LA Infrastructure Do-Over: 2026

Pam Sornson, JD on January 6, 2026

Last winter’s wildfires were extraordinarily damaging, reducing 62 square miles of urban and rural landscapes to ash and debris. Full recovery from the disaster will take time and the services of an untold number of workers, professional and otherwise, who are now tasked with identifying, redesigning, and repairing the failed infrastructure. The silver lining is that demand for workers in these occupations and industries has never been higher; not only must they clear away the fire debris and rebuild the burned areas, but they are also actively involved in rebuilding the city for the 2028 Olympics. To say there will be many jobs available in these sectors is probably a gross understatement.

Identifying Infrastructure Damage

Along with the thousands of buildings that were destroyed are the miles of roads, power lines, sewer and water lines that connected these now distraught communities to their service providers. As experts combed through the damage from the conflagration, they found several internal and inherent weaknesses in the pre-existing infrastructure that contributed to the high loss values, and also impeded a faster, more effective response by firefighters.

This edition of The Pulse examines how LA’s water supply infrastructure fared during the disaster. An adequate and safe water supply is fundamentally essential to every civilized community, so when that system is disturbed or destroyed, it is critical to get it back online a quickly as possible. The second January edition of the Pulse looks at the ‘engineered’ infrastructure and how the fires impacted its performance and safety. The region’s roads, utilities, and other foundational elements all experienced severe deterioration due to the heat and flames; recovering those services as quickly and fully as possible will also be essential to fully restoring the community.

The Water System

As is typical for disasters of this magnitude, the subsequent review and analysis reveal how the design and construction of the pre-event systems were affected by the unforeseen effects of the fires. Notably, investigators found that the decades-old water systems that laced a net beneath the city were particularly challenging during the disaster, as they were not designed to handle a blaze of the scale of the one that occurred in January 2025.

Specifically, LA’s 1940s-era ‘tank and hydrant’ water supply system ran dry during the battle, not because there was an insufficient volume of water, but because its design was aimed at combating house fires. It simply wasn’t extensive or robust enough to encompass a ‘full neighborhood’ scope of active flames. The hilly areas of LA were designed with this ‘pump and tank’ storage system‘ that collected water in downstream reservoirs and then pumped it up the hills into higher elevation storage tanks. When fighting house fires, the tanks fed downhill water hydrants located in the vicinity of the afflicted dwelling. During the 2025 fires, however, there wasn’t enough stored water available in those uphill tanks to supply the whole network of downhill hydrants, so both tanks and hydrants quickly ran dry.

Additionally, one-quarter of the region’s hydrants (24%) were also simply too small for today’s modern firefighting equipment. Their 2.5-inch water outlets were not capable of connecting to today’s updated hose dimensions, which rendered them completely obsolete during Winter ‘25. The American Water Works Association has already declared that this style of hydrant is no longer suitable for providing adequate fire protection.

Other difficulties also contributed to the high cost of losses:

  • The heat of the blazes melted or otherwise damaged the miles of pipes running under streets, parks, and public and private properties, causing leaks within the network of ducts and conduits.
  • Broken pipes also often reduce pressure within the system, which occurred here, too. That failure reduced both the volume of available water and the water pressure needed to fight the fires.
  • Not insignificantly, the loss of pressure also caused ash, soot, smoke, and other fire-related debris to enter the water system, clogging it with toxins and contaminating the water that was still available. Many of the reservoirs were affected, leading to “do not drink” warnings for area residents.

Extensive Repairs and Replacements are Needed

Experts have weighed in on what needs to be done to resuscitate the affected water systems.

  • Those sections that were completely destroyed will need a full replacement system of pipes, pumps, storage capacities, etc. The affected neighborhoods now need new water mains installed, including anciliary connections to buildings, and affiliated meters to measure future usage.
  • Those that remained ‘intact’ will need to be fully flushed and evaluated for their soundness moving forward. In many cases, it will probably be true that the old pipes are no longer sufficient to meet the newer standards that will become mandatory for future fire prevention.
  • In both cases, the overarching ‘system’ of water control and management must be reimagined to encompass improvements in daily water-use capacity and to be prepared for a future fire.

One tool that will provide critical data for the evaluation and design of the new systems is the Water Demand Calculator, developed by the International Association of Plumbing and Mechanical Officials (IAPMO). California adopted this water management tool in 2024 because of its adherence to the organization’s WE.Stand code, which optimizes water use in the face of climate, fire, drought, and other environmental threats. Using the Calculator, builders can more accurately measure the size of water pipes before they install them to ensure sufficient pressure even during high-demand times.

Another resource available for guidance during the rebuild effort is the National Fire Protection Association (NFPA), which develops municipal codes specifically to reduce the damage caused by fires. One opportunity that might be appropriate in hilly Southern California is a firefighter breathing air replenishment system (FBAS), a hard-piped network installed into infrastructure systems that facilitates the replenishment of clean air into firefighter scuba tanks on the scene of the fire itself. Now mandated in Phoenix, AZ, the FBAS was devised after 9/11, when First Responders found themselves many stories up but out of fresh air in their tanks.

As LA begins its rebuilding effort in earnest, these concerns must be addressed to ensure the damage suffered in 2025 won’t be repeated in the future. And, given the growing impact of climate change on the State’s drier regions, these new systems must be designed to anticipate similar conditions while delivering better results.

The LA Rebuild 2026 Initiative Begins

Pam Sornson, JD on December 4, 2025

The 2025 LA fires changed forever how LA and its surrounding areas will manage their environments, and the rebuilding process is already well underway. Strategies and plans are emerging that show how businesses, governments, and people are coming together to address the impact of those conflagrations on today’s and tomorrow’s economic and infrastructure realities.

Recovery Begins with Cleanup

The recovery process began as soon as the fires were contained in late January 2025. Teams immediately began assessing damage to buildings, systems, and infrastructure in the affected areas. Governor Newsom led the way, of course, by immediately directing state resources to respond to the crisis at hand as quickly and expeditiously as possible:

    • Modification of permitting requirements that unduly impede reconstruction activities;
    • Suspending building standards codes that unnecessarily delay rebuilding processes, and
    • A revision of permitting and approval practices to hasten to progress of reconstruction strategies. The City of LA responded to this directive through Emergency Executive Order No.1, issued January 13, 2025 :
      • creating dedicated ‘permitting centers’ close to the burn areas;
      • launching a strike force dedicated to streamlining the administration of redevelopment activities, and
      • Pursuing processes that generate fully permitted reconstruction plans within 30 days of application submission.

Additional Community Supports and Advances

Throughout the course of the year, many companies and organizations stepped up to help fire survivors – human and corporate – continue their forward momentum:

  • According to the American Society of Civil Engineers, a variety of engineering specialties are already hard at work on the rebuild project. Engineering professionals familiar with fire science, architecture, forestry, and even ‘community resilience’ are on site, evaluating and designing responses to rebuilding challenges, sub- and infrastructure failures, water system concerns, and other critical service demands. In many cases, they are implementing lessons learned through other ‘natural’ disasters, including the Hurricane Katrina deluge that flattened New Orleans in 2005, the earthquakes that destroyed parts of Christchurch, New Zealand, in 2010 and 2011, and a similar fire incident in Gatlinburg, Tennessee, in 2016. The Gatlinburg fire was one of the first major conflagrations to cross the ‘wildland-urban’ interface (WUI), which typically serves as a barrier between natural and human-built environments. Lessons learned there will help the LA area understand better how past actions contribute to the destruction, and how future decisions can prevent replication of those losses.
  • A newly developed program, Strengthening Opportunities through Action and Resilience (SOAR), places at-risk youth in a construction-focused workforce training model that offers both education and structure. In addition to active involvement with construction-related companies, SOAR also provides the youth with stability services, housing management support, and even social activities such as bike rides and hiking.
  • Even the Walt Disney Company is involved in the rebuilding process.
    • In November 2025, the organization committed $15 million to the LA Rebuild effort, including $5 million to reopen the Charles White Park in Altadena and redevelop two other regional parks. The fires completely leveled the beloved recreation sites, and Disney’s ‘Imagineers,’ very well known for their creativity, are working on architectural and landscape designs to replace the lost community assets.
    • Not insignificantly, the company is also sponsoring Altadena’s upcoming Christmas Tree Lane Lighting Ceremony and Winter Festival, to be held on December 6. The treasured community gathering is among the oldest (at 105 years this year), large-scale, outdoor Christmas light displays in the world. Disney, which knows a few things about outdoor Christmas decor, is sponsoring volunteer opportunities, festive moments with cherished Disney characters, and a toy drive expected to gather more than 1,000 toys for needy families.
    • In addition, the Disney company has opened its doors to the many students who lost their schools to the flames. Palisades, Brentwood, and Altadena learners are enjoying ‘Disney Field Days‘ at the area studios responsible for many of today’s most popular films, including Pixar, Marvel, and Lucasfilm.

In the 11 months since the fires:

  • The updated permitting process now moves documents through almost three times faster than before;
  • Fire-related debris has been removed from more than 3,450 properties, and
  • The volume of removed debris exceeds one million tons (so far).

Further, looking forward, the scale of redevelopment will explode as all the detritus is finally removed and the foundations are laid for the next iteration of Palisades, Altadena, and the other towns and regions affected. By all accounts, 2026 will be a boom year for the area’s construction and supporting industries, while the larger spotlight will shine on and celebrate LA’s resilience as a unified and supportive community.

 

2025 FOW Part 2: Defining Resilience

Pam Sornson, JD on November 18, 2025

Each of the four panelists who shared their insights at the 7th Annual Future of Work Conference hosted by the Economic and Workforce Development Division of Pasadena City College (PCC EWD) brought unique perspectives to the question, “What is resilience?” The question arises literally from the ashes of LA County’s winter fires; in a region so recently scarred by flames and destruction, how does the community measure its subsequent forward progress? Considering both the past activities of the four panel members and their current occupations and roles, the responses were both informed and enlightening.

Defining ‘Resilience’

Monica Banken, policy director for LA County Supervisor Kathryn Barger, was first to offer her experience. In her work, she oversees county-based child, senior, and education services, so she was familiar with the front-line workers at those agencies. Despite the overwhelming need, she, her staff, and their service-providing constituents were able to assist fire victims in finding temporary shelter, food, and emergency medical help. She was very impressed by everyone’s resilience and was especially moved when the victims themselves became guides and helpers to those who were sharing their fate.
Kelly LoBianco, the Director of LA County’s Department of Economic Opportunity, watched the fires unfold through a longer lens, that of innovation and future development possibilities. Her attention was on existing services and how responsive they were in actual emergency conditions. She was impressed by the evolving innovations she was witnessing, as people ‘made do’ with what they had to accomplish tasks they’d never imagined. She can already see how those resilient efforts are paving the foundation for a safer future.
Anthony Cordova, the California Community Colleges Chancellor’s Office (CCCCO) Vice Chancellor for EWD, also saw innovation and expansion flowing through already existing services and practices. He was impressed by PCC’s resilience as a community leader when it became a functioning ‘crisis hub’ during the debacle. Not only was the school physically capable of handling large groups of people and services, but its leadership was also demonstrating the ability to think beyond ‘education’ in its role as a local college. As Mr. Cordova noted, “the colleges can be successful in this role of crisis hub coordination because ‘community’ is literally in their name!” The CCCCO is now assessing how the fire response revealed potential jobs and occupations that will need a well-trained workforce at some point in the near future.
Lizzy Okoro Davidson, the Director of Pasadena’s Women’s Business Center, was acutely aware of how much work her agency would have after the fires subsided. Estimates suggest that as many as 1,800 businesses were impacted by the Eaton and Palisades conflagrations, many of which will almost certainly be revived. Those business owners will need financial support, of course, but also the advice, leadership, and guidance provided by her agency. She expects to be pointing business owners toward available resources while also answering their questions about how to both rebuild and thrive into the future.

Seeing Bests and Barriers

When asked about what they saw during the calamity that went well – and what didn’t – the panelists again offered insights that can guide future decisions:

Bests:

LoBianco’s initial impression was that existing partnerships offered the best resources and options, as those agencies shared what they had and happily received what they were missing. She was especially appreciative of partners who stepped up when no other apparent resources were available. While waiting for state or federal aid, many organizations simply shared what they had with their neighbors and moved forward anyway. Fortunately, LA County’s long tradition of collaborative industrial growth had already set the stage for mutually beneficial activities even in disastrous times.
Cordova’s take was similar. As a collaborative agency, anyway, the CCCCO set up a ‘strike force team’ that intentionally sought out needed resources to which they had access. Sharing those with fire victims and the agencies serving them offered the opportunity to learn what other assets or strategies might be of benefit in future calamitous times. The data gathered is now informing the CCCCO’s efforts to create job training programs that will meet the needs of the future, fire-evolved business community.

Barriers:

Cordova and LoBianco also shared similar views on circumstances that were getting in the way of a resilient recovery:
  • Limited workforce development (WFD) funding: Too often, these opportunities are too restrictive to facilitate the resilient uses needed for today’s emerging WFD concerns.
  • Excessively high operating costs plague many of today’s training programs, putting them out of the reach of many would-be learners. Cordova pointed out that the ”High Roads Training Partners program was designed specifically to avoid the cost barrier, so its resources should be maximized post-fires.
  • Not least, the need to quell the professional ego would go far to alleviate unnecessary stress. Leaders need to focus on attaining specific outcomes with their efforts while allowing all participants to shine in their collective successes.

Seeking Equity in Recovery

The panel offered many comments about how the LA region can embrace new thought processes and imaginative solutions as it recovers from these fires and prepares for the next ones:
  • Banken is ‘amazed’ by the innovation she’s seeing around town. Formerly empty buildings are being repurposed to suit existing businesses that need new facilities, and those business owners are often innovating themselves to ensure their companies thrive beyond these fires. Collaborations between companies, agencies, and the public are also paying off, as traditional resources are applied in unique and different ways. She sees three specific developments that are showing promise:
  • There are apprenticeships available that have struggled to find takers. The fires—and the public reporting of newly identified assets—may make them more attractive to people who would not have considered them before.
  • The need for human services in the burned areas is also driving new business development. Child care centers, mental health counseling, after-school programs, etc., are all valuable assets lost to the flames.  Not only are they needed to support a thriving community, but they also need to be resilient and fluid in times of emergency.
  • Not least significant in the LA area are its artists and creatives. They, too, have lost their business, customer base, or, in some cases, both.
In all these circumstances, state and local agencies are available with resources and information to ensure all have what they need to rebuild.
The CCCCO is also working to ensure an equitable future for all its constituents. Cordova noted specifically the Equity Access and Vision 2030 programs which identify educational and career-focused resources for underserved populations. Using CCCCO data, these programs ferret out where inequities continue to impede progress and provide funding and other services to those who need more tailored support services to succeed academically.
LoBianco is also focused on future opportunities; her agency is running studies on the full economic impact of the fires, including their impact on minority and undocumented populations. They’ve already assisted over 2,300 companies that might have lost everything but for the support they’ve received from the LADEO.
Also of note, Davidson pointed out how many women are in business and how difficult it can be for them to receive an equitable share of the public services pie, especially in times of emergency. Her WBC is dedicated to providing a myriad of supports for women that address inherent inequities in public systems; the dearth of affordable child care is just one issue that affects women business owners more than male-owned entities.

In Conclusion:

California Assemblyman Mike Fong was proud to close out the event by praising PCC’s efforts during the fires and throughout the launch of the recovery phase. In his words, PCC presented a model of resiliency from being open to changing processes when that made sense, to utilizing school assets in decidedly non-academic ways. As one of the 116 community colleges in California, PCC is a leader in innovation and resilience, and will almost certainly use its recent experiences to develop new and improved workforce training opportunities and programs. As a public servant, Fong is also proud of the State’s efforts to develop Campus Development Zones that provide enhanced social and living supports in certain communities, making it easier for learners to achieve educational success. “[It’s these kinds of educational and governmental partnerships] that facilitate resilience and fluidity in difficult times. The colleges are fundamental to economic success because their constituents – the students – are the backbone of California’s workforce.”
As PCC’s 7th Annual Future of Work Conference came to a close, attendees left with confidence that leaders from all of the LA region’s industrial sectors were hard at work rebuilding from the fires, as well as hope for a brighter economic future built upon these strong and growing partnerships.

Initial Insights from the 7th Annual Future of Work Conference

Pam Sornson, JD on November 4, 2025

The 7th Annual Future of Work Conference, presented by the Economic and Workforce Development Division at Pasadena City College (PCC EWD), was definitely unique, as it explored the themes of resilience and recovery through the lens of LA’s recent wildfires. Speakers from local and regional government, higher education, and community services shared their experiences of those difficult days. Attendees heard how these entities came together in response to the fires, and had the opportunity to ask questions about next steps toward full recovery. Throughout the day, the conversation revolved around the trajectory of higher education in light of these types of threats, the realities of local communities, and possible occupational opportunities arising –  literally –  from the ashes.

This edition of the Pulse covers the conversation between City of Pasadena Mayor Victor Gordo and Dr. Salvatrice Cummo, PCC Vice President, EWD, both of whom were on the front lines of the response effort when the Eaton fire overtook their neighboring community.

The ‘Fireside Chat’

   “What a Day!”

Mayor Gordo started the conversation by stating the obvious: January 7th, 2025, ‘was a PTSD-triggering kind of a day,’ as the fires erupted, then exploded across the Eaton community. Located just a few miles from the PCC campus, the Eaton Fire eventually consumed over 14,000 acres over the course of 24 days, and destroyed over 9,400 buildings. The Mayor was especially impressed and appreciative of PCC: “[The school] opened up a disaster center immediately, giving people a place to deliver their contributions of food, clothing, and other necessities.” He was also impressed by the systems that came together quickly in response to the conflagration: “Evacuations, temporary housing, medical care, and other essential services were open and available within 45 minutes of the announcement,” he noted, indicating the value and comprehensiveness of preparedness planning was paying off better than anticipated. Not only were the formal plans launched quickly, but the citizen response was equally impressive and perhaps enhanced because there were systems in place on the ground to receive those assets.

VP Cummo was also impressed by what she witnessed that day. As various support groups appeared on campus with resources to share, she was struck by the innately coordinated response of the official entities. “This was the first time that the school had to engage in these processes, so it was really impressive how smoothly our preparations met up with those of the official organizations.” Gordo was particularly pleased by PCC’s generosity with all of its assets. The Rose Bowl facility, for example, was designated as a staging/coordination area, while campus locations were used for other fire-related needs and purposes. Throughout that month, the PCC campus provided a central staging point for many of the disaster response activities.

  “Where are we now?”

As memories of the actual fires fade, their aftermath is revealing new opportunities to collaborate and learn:

  • Changing Course as Needed: The two leaders were uniform in their assessment of how systems have evolved since the fires were quelled. Each noted with pride how their respective agency constituents performed during the crisis, and also how those duties morphed to meet newly arising demands and needs. The fluidity of agency functioning was especially valuable, insofar as these were new circumstances for all involved.   
  • Adding Opportunities: Both entities also noted that the tragedy revealed opportunities for growth and further development. In some cases, fire recovery efforts have suggested new ways to do things or revealed gaps in existing systems.
    • The Mayor noted that his office is constantly identifying new skill sets for which they need workers, and that the fire calamity revealed more of those types of opportunities, too. He went further by stating those responding to the fires were also victims of it, whether they were directly impacted or were part of the response effort. Their experience is also significant in tailoring future response capacities to emerging demands.  
    • Dr. Cummo commented on the numerous educational sectors already available through its courses and pathways, and how those are already aligning with the City of Pasadena’s needs. She underscored the impact of safety and recovery occupations in disaster situations, and how PCC is working to fill job vacancies in these fields, too.
  • Assessing Complexities: Mayor Gordo noted for one questioner that, in addition to providing support for those who are recovering from the fires, they are also reaching out to those who’ve not been able to return to their ‘lives as usual.’ Many businesses, for example, have been unable to reopen for numerous reasons, leaving their owners and staff members without jobs. The Mayor and his staff are working to alleviate these challenges, while Dr. Cummo shared that the activities of PCC’s Small Business Development Center and its Women’s Business Center are helping business owners find resources that address their specific needs.

Together, the City and PCC agreed that, as a partnership, they can enhance the regional economic situation by developing and providing the jobs and careers needed by their shared communities. Joint investments in higher education options that upskill the workforce will pay off when ‘official’ entities – schools, colleges, elected officers, etc – share resources, information, and opportunities. Dr. Cummo urged her educational counterparts to partner with local governments as soon as possible, if they haven’t already. By building and maintaining trust and communications systems, schools and their local and regional communities will have a solid foundation on which to establish an emergency response strategy that serves both.

   And the future?

Both local leaders were also enthusiastic about the deepening relationship between PCC and the City of Pasadena, and how the Eaton Fire provided them another step forward together. Mayor Gordo emphasized that the pre-existing relationship between the school and the City ensured a smooth and effective collaboration during the fires – and beyond. “Our partnership has been strong for a long time, so our communications as the fires began were immediate and meaningful.” Dr. Cummo agreed, noting that the trust between the two entities enabled swift, comprehensive responses to those emerging concerns. “PCC can do more (for the City) as its partner than we can accomplish as an individual school.” According to both, the partnership will continue to evolve and deepen, as they each are intent on applying lessons learned from this calamity to future concerns.      

 

 

 

  

The Future of Work Conference Panelists Revealed

Pam Sornson, JD on October 21, 2025

On Tuesday, October 28th, from 8 am to noon, the Economic and Workforce Development Division of Pasadena City College (PCC EWD) is hosting its 7th Annual Future of Work Conference in Westerbeck Recital Hall on PCC’s beautiful campus. The subject matter this year impacts all Angelinos and residents of the greater LA region: “Mobilizing for Recovery and Regional Renewal.” Conference panelists will discuss how their agency is addressing the challenges posed to its particular sector by this year’s wildfire situation, whether that’s as a local policy director, economic advisor, or business liaison. Register here to ensure a ticket to the live event.

Panelists on the Front Lines of Fire Repair and Recovery

As always, the PCC EWD is honored to have so many highly qualified and knowledgeable speakers join its leadership in these discussions. The wildfires, to date, have caused the loss of over 16,000 structures, burned more than 57,000 acres, and driven insurance and capital losses to over $164 billion. Repairs and recovery won’t be fast but must be comprehensive if the region is to regain its former functionality (and natural glory). Accordingly, the panelists who will be sharing their expertise and activities are currently working directly on fire-related projects, rebuilding lost assets and recreating those that can’t be recovered.

And, as is usual for the Future of Work Conference, our speakers’ qualifications are stellar and formidable. They present an enlightened and informative perspective of where the LA region is now, its immediate response to the fires, and where and how it intends to move forward:

LA County:

Monica Banken, policy deputy for Los Angeles County Supervisor Kathryn Barger. Ms. Banken brings a highly sophisticated profile to the conversation. In her present role, she oversees policy implementations for social services, education, child and older adult welfare, film policy, and economic and workforce development. She is also Chair of the Legislative Outreach sub-committee for the LA Area Chamber of Commerce World Trade Week Committee, while also serving on the Boards of the LA Economic Development Corporation, Kollab Youth, and the South Bay Aerospace Alliance. Her voice carries a long distance.

Kelly LoBianco, Director, LA County Department of Economic Opportunity. Ms. LoBianco has shared her unique perspectives at previous PCC EWD conferences, bringing economic and financial insights to the challenges faced by today’s fraught industrial sectors. In her work with this agency, she steers economic development strategies that enhance opportunities for County and regional workers, small, medium, and large businesses, and (especially vital to PCC) the colleges that train local workforce participants. Her focus is on developing an equitable economy that provides a foundation for sustainable growth.

The Community Colleges:

Anthony Cordova, Vice Chancellor of Workforce and Economic Development for the California Community Colleges Chancellor’s Office. California’s 116 community colleges served over 2.1 million students in AY 2023-2024, most of whom were seeking well-paying jobs in growing industries. Mr. Cordova’s role as Vice Chancellor is to assist each of them in attaining that goal by building robust workforce development initiatives that provide the skills and abilities demanded by today’s complex business community. Mr Cordova brings his own unique skill set to the job, having developed Bakersfield College’s Bachelor’s Degree in Industrial Automation. That success also led him to his roles as Chair of the California Community Colleges Baccalaureate Degree Program Steering Committee and as President-elect of the California Community College Association of Occupational Education.

Business Leadership:

Lizzy Okoro Davidson, Director of Pasadena Women’s Business Center. Ms. Davidson brings a wealth of business development talents to her inaugural role as director of this newly launched (2024) agency, an official Small Business Administration Resource Partner. As a business owner herself, she has created focused solutions for businesses of all sizes, from finding access to funding to scaling out operations. These focused activities enhanced her efforts to promote economic development practices through collaboration and advocacy, especially for women employees and entrepreneurs, who make up 47% of California’s workforce. In her role as Director of the Pasadena WBC, she and her team identify and break down barriers to success that currently impede the progress of women in the workplace.

The City of Pasadena:

Mayor Victor Gordo of Pasadena. Mayor Gordo has been focused for years on growing Pasadena’s economic success and has welcomed the opportunity to participate in several PCC EWD conferences and events. An immigrant from Mexico, Mayor Gordo’s lived experience mirrors that of millions of Angelinans: he worked where he could as a young man (delivering newspapers), then took on the double challenge of working and attending college, including completing law school at night. His tenacity in overcoming hurdles demonstrates his capacity for focus, intention, and doing what is necessary to find success. In addition to his work as Pasadena’s top civic leader, Mayor Gordo is also the General Counsel and Secretary-Treasurer of the Laborers’ International Union of North America (LIUNA) Local 777, bringing his union development skills to the City’s leadership. A graduate of Pasadena City College himself, Mayor Gordo also brings his local perspective to this decidedly regional conversation.

Pasadena City College:

Pasadena City College Vice President, Economic and Workforce Development Division, Dr. Salvatrice Cummo. Dr. Cummo has been leading the PCC EWD since 2017 and was promoted in 2022 to Vice President of the EWD Division. She brings years of business development experience, from managing large retail stores to engaging in Chambers of Commerce activities to federal agency work as the Director of PCC’s Small Business Development Center, an affiliate of the Federal Small Business Administration. In that role, she was instrumental in helping entrepreneurs from all sectors achieve their dream of business ownership. Her appointment to the PCC EWD in 2017 expanded her acumen to include workforce development focused on building the well-trained, flexible labor force needed to support the region’s sustainable and equitable infrastructure. Dr. Cummo received her Ph.D. in Organizational Change from the USC Rossier School of Education.

The PCC EWD 2025 Future of Work Conference promises to be engaging, stimulating, and informative for all who attend. Please join us as we strategize the LA region’s next steps to economic and workforce success.

California: Repairing the Past. Preparing for the Future

Pam Sornson, JD on October 7, 2025

Wildfires and other environmental concerns continue to threaten the lives and livelihoods of California’s residents, communities, businesses, and industries. Throughout the State, organizations are coming together to respond comprehensively to the challenges, some being public agencies, others being private companies, foundations, and community groups. Coordinating the efforts of all is daunting but necessary for achieving ultimate success: a safer, more resilient neighborhood where losses due to any crisis are minimized and all who are affected are included in the rebuilding and recovery efforts.

Agencies on the Front Lines

Cal OEM

At the forefront of every responsive line of defense is California’s Office of Emergency Services (Cal OES). This office watches over the whole of the state, assessing risks, vulnerabilities, and threats, and taking whatever actions are necessary under those specific circumstances. The OEM’s reach is long because California’s realities are unique:

  • Its population of more than 38 million people is the highest in the nation.
  • It encompasses the third-largest land area of all the states (163,695 square miles), behind Texas and Alaska.
  • Its inherent geography poses virtually every type of physical and geographical threat to its communities: earthquakes, floods, drought, and fires are both common and widespread throughout the state.
  • With the 4th largest economy in the world, the ‘Golden State’ also experiences its share of human-based threats, including public health emergencies, cyber attacks, economic upheavals, and more.

Responses to all of these concerns begin in the OEM, which assesses all incoming threats, develops appropriate response plans, and works to mitigate any potential damages that may occur.

Cal Fire

In constant collaboration with Cal OEM when fires occur is the California Department of Forestry and Fire Prevention (CAL FIRE). This state agency responds to all physical catastrophes, including fires, floods, hazardous materials spills, earthquakes, and more. It oversees fire responses for over 31 million acres of California property, both private and public, and its airborne resources can reach any corner of the State within 20 minutes. When not actively fighting flames, CAL FIRE also clarifies, develops, and delivers training to its responders, and sends out crews to reduce or prevent new fires from igniting. California has invested over $1 billion in its fire-fighting capacities, developing wildfire resilience to safeguard the State’s second most valuable asset: its land.

LA County OEM

In Los Angeles County, there’s a comparable series of disaster-based resources, developed to assess for, respond to, and mitigate damages caused by disasters, natural or otherwise. The LA County Office of Emergency Management maintains the County’s Emergency Operations Center (OEC), which operates 24/7, 365 days a year. The agency is also responsible for issuing alerts and warnings when disasters are imminent, and its team of Incident Commanders manages every incident that threatens health, life, or property within the County, seeking input and guidance from State and County officials.

The LA County OEM is also responsible for developing and managing the County’s overarching emergency management plans, including its Operational Area Emergency Operations Plan (OAEOP) and its County of Los Angeles All-Hazards Mitigation Plan.

California Community Foundation

Another partner in California’s disaster response network is the California Community Foundation (CCF). This non-profit agency focuses on responding to the human realities when calamity strikes, offering food, shelter, and other resources to those impacted by a fire, earthquake, or other disaster. Its capacity for community outreach is unsurpassed, as is evidenced by its success following the Eaton/Altadena/Pacific Palisades fires this past winter. In the six months following that conflagration, the CCF amassed over $100 million from more than 47,000 donors, all of which is dedicated to helping those who’ve lost everything as well as those who need short-term support as they pursue their own recovery. To support the ongoing recovery efforts in the LA area, the CCF has committed another $30 million to rebuild homes, apartments, and other civic resources lost to the flames in January 2025. In addition to inputs from State and County-based agencies, the CCF also conducted a 2,000-person survey of Eaton fire survivors to clarify precisely what they need in its aftermath. This information will assist in developing resources to meet those immediate needs and also provide a foundation for strategies to reduce these losses or suffering when the next catastrophe hits.

Eaton Fire Survivor Network

Rising from the ashes of the Eaton fire itself is this small agency populated completely by survivors of the January 2025 fires. This 8,000+ member group collectively experienced some of the worst losses possible – their homes, their livelihoods, their pets, and sometimes, their family members. Launched as the fires erupted on January 7th, 2025, the WhatsApp message board of the Altadena Town and Country Pickleball Club announced that there was a ‘fire on the mountain’ that instantly leveraged the power of the community to fight the flames or save the neighborhood. After the fires subsided, the EFSN developed its three pillars of guidance and actions:

  1. Connecting survivors to vital resources – Every member benefits from the resources shared in the group’s 50+ “Discord” channels, whether those are informational, economic, or some other form of support. Since many share the same types of losses, these channels guide them directly to the supplier they need.
  2. Ensuring the voice of the survivor is heard – The group learned early on that facts matter when response decisions are being made. The EFSN has placed more than 350 survivor accounts in news stories to inform the public of what they went through and what and why they need more now. Their firm belief is that their presence is making the recovery fairer for everyone.
  3. Ensuring that insurance payouts are timely and accurate – Sadly, even after all these months, as much as 70% of all insurance claims made in response to the fires have been imappropriately delayed or denied. Coalitions developed within the group now take on these claims, helping individual families navigate systems and survive the process.

You can hear about or from these agencies directly as they share their information at Pasadena City College’s 7th Annual Future of Work Conference, Tuesday, October 28th, on the PCC campus (register here). By working together to resolve losses and build resilience on every level of civic activity, Los Angeles City, County, and surrounding communities stand a better chance of surviving the next crisis event and thriving in its aftermath.

Disaster Recovery as a Motivator: Building a Resilient Community

Pam Sornson, JD on September 16, 2025

Tuesday, October 28th, marks the 7th anniversary of Pasadena City College’s (PCC) Future of Work Conference (FOW), presented by its Division of Economic and Workforce Development (EWD). Perhaps not surprisingly, the theme this year focuses on educational and community resilience in the face of disaster and catastrophic loss.

With the City of Pasadena on the front line of the recent Eaton wildfire, its constituents are dealing daily with the fallout from the conflagration. Traditionally stable supply lines are stressed as more people vie for those (often limited) resources, while support services often lag in terms of the personnel and funding available to meet fire survivor needs. In total, it’s estimated that the economic losses to the region could be as much as $250 billion, while the costs to rebuild are, as yet, indeterminable.

At this year’s FOW conference, PCC EWD leaders are inviting their friends, colleagues, and industry partners to discuss how community colleges can drive recovery and economic renewal after calamity strikes. Their fundamental premise: California’s community colleges are uniquely situated to provide guidance, personnel, and resources in times of catastrophe to avoid and/or reduce losses and speed the repair and recovery processes.

Education as Economic Foundation

At the heart of the PCC EWD conversation is the value of education and how it elevates a community’s profile and experience. Obtaining a quality education is typically fundamental to achieving success at the individual, local, national, and even international levels. A ‘general’ education facilitates a person’s participation in the various aspects of ‘community’: political, social, and economic, among others. Advanced education, including Certifications, Associates, Bachelor’s, Master’s, and higher degrees, adds to economic strength by enhancing innovation and entrepreneurship at the regional, state, and national levels. In most cases, the benefits (usually always) significantly exceed the costs and tribulations involved in attaining a higher educational milestone:

  • Individuals benefit from achieving higher educational goals because they increase their earning capacity over the course of their lifetime. Average weekly earnings for high school graduates average ~$700, while those with associate’s degrees earn ~$1,050. Professional degrees support average weekly earnings (in 2023) of ~$2,200.
  • Regions benefit from having a well-educated community because that status also typically reduces unemployment rates. Globally, regions with lower education achievements for those aged 24-35 have an average of 40% unemployment rates, while those with large populations of college-level graduates experience an unemployment level of 15% or less. High unemployment rates increase community costs by reducing consumer spending and lowering wages. At the same time, they divert public dollars from community projects to support the burgeoning demand for social aid and services.
  • Countries benefit from a well-educated populace because their industrial sectors are more productive and efficient than those with lower average educational attainment. Higher industrial productivity typically translates into a stronger national economy. That elevated productivity also typically translates into a stronger competitive capacity on the global economic front, too.

The positive outcomes experienced by communities that invest heavily in their education systems are also notable:

  • Socially, they experience stronger civic engagement, including higher rates of volunteerism, active engagement in social activities, and more apparent and vocal resistance to unpopular policies.
  • Governments that support high educational standards generally also experience higher quality government performance. Further, leadership groups populated by highly educated people typically achieve better legislative and development outcomes than those with less educated administrations.
  • Economically, educated communities do better than their poorer neighbors. Communities with high education attainment levels frequently have higher gross domestic product (GDP) data, lower unemployment levels, and lower levels of poverty and inequality. At the same time, they typically also enjoy higher annual revenues and experience higher levels of innovation and entrepreneurship, as well.

The PCC EWD FOW Focus: Resilience

An undercurrent running through all the aforementioned information is that those data points were gathered when systems – industrial, government, community – were functioning well and operating as expected. Those systems, however, weren’t designed to be responsive when a catastrophe hits, and the consequences of that lack of strategy are often painfully apparent in the depth, breadth, and scope of the damages that are caused.

Instead, the PCC EWD FOW theme proposes that resiliency, response, and recovery be built into today’s educational systems (at all levels) as a natural part of their subject matter. The theme supposes that disasters, natural and otherwise, will be forever on the horizon, so why not develop the necessary response processes and procedures before those needs become imperative? As with the development of every curriculum and program, designing a comprehensive and effective disaster recovery (DR) strategy requires collaboration and input from a variety of sources, which is precisely what the PCC EWD FOW intends to convene.

PCC EWD is inviting a myriad of professionals to share their perspective through this increasingly critical lens:

  • Emergency management practitioners will be well represented. State officials from regional disaster services agencies, as well as the Governor’s Office of Emergency Services (Cal OES), are invited to share their insights and discuss their priorities.
  • Other regional service providers will be on hand, to discuss their participation in disaster response and recovery. Infrastructure repair, utility support, public health, logistics, and transportation are all impacted when calamity happens – how can those systems be better prepared for the next ‘big one’?
  • Businesses and industries will also be represented, as those typically bear a significant amount of the stress caused in a disaster situation.

The fundamental belief of the conference is that a community that strategizes responses to economic growth and almost inevitable catastrophe is better prepared to expand the first and withstand the second. Through this FOW conversation, PCC EWD intends to develop tools, understandings, partnerships, and resources that will facilitate enhanced resilience when – not if – another disaster approaches Southern California.

A New Opportunity? Community Colleges in Times of Disaster

Pam Sornson, JD on September 2, 2025

California’s 116 community colleges (CCCs) comprise the largest collaborative education system in the country. They serve over two million learners each year. Their alumni are responsible for over $100 billion in annual income generation, as well as over 1.3 million jobs. As the State focuses on recovery following years of wildfires, drought, social unrest, and other calamities, schools are considering assuming an additional role: serving as disaster response and recovery centers. The benefits offered by the cooperative are many – their collective presence across the State and their individual proximity within each community can each be leveraged to accomplish two parallel goals:

  • As individual schools, they can target specific supports relevant to the particular concerns that arise within their region, and
  • Together, they can also be the foundation for a state-wide, reliable, and strategic system of responses and resources to whatever is next on the disaster calendar.

The Economic and Workforce Division of Pasadena City College (PCC EWD) is focusing on this prospect as it plans its 7th annual Future of Work Conference, scheduled for Tuesday, October 28, 2025. On that day and in conjunction with regional leaders, agency partners, and community collaborators, PCC EWD leadership will explore how community colleges can drive recovery and economic renewal after the worst-case scenario occurs.

The California Community Colleges and Economic Development

The Office of the Chancellor of the CCCs (the CCCCO) is responsible for coordinating and reporting on the efforts undertaken both across its school system and in alliance with state law and policy. It launched its Economic and Workforce Development program in 1991 to ensure that its programs and opportunities tied into the State’s vision for global competitiveness and economic growth. With its focus on training, job-related education, and support services that meet every student’s needs, the CCC system collaborates with labor, business, and industry groups to connect coursework to careers and learners to lifelong occupational success. To date, the organization has seen significant success with more than 70% of its graduates finding work in their chosen field of study.

Over the years, the CCC EWD program has evolved to meet even more civic and academic needs as social, political, and educational demands required. In 2021, the CCCCO restructured its EWD program to align its schools with regional goals and local needs, thereby tailoring their academic offerings to supply close-to-home businesses with the trained workforce they need. The project created eight regions within the State, each populated with the colleges that fell within those boundaries. Each region then generated a ‘Regional Consortia’ – an ‘RC’ – of its CCC members, which is tasked with developing the most advantageous and optimal workforce development capacities needed within their geographical footprint. Each RC is responsible for determining its area priorities, managing state and federal funds, and partnering with the industries and entities that make up the regional economic backbone. By combining the assets and capacities of schools, businesses, industry leaders, and governmental entities, the RCs can structure local and regional educational resources to address specific industry and community demands as they arise. Because of their size and complex individual economies, Los Angeles (LA) and Orange Counties (OC) are separate regions in and of themselves. The LA Regional Consortium – LARC – is one of the entities housed within PCC EWD.

Further, each region was evaluated to establish its ‘Top Priority Sectors,’ those business and industry hubs that are most prevalent in their area and that are designed to maximize the assets specific to the region. LA and OC share the same six Priority Sectors:

  • Advanced Transportation,
  • Business and Entrepreneurship,
  • Construction and Utilities,
  • Energy,
  • Health, and
  • Information and Communication Technologies.

The RC funding received by the CCCs is used to develop and implement training programs and initiatives that support their priority sectors.

The depth, breadth, and connectivity of the CCC network make it, as a whole, one of the State’s most valuable assets. With its educational, occupational, and industrial framework in place, the network is uniquely suited to pivot – as it did because of COVID-19 – in response to California’s most pressing current concern, which, at this moment in time, is coordinating its disaster recovery (DR) efforts across the State.

The CCCs DR Capacities

While still emerging, the strategy of coordinating the CCCs into regional DR centers will follow standards set out by California’s emergency management system. This system is built on four foundational concepts: communication, coordination, continuity, and collaboration. As has been noted, the CCC system is already adept at these activities. Adding ‘DR-based’ capabilities to each of the schools will deepen the connection between each school and its neighbors, as well as provide California with a state-wide network of DR operators and resources. For the students, the DR-focused curricula will offer new occupational choices, most (if not all) of which will be in high demand as political and environmental issues continue to roil.

As a starting point for these new educational pathways, the CCCCO and its schools might focus on developing four priority trajectories, each of which addresses a single element of the DR process:

  • Disruption assessment – Every calamity causes a unique set of damages and threats, all of which require assessment and measurement to determine appropriate responses.
  • Role identification – The LA region has 10,000,000 people and 88 cities, so there is already an abundance of resources (probably) available to choose from in terms of who’s going to do what. The challenge will be determining who is best suited to assume responsibility for each task and obligation.
  • Objective prioritization – The size of each region’s population and geographical footprint, combined with the specific disaster at hand, will determine which actions should occur first, get the most funding, or receive the most resources. Each school can host a panel of experts to make these decisions based on its locality.
  • Relief programming – The people at risk during a disaster are in immediate need of resources, including shelter, food, safety, and healthcare support. The local community college can serve as a physical hub for these resources, as well as a place to find other, less imperative services.

California has suffered through decades of natural and man-made disasters, so it already has resources and assets aligned to respond quickly regardless of the nature of the threat. Integrating DR coursework and programming into each Community College’s curricula and across the network of CCCs can only enhance its ability to mitigate loss and achieve a faster, more comprehensive recovery, regardless of where, how, and when the threat arises.

Resiliency, Climate Change, and CA Community Colleges

Pam Sornson, JD on August 19, 2025

Those who don’t learn from the past are doomed to repeat it, so the adage says. The State of California has made it policy to learn from its past experiences. It is intentionally building resources and systems that reduce or eliminate the risks that have caused damage to it and its residents in years past.

Climate change is the biggest instigator of these ‘repair and recover’ efforts. In the past five years, the State has experienced no less than 70 environmental catastrophes, all of which were driven by the planet’s changing climate and weather patterns. In response, Governor Newsom launched his ‘Request for Innovative Ideas‘ initiative and its companion ‘Innovation Procurement Sprint‘ process early in his first term. These two efforts combine to attract and engage the State’s best innovators and entrepreneurs to collaborate on solutions to climate change-induced threats and challenges.

Further, in addition to private sector contributors, the Governor has also enlisted the resources and support of California’s 116 Community Colleges (CCC) to contribute their particular capacities to the endeavor. The colleges present a series of unique and sometimes conflicting realities:

  • They contribute to the environmental challenges caused by climate change. The campuses occupy thousands of acres of public lands and operate in hundreds of buildings, all of which were designed and built using ‘legacy’ systems. Their physical footprints often generate the same types of pollutants and toxins as other built regions, from standard garbage and waste to excess exhaust of petroleum-based fuels such as natural gas.
  • At the same time, they also have the resources needed to combat the climate change concern. Collectively, the schools register over two million students each year, and, in many cases, they are an employment and cultural anchor in their local community. The schools provide instruction, guidance, and direction to those millions of learners, and can offer training and courses in almost any discipline that has a comparable workforce demand.

Because of these unique realities, and combined with their locations in all corners of California, the CCCs also offer a unique opportunity to design and implement climate-forward policies that can and will impact the entire state.

The good news is that the California Community College Chancellors’ Office (CCCCO) recently announced its intent to achieve exactly that. In July 2025, the CCCCO presented its ‘CCC Climate Action Framework‘ as the foundation for its effort to both reduce the impact of climate change on California while also building a ‘blue and green’ workforce to drive that future economy. By doing so, the agency has declared its place as a leader in combating climate change, and its intent to use its resources to reduce that impact while improving the lives and economies of all Californians.

The Framework fits neatly into the CCC’s Vision 2030, a 2023 ‘Roadmap for California Community Colleges’ presented by the CCC’s Board of Governors. Updated in July 2025, Vision 2030 embeds equity into every CCC project while also advancing its whole-system approach to enhancing California’s unique economic opportunities.

The CCC Climate Action Framework (CCC CAF)

The CCC CAF initiative seeks to accomplish several goals:

  • To transform the CCC corps into a unified network of expertise and resources working toward resiliency, sustainability, and climate justice for all state residents.
  • To develop climate-focused standards and practices that will facilitate a cleaner environment in all regions in the State, regardless of the type of climate challenge they may face.
  • To build a workforce capable of managing existing and emerging climate-control assets and systems, thereby ensuring not just a healthier community but also a healthier economy for all.

The CCC CAF strategy draws on all of the CCCs’ assets, bringing together experts in education, science, policy, and industry to craft a one-of-a-kind yet fluid model for resisting and managing the damages caused by weather and climate-related disasters. Its four populations reflect its focus on advancing each school’s resources to address the full parameters of climate action and mitigation drivers:

Climate Fellows: These education professionals are CCC leaders from all 116 schools. They will focus on four pillars of activity within each region to knit together optimal teams for climate action. The teams will address:

  • student and community engagement;
  • campus facilities and operations;
  • workforce development for green (land) and blue (water) economies, and
  • climate literacy development throughout course curricula.

Climate Corps Fellows: These four individuals are already at work, conducting a comprehensive analysis of the CCC’s combined sustainability efforts. Their focus is to identify and understand how each school manages its energy, water supply, waste, and procurement practices to develop a system-wide image of CCC environmental activities. Once complete, the analysis will inform future alignment across the school corps with statewide climate goals.

Student Climate Fellows: This group will consist of students from all 116 schools, those who are passionate about climate change as a unique challenge and who will work to achieve positive changes on their individual campuses through one of three focus areas: campus facilities, campus outreach, or student activities and clubs. As a unified entity, they will share resources and insights to develop scalable projects that advance not just their climate-focused effort but also the larger goals of Vision 2030.

Climate Ambassadors: Comprised of both academics and industry experts, these professionals will be informing the CCCCO about promising strategies and practices as those develop around the state. As a think-tank, the group will offer recommendations as to how the CCCs can add resources to California’s ongoing climate awareness and sustainability efforts. As an advisory entity, the Ambassadors will be influential on CCC climate efforts across all disciplines of the overarching CCC CAF.

The CCCCO considers the CCC CAF to be a ‘distributed leadership model’ that spreads the focus, effort, and investment in climate-facing issues across the entire state through its network of community colleges and their local and regional partners. By embedding the personnel and workload within each school, the CCCCO is ensuring not only that California’s colleges are well prepared to address the challenges wrought by climate concerns but also that the State develops the workforce needed to effectively approach and manage climate and weather-related issues as they arise.

 

California’s weather realities over the past five years have clearly demonstrated that the state, as a whole, needs to shift how it addresses climate change. In conjunction with the Governor’s office, the state’s network of community colleges is now leading the effort to reduce or eliminate climate-induced threats to its environment and populations. Considering the depth and scope of its calculated CCC CAF strategy, the CCCCO is demonstrating that it has learned from the past and will not be unprepared for an uncertain climate future.

 

Upskilling California

Pam Sornson, JD on August 5, 2025

Californians aren’t new to disaster. Just in the past five years, the State has experienced over 70 significant calamities, including wildfires, earthquakes, storms, landslides, and floods. While each incident costs the state millions (sometimes billions) in recovery funding, collectively, the events build a strong case to develop a more resilient and sturdy infrastructure that can better withstand these onslaughts.

An enhanced, more pliable infrastructure is Governor Newsom’s plan, too, which he initiated on his very first day in office. Back in 2019, he announced that ’emergency preparedness’ was the top goal for his administration, and that he would prioritize the statewide development and implementation of disaster response and recovery systems. In the intervening years, Newsom has been true to his word, and California is now heavily invested in reconfiguring its foundations and systems to better manage whatever cataclysm Mother Nature chooses to throw at it next.

Newsom’s Executive Order N-4-19

As evidence of his intent, Newsom’s Executive Order N-4-19 (EO4) directs the State to revise its approach to potential threats, with the intent to improve both its preparedness and response capacities.

This directive is extraordinary in that it mandates a complete overhaul of the process for how California procures services and achieves goals. Newsom pivoted away from following the traditional path of selecting, then ordering specific assets to apply to a specific problem. Instead, he proposed a new procurement method: the ‘Request for Innovative Ideas‘ approach – RFI2. Rather than determine and request tools to achieve a well-defined end goal, the State now asks its innovators and entrepreneurs to suggest options and opportunities that state staff may not think of or even have reason to know about. By engaging the imagination and drive of its creative community, the Governor’s Office is leveraging perhaps California’s greatest asset as it explores how to achieve state goals that benefit the most residents.

The definition of its ‘creative community’ is also telling: Newsom’s EO 4 invites public and private entities, academics, business leaders, social agencies, and scientific organizations to provide input and guidance on proposed projects before the State commits to spending any tax dollars. The focus on collaboration is key, allowing contributions to any project by almost any sector that might have ‘skin in the game’ of that particular proposition.

Since its inception, the RFI2 process has evolved into an iterative procurement strategy, the ‘Innovation Procurement Sprint (IPS).’ Its initial iteration, launched in 2019 by the Department of General Services (DGS) and the CA Department of Technology (CDT), asked the collective to weigh in on solutions to the State’s ongoing wildfire crisis. (The strategy predated the onset of the COVID-19 pandemic.) An early success was the implementation of wildfire monitoring cameras that became operational in time for the 2020 wildfire season.

Since then, California’s public and private entities have utilized the RFI2 and IPS strategies to address some of the State’s most notable concerns:

  • A collaborative developed to address Department of Motor Vehicle (DMV) customer complaints about delays stemming from the Federal REAL ID Act and its mandate that all drivers in the nation obtain a “Real ID” in time for its May 2025 deadline. The ‘DMV Strike Team’ devised several responses to the complaints, including enhanced online application services, digital credit card payment options, the development of a ‘virtual field office,’ and a mobile driver’s license opportunity.
  • The California Department of Forestry and Fire Protection (CalFIRE) pursued several IPSs to achieve numerous goals and initiatives:
    • It leveraged advanced data modeling to predict the geographical locations that have the highest risk for wildfire starts.
    • It adopted “LiDAR” to generate 3D maps of high-risk wildfire areas, giving firefighters better tools to use when fighting a conflagration;
    • It utilized drone technology to achieve several firefighting objectives, including aerial ignition for prescribed burns and real-time assessments of actual fires.
  • The California Department of Tax and Fee Administration (CDTFA) used the IPS strategy to streamline its processes and improve its efficiency. The effort has reduced administrative costs of tax collections by 24% since 2019, without also reducing the tax revenues collected.

Notably, a subsequent Newsom EO – Executive Order N-12-23 – directed the use of the IPS strategy for the development of several statewide initiatives.

  • The management of Generative Artificial Intelligence (GenAI) within the State government. Engaging at least three state agencies [the Government Operations Agency (GovOps), the DGS, and the CDT], the EO has, thus far, facilitated:
    • Implementation of safety procedures to ensure the responsible use of GenAI assets by State agencies;
    • Implementation of a Project Delivery Lifecycle (PDL) process to speed up the approval process for Gen AI projects, and
    • The expansion of the digital asset procurement process to include non-GenAI options.
  • The enhancement of human resources initiatives. In conjunction with CDT, DGS, and the State Personnel Board (SPB):
    • The Department of Human Resources (CalHR) was directed to modernize state hiring, retention, and administrative practices.
    • The CDT was directed to modernize its state-owned vehicle procedures, as well as establish a marketplace for enhanced business tools, including GenAI tools.
    • The DGS was directed to ease administrative burdens by streamlining procurement practices and approval processes for Inter-Agency Agreements.

More recent RFI2s seek assistance in developing systems that help individuals with limited English proficiency and in developing tools that accurately document the findings of healthcare facility inspectors.

As of the date of this publication, California reports more than 60 open “State of Emergency” proclamations, which include the recent LA fires, as well as the storms, floods, and droughts of the past few years. Utilizing the RFI2 and IPS strategies, California is now accessing the full scope of its natural assets – its creative and innovative residents – to comprehensively address these concerns using the best possible tools and procedures. Hopefully, the resulting ‘industrial resiliency strategy’ will prove beneficial, and future challenges, which are certain to occur, will not result in the same level of loss and damage as the State has experienced in the past.

LA’s Construction Industry Evolves 

Pam Sornson, JD on July 15, 2025

Some industries never grow old. While the horse-and-buggy sector faded away decades ago, its replacement—the auto industry—continues to flourish and expand. Likewise, the construction industry continues to evolve as new materials, strategies, and capabilities are integrated into its foundational activities. As the Los Angeles region recovers from the January 2025 fires, it is also deeply invested in building out its infrastructure to meet the demands of the 2028 Olympics. Consequently, the demand for skilled construction workers continues to grow, as more skills are added and more projects are scheduled.

Construction Bolstered by Federal Investments

Unlike the rest of the world, America’s construction industry has remained more resilient post-COVID than most other countries:

  • In China, the building trades remain sluggish as the Government reduces its investments in infrastructure assets. A downturn in the property market sector and growing national debt also contribute to the lethargy.
  • In Europe, economic pressures across the region appear to be dampening industrial optimism:
    • In Germany, both commercial and housing project numbers have dropped precipitously as costs continue to rise.
  • In New Zealand, rising interest rates and higher materials costs add industry burdens on top of the country’s already weak overall economy.

While the U.S. also suffers from these specific industrial challenges, it has also seen significant increases in resources for primarily commercial construction projects, driven largely by federal investment spending. Between April 2020 and July 2024, financial infusions into the sector increased by 41% over the previous period, as economic stimulus funding was released. The $52.7 billion CHIPS and Science Act (CHIPS), the $1.2 trillion Infrastructure Investment and Jobs Act (IIJA), and an additional $369 billion for climate and energy from the Inflation Reduction Act (IRA) all combined to provide builders of all sizes with the resources needed to maintain and grow their market share.

The extra cash American builders received from the Government provided more than just added supplies, however. Perhaps the most important asset attained by those funds was the capacity for flexibility in the face of industrial challenges. Many companies shifted their activities to new markets and regions, while others added residential projects to their primarily commercial asset base, or vice versa. Perhaps the most significant gain was the opportunity for each building enterprise to be truly innovative in its projects. Of the global (non-governmental) investments in construction innovation during that four-year period, approximately 80% were invested in American projects, providing the country with an additional boost to its construction industry evolution.

California’s Construction Industry Evolutions

California has embraced all existing and emerging opportunities to expand its construction capabilities, adding resources and capacities to its already burgeoning foundation. The State has allocated $180 billion of its own money toward construction development over the next ten years. The statewide industry generated $158 billion just in 2023, alone, and the value of its construction industry revenues is projected to reach $172 billion by the end of this year. While much of that investment will be to recover infrastructure lost to fires, floods, drought, etc, California is also investing heavily in innovations and new construction opportunities:

Clean Energy

Climate change is a driver of some of the State’s most severe disasters, including the January fires. To reduce its contribution to that threat, California is investing heavily in clean energy sources, which is boosted considerably by over $1.6 billion in private investment. The clean energy strategy not only promises a cleaner environment but also generates jobs and millions of dollars in personal, regional, and state revenues. As of the end of 2024, California had over half a million workers (544,600) in the clean energy sector (representing a growth factor of 4.1% over 2023), which employed seven times more energy workers than the State’s fossil fuel industry.

Transportation Infrastructure

California’s population of almost 40 million people (39.43 M) needs transport to get around, and the State’s reliance on the auto industry is contributing to its climate change problem. Consequently, the Government is investing in low-emission transportation systems to offer options to the car that are equally effective in moving people around the State:

California High Speed Rail (CHSR)

The State’s HSR initiative will deliver an electric high-speed rail system to connect its ‘mega-regions,’ such as LA to San Francisco, as well as add transport options through the Central Valley, the Kern Valley, and even, eventually, to Las Vegas. Launched in 2022, the strategy has already created over 14,000 jobs, with a workforce primarily comprised of small businesses that hire workers from disabled or disadvantaged populations.

LAX

Coming in at #11 globally, Los Angeles International Airport (LAX) is one of the most traveled airports in the world, and as such, it has experienced a significant level of wear and tear. Accordingly, California is using its own funds and part of its IIJA federal funding to upgrade this critical element of Southern California’s transportation network. At an overall cost of $30 billion, the City of Los Angeles has allocated $5 billion of its own funds to the project as well. Engineers designed the project to address the most challenging aspect of the airport’s current configuration: congestion – on the horseshoe loop, within terminals, and on the airfield. In February 2025, LA City leaders approved its 5-year contract with preapproved engineers and professionals, many of whom are smaller businesses that employ thousands of local workers.

Technology Infrastructure

One glaring concern that came to light because of the region’s recent wildfires is the absence of reliable communications systems in rural and remote areas. Failed power lines and a dearth of internet towers left thousands of people facing the most difficult challenge of their lives having no contact with the outside world. In response, California has invested billions of dollars building a 3,000-mile “Middle Mile Internet” complex that reaches all 58 counties and includes 10 Tribal partnerships and engagements. The finished infrastructure will provide high-speed internet service to millions of people living outside typical urban cities. In addition to facilitating a safe and reliable communications grid where none had previously existed, the technology infrastructure will also support millions, or even billions of dollars of economic growth and development in less populated areas.

Obviously, the true benefit of all this investment in infrastructure is the economic growth it generates for the region. As LA recovers from the fires and prepares for the Olympics, its citizens are finding more work options and better-paying jobs in industries that promise a long and fulfilling career. The construction sector is one of these industries and its activities promise to support the growth and evolution of the LA region for decades to come.

Construction + Clean Energy = Workforce Development

Pam Sornson, JD on July 1, 2025

As has been noted, even disasters can stimulate growth, both economically and industrially. California’s focus on clean energy initiatives has already laid the groundwork for new building and construction practices that promise to reduce greenhouse emissions, enhance resiliency, and drive workforce development. The post-fire recovery process presents a unique opportunity to incorporate these clean energy options into rebuilding projects, ensuring that future communities won’t suffer similar losses when the next fire occurs (which it almost certainly will).

 

California Energy Commission Coordinates Sector Initiatives in Clean Energy

The California Legislature established its Energy Commission (CEC) to oversee the transition of its economic drivers to clean energy sources. Set up in 1975, the CEC initially addressed the fuel availability, smog, and air pollution issues that were then plaguing the nation. As it has evolved over the decades, it is now focused on achieving its assigned goal of carbon neutrality and 100% clean energy sources for all industries by mid-century. The bold goal should be attainable, judging by the individual initiatives pursued by the Commission:

The transportation sector has received particularly focused attention through the CEC’s Clean Transportation Program (CTP). State policy recognizes the connection between petroleum fuels and climate change, so it is modifying its energy usage to reduce or eliminate the threats posed by that man-made phenomenon.

The CTP focuses on attaining and implementing ‘zero-emission transportation technology’ to reduce that State’s contribution to climate change through the development of both zero-emission vehicles and the infrastructure that will support them. These projects span the entire State and encompass all industries; thus far, no state or national emergency has diverted California from its intended path to 100% clean, green energy. Established in 2008, the CTP has recently been extended through 2035.

Zero Emission Vehicles (ZEV)

Managed by the California Air Resources Board (CARB), the ZEV program aims to reduce carbon-based emissions and pollutants from both passenger and freight vehicles in the State. In addition to environmental safety, the CARB has also incorporated equity initiatives into its 2024 Action Plan, recognizing that more vulnerable populations are often forced (by a lack of other resources) into older, less energy-efficient cars. CARB’s strategy toward cleaner, more efficient vehicles continues to evolve. Its Advanced Clean Cars II effort will see even more pollutant reductions beginning in 2026, when requirements for increased ZEV production go into effect and standards for gasoline-powered cars become even more stringent.

ZEV Infrastructure

In early 2024, the CEC approved a $1.9 billion investment in a plan to accelerate the states’ burgeoning ZEV infrastructure build-out. Between 2024 and 2029, California will invest $1.9 billion in the development and installation of 40,000 new ZEV charging stations, bringing it closer to its goal of 250,000 publicly accessible chargers across the State, from border to border. The agency is especially attentive to building out these resources in lower-income and marginalized communities to ensure they don’t continue to bear the burden of excessive car and truck pollution. So far:

  • Of the 96 public hydrogen fueling stations planned, 61 are in use today.
  • A $100 million allocation is dedicated to developing 120 truck and bus charging stations.
  • More than 40 ZEV-related manufacturing projects are opening new training opportunities and jobs to support local, regional, and statewide economic growth.

 

The CEC and Workforce Development

Not surprisingly, the CEC is as focused on the workforce development aspects of its projects as it is on their outcomes. The California Climate Investments (CCI) initiative is responsible for building the workforce necessary to advance the State’s clean energy industries. Through public and private partnerships, the agency works with businesses and higher education facilities to develop training programs that are relevant to these emerging industries. Two notable efforts relate directly to two of California’s now critical concerns: wildfire resilience and support for priority (underserved) populations.

Wildfire Fuels Reductions

The CCI awarded funding to the California Conservation Corps (CCC) to manage its wildfire resiliency projects across the State. These youth workforce development programs provide young adults with exposure to the factors that cause and exacerbate fires, as well as the skills necessary to mitigate or eliminate those circumstances, thereby reducing the likelihood and/or severity of fires that do occur. For example, the CCC Chico Center provided over 2,700 hours of labor toward fire resiliency in the Paradise community, which was devastated by the 2018 Camp Fire, leaving almost the entire area destroyed. The cost of the CCC program to reduce dangerous fire fuels in this rural region (thereby also reducing the likelihood of another fire) between October 2023 and April 2024 was a mere $108,744. The cost of the Paradise fire damage, however, approached $16.5 billion.

ZEV Workforce Training for Priority Populations

In the San Joaquin Valley, transit agencies are working to electrify their publicly owned fleets of vehicles, which, in turn, requires an expanded corps of automotive service technicians competent to repair electric cars, buses, and trucks. The Inclusive, Diverse, Equitable, Accessible, and Local (IDEAL) ZEV Workforce Pilot Project, funded by the CEC and CARB, was introduced in 2023 into three Fresno County high schools. Teachers were first trained on the materials, and the curriculum was then offered to their students in the spring of 2024. In partnership with Fresno City College, the new occupational training will become a dual enrollment option for future high school and community college learners. Additionally, Fresno CC is working with a local action committee, Valley Clean Air Now (Valley CAN), to partner its electric vehicle workforce development efforts with area businesses and civic groups that are likely to work with ZEV fleets in the future.

Disasters – man-made and ‘natural’ – can be helpful for identifying where vulnerabilities lie and suggesting solutions to previously unknown dilemmas. They can also trigger growth and innovation, as is seen in today’s EV and construction industries. As those sectors expand, they’ll need a well-trained workforce to maintain and manage them. And California is certainly intent on ensuring those workers are available and ready to go when that time comes.

 

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