, and monitoring state and local agencies about issues of importance to Bay Planning Coalition members.  Generate letters in support of political appointments and continue to facilitate meetings with persons of political influence to help move the political appointment process in favor of our candidates.  Reach out to have political appointees speak before various Bay Planning Coalition events and develop a stronger working relationship with these policy makers.

 

Outcomes: 

  • The appointment of candidates that BPC supports to relevant boards and agencies.
  • Improved relationships and increased interactions with policy makers.

 

 2.                  Bay Area Business Coalition

In 2011 Bay Planning Coalition was one of several non-profit advocacy organizations that joined ranks to form the ‘Bay Area Business Coalition’ (BABC). Working together, this coalition– including organized labor and local government– helped change the proposed language of San Francisco Bay Conservation and Development Commission’s Bay Plan Amendment.  The change protects the economic interests of the San Francisco Bay property owners.

 

The goal of the Bay Area Business Coalition is to work together to protect the interests of all businesses facing external pressure from overzealous government entities.

 

Proposed Actions:  The Bay Planning Coalition will maintain active involvement with the Bay Area Business Coalition, especially with issues that have the greatest impact to members of the Bay Planning Coalition.  BPC will consider hosting an event focusing on member and Business Coalition interaction with regional agency appointed leadership as related to Sustainable Communities Strategy Implementation and BPC interests such as Sea Level Rise and goods movement.

 

Outcomes: 

 

  • BPC remains a vital member of the BABC.
  • Co-sign letters of support on specific issues, including legislation, that affect one or more BABC members. 
  • Event of mutual interest to our membership co-sponsored with the BABC

 3.                 Joint Policy Committee (JPC) and Climate Change

Several years ago, the California legislature adopted a statewide mandate to reduce CO2 greenhouse gases (SB375) and also adopted AB 32.  A consequence of this legislation was the passage of a Bay Plan Amendment dealing with Climate Change by BCDC in 2011.  A Bay Area Joint Policy Committee (JPC) was formed representing the Association of Bay Area Governments, Bay Area Air Quality Management District, Metropolitan Transportation Commission and BCDC.  The JPC will be taking a more active role regarding sea level rise and development.  The business community, organized labor and local government have worked together to modify the Bay Plan Amendment language.

 

Proposed Action:  The Bay Planning Coalition- working with the Bay Area Business Coalition- will actively monitor all actions of the JPC, as well as attend the JPC Executive Committee and Committee Meetings.  It is important that the Bay Planning Coalition take the lead on protecting the economic interests surrounding the shoreline of the San Francisco Bay Region, including the education of the JPC Members about the economic value of San Francisco Bay to our region.  We will also need to educate elected officials and the public about the economic need in the region to ‘harden’ and protect the shoreline.  This is going to require a sustained effort to eventually move towards placing a regional bond on the ballot to raise the necessary capital to build levees, seawalls and wetlands to protect the economic interests along the shoreline.

BPC will continue to monitor and report via its website on the initiatives and actions of the JPC, and will testify at relevant meetings as to the importance of using adaptation tools to prepare for sea level rise in a way that takes into account both shoreline industry and the environment.

 

Outcomes:

  • Economic growth, and the protection of maritime and manufacturing interests.
  • Increased use of dredged material for wetlands restoration and habitat development.
  • BPC cements its role as a strong voice for adaptation and problem solving, and a watchful eye against a “retreat” mentality in terms of sea level rise.

 

 4.                  US Army Corps of Engineers (USACE)

Bay Planning Coalition has an excellent relationship with the San Francisco District and South Pacific Division of the US Army Corps of Engineers. BPC has had USACE staff participation at many of our educational events, and has been a key partner in setting up interface between the USACE and Key Stakeholders as the USACE carries out its  Civil Works Transformation process and launch its 3 x 3 x 3 Planning Modernization Framework. USACE Staff were guests of honor at the BPC Members Only Open House in the summer of 2013, and BPC hosted a much-appreciated Welcome Luncheon for the incoming Commander of the South Pacific Division, Brigadier General C. David Turner. BPC is also working hard in the SF District’s interests in its efforts to obtain adequate funding for dredging projects in our region.  Establish a Dredging and Beneficial Reuse Committee of BPC and begin active Committee work in February 2013.

 

Proposed Action:

Continue to collaborate with the Corps on issues of mutual concern, including funding for dredging and infrastructure, efforts on the DMMO and permit process concerns, and convening meetings and opportunities for interface with key stakeholders. 

Participate in planning meetings and regulatory discussions related to the deepening of the SF Bay-to-Stockton ship channel, advocating on behalf of BPC members Port of Stockton, WSPA, and the oil companies along the channel.

Advocate for dredging and beneficial reuse funding for the Port of Redwood City and Port of Oakland.

Monitor the USACE Dredging Budget.

Outcomes: 

  • Develop a WSPA DMMO strategy in 2014 
  • Successful advocacy for the appropriate deepening of both the Eastern and Western reaches of the Baldwin Ship Channel

 

 5.                 San Francisco Bay Conservation and Development Commission (BCDC)

The Bay Planning Coalition has developed an excellent working relationship with commissioners and staff of BCDC.  However, if there are issues being discussed which could negatively impact our members or industries, staff will work to resolve these issues in a proactive manner.  If necessary, staff will play an active role in leading for balance in the court of public opinion.

 

Proposed Action:  The Bay Planning Coalition will continue to attend meetings, educate, monitor and advocate for an appropriate balance between economic and environmental interests.  The goal is to enhance the quality of life for all who visit, live or work in the San Francisco Bay Region.  BPC will also continue its faithful reporting, via its website, of BCDC actions, meetings and initiatives, and will participate in all relevant stakeholder forums and meetings as needed on behalf of its members.

 

Outcomes:

  • Protect the shoreline and maritime interests of our members and the public from adverse decisions that could be imposed by BCDC.

 

6.     Long-Term Management Strategy (LTMS) for Dredged Material Disposal

 

The Final 12-Year Review of the LTMS was released in fall of 2013. The Strategy’s disposal goals were met, but challenges lie ahead as we face an uncertain funding climate and persistent regulatory and logistical challenges.

Due to naturally shallow water depths, dredging and disposal of dredged materials are essential to maintaining port activities such as maritime trade, recreational boating and other public trust uses.  While most agree that dredging should be accomplished within environmental and economic constraints, a myriad of environmental, funding, contracting, regulatory and physical challenges make this a difficult task.

Even with the collaborative work of agency partnerships like the Dredged Material Management Office (DMMO), the overall state of the economy, current contracting processes, and the resultant reduction in available federal and state funding levels, present challenges to a system that was already stressed. The disparity between increased dredging costs and flat funding created a need to find solutions to dredge more efficiently and cost-effectively. 

Meanwhile, project sponsors continue to face an uphill battle in sustaining dredging operations.  As we stand on the eve of the 2014 dredging season, we need to further the dialogue on how best to meet LTMS, environmental and economic growth goals given current funding constraints.  The Bay Planning Coalition has been at the center of the issue for many years, helping to create the current set of both physical and regulatory solutions in place today.

Proposed Action:  The Bay Planning Coalition will continue to help shape the dialogue and outcome with the issues related to costs, disposal and reuse options. BPC will follow up its November 2013 Workshop, “Dredging and Wetlands Restoration: Who Pays for Beneficial Reuse?” with another Workshop focused on the interplay between dredging and wetlands restoration, and the options for increased beneficial reuse.  BPC will also activate its Dredging and Beneficial Reuse Committee, made up of Directors and Members with passion for and expertise on these issues, and through that committee produce reasoned solutions to some of the main challenges for the dredging community today, including the permitting process, cost-efficiency, and beneficial reuse funding limitations. 

Outcomes:

  • Increased transparency and efficiency in the permitting process for dredging projects.
  • Increased dialogue and planning for reuse of dredged sediment for wetlands restoration and habitat development.
  • Committee produces position paper/white paper on Dredging Regulation and Beneficial Reuse in the Bay Area.

 

 7.     San Francisco Bay Restoration Authority

A proposed parcel tax in the nine Bay Area counties is being considered for the November 2014 ballot.  This effort is being lead by the San Francisco Bay Restoration Authority, a regional government agency charged with raising and allocating resources for the restoration, enhancement, protection, and enjoyment of wetlands and wildlife habitat in the San Francisco Bay and along its shoreline. The San Francisco Bay Restoration Authority (SFBRA) was created by the California legislature in 2008 with the enactment of AB 2954 (Lieber).  A $9- $10 per parcel tax is being considered over a ten year period to raise $ 150 million, and it requires a two thirds approval.  It is expected to win support, although an estimated $ 5 to $ 7 million will be required for outreach.

 

Proposed Action:  The Bay Planning Coalition has a seat at the table as a Member of the Advisory Committee.  It is important to our members that we understand and potentially advocate what the economic impacts might be of a parcel tax, and be able to equate the benefits of reuse of dredge material, environmental enhancement, shoreline protection from climate change and storm surges. BPC will advocate to ensure that if the SFBRA places a parcel tax on the ballot, the measure and projects funded are fully consistent with BPC’s view of the text and intent of the AB 2954 enabling legislation.

 

Outcomes:

 

  • Establish Legislative and Policy Committee and have committee begin work on this issue by March 2014.
  • Collaborate with the Bay Area Council and Bay Area Business Coalition on the SFBRA parcel tax in 2014
  • Develop a SFBRA Position paper by September 2014.
  • Develop a SBBRA White Paper by September 2014.

 

 

B.  EDUCATION AND OUTREACH    

     1.     Collaboration with Institutes of Higher Learning

 

Bay Planning Coalition has a strong relationship with the California Maritime Academy, resulting in fruitful internships and volunteer opportunities for their students, and BPC’s participation in Cal. Maritime career fairs. Cal. Maritime was also a valued participant in the 2013 DMC. 

 

Proposed Action: Continue to develop this relationship, and also reach out to schools such as UC Berkeley and Stanford to leverage scientific knowledge and passion on issues of interest and concern to BPC members.

 

Outcome:

  • BPC has an expanded network of partners and resources, and increased opportunities to collaborate and reach policy-and-decision makers throughout the region and country.

 

     2.    Decision Makers Conference (DMC), BPC Workshop Series, and BPC Expert Briefings

 

A successful DMC is critical to the economic stability of the Bay Planning Coalition, and the three Workshops in 2013 have also proven to bring in substantial revenue.   In 2013 we added three BPC Expert Briefings.  Briefings bring in minimal revenue, yet increase our value to our members and potentially bring in new members.

 

Proposed Action:  Continue to hold the DMC, schedule at least three BPC sponsored Workshops, and five BPC Expert Briefings.  For a successful DMC and Workshop Series, secure sponsors, increase media outreach, contact regulators and elected officials to help educate about important issues to Bay Planning Coalition members. 

          Planned events for 2014:

  • Workshop- Ocean Planning, February 12, 2014
  • Workshop – Water & Energy Nexus Summit 3
  • Workshop- Dredging
  • Briefing: Abandoned Vessels (1), January 21, 2014
  • Briefing: Abandoned Vessels (2), April 2014
  • Briefing: 2014 CEQA Update
  • Briefing: LNG and CNG for maritime goods movement

 

Outcomes:

  • Host a successful Workshop Series
  • Hold a successful DMC on May 16, 2014
  • Increase participation in the DMC
  • Increase net revenue from the DMC
  • Increase Facebook, Twitter and “hits” on the BPC Website
  • Increase media coverage of the DMC by journalists/reporters.

 

3.     Co-Sponsoring Workshops of Regional Importance

Proposed Action:  In addition to the Bay Planning Coalition Workshop Series, the Bay Planning Coalition should work closely with other organizations such as the Bay Area Council, BIA Bay Area, East Bay Leadership Council, East Bay EDA, Jobs and Housing Coalition, North Bay Leadership Council, Silicon Valley Leadership Group, SAMCEDA and Solano EDC to co-sponsor workshop(s) of regional importance.   These workshops could serve as an additional forum for conversation and dialogue to support Bay Planning Coalition’s efforts to promote economic growth, visibility and vitality in the Bay.  

 

 

C.  ORGANIZATIONAL DEVELOPMENT 

 1.     Finances

2013 was another year of financial stability and economic growth for BPC.  Overall revenues were higher than projected, and overall expenses were lower.

Proposed Action:  Bay Planning Coalition staff will continue to provide an economic statement to the Executive Committee throughout 2014.  BPC will hold successful Workshops, Expert Briefings, and a Decision Makers Conference, as well as continue to collect membership dues and bring in new members to ensure the continued economic vitality of the organization. BPC will invoice members for their 2014 membership dues at a 10% higher rate, as approved unanimously by the Board of Directors in December, 2013. The purpose of this rate increase will be to fund growth of BPC’s staff.

 

Outcomes:

  • Complete a CY 2014 Budget by December 2013
  • Increase funding for the purpose of future hiring and/or contractors
  • Continue to achieve greater financial stability

 

2.           Growth to Expand Engineering / Scientific Expertise 

Proposed Action: BPC will leverage the knowledge of appropriate members and collaborate with institutes of higher education to efficiently and effectively expand its scientific knowledge based and impact, and make measured policy recommendations based on sound science. An important part of achieving this goal will be the newly re-vitalized BPC Committee structure, which will rely on participation from Board members and Member staff to tackle specific policy and scientific issues on behalf of BPC. BPC will also budget some funds that may be used for outside consultants/contractors to take on individual research projects, as deemed important and necessary by the Board of Directors.

Outcomes:

  • BPC continues to model science-based decision making and policy development.
  • BPC increases its reach and voice through additional resources and support of committees and consultants.

 

3.                 5 Year Organizational Development Plan

Proposed Action: Following the Strategic Planning Retreat of 2013, BPC staff, in collaboration with the Executive Committee and Board as needed, will develop a 5 year Organizational Development Plan that reflects the priorities and direction agreed upon at the Strategic Planning Retreat, and incorporates a financial growth plan, a staff growth plan, succession planning, and ensures the continuing strength and influence of the Bay Planning Coalition. This plan will have flexibility to accommodate future developments and shifting priorities, at the direction of the Board.

Outcomes:

 

  • Complete a five-year organizational development plan by June 2014, with the input and leadership of the Governance Committee
  • Hire additional staff member of make strategic use of consultants as needed in 2014

 

4.                 Membership

Proposed Action: BPC will continue to actively solicit new members by sending letters of invitation, making available the BPC membership packet at events and online, sending emails reminding interested parties of the benefits of membership, offering discounted attendance at BPC events for members, and leveraging connections and our current member community to help grow our membership base. 

Outcomes:

 

  • Establish a Governance committee of the Board, which will have multiple responsibilities, including strategizing for membership growth
  • Increase membership in BPC by 15 new members by Dec 2014
  • Increase diversity of members in terms of economics, sector, underrepresented communities, and SBA/VSBA by Dec 2014

 

5.     Governance

Suggested Actions:  BPC will complete the amendment of its official Bylaws in 2014, through the work of the Bylaws Committee. 

BPC, through its Legislation and Policy Committee, will develop a plan for taking positions on issues and initiatives, as part of its role as an advocacy organization.

Outcomes:

  • Complete the work of the By-Laws Committee by February, 2014
  • Board of Directors Review of By-Laws Amendments in February 2014
  • Approval of By-Laws Amendments by Membership by May, 2014
  • Convene the Governance Committee by March 2014

 

6.                 Board Engagement and Board Committees

 

Proposed Action: Continue to develop a program which validates Board Members’ time and effort, and encourages full participation from all members of the Board of Directors. Ask for consistent and reliable communication between Board and Staff, regular meeting and event attendance, committee participation, and support for BPC events and projects.

Form 4 new Committees, comprised of Board members and member representatives. The Committees will be:

         

          Water, Energy and Infrastructure

          Dredging and Beneficial Reuse

          Legislative and Policy

          Organizational Development

Any staff member of a BPC Member Company will be welcome to join, and the Committees will be chaired by members of the Board of Directors. Committees will identify key issues to focus on, and will develop policy positions and white papers on behalf of BPC.

 

Outcomes:

  • Establish work plans and meetings calendar for each committee by March 2014
  • Develop new talent within the existing membership through the BPC committees