New California Network
The New California Network develops nonpartisan and broadly supported reforms that will rebuild the fiscal foundation and improve the performance and accountability of state government for the purpose of making California prosperous, safe and healthy for all of its residents. While we seek meaningful reform as quickly as possible, fundamental change will require a sustained effort over seven to 10 years.
And its Vision
The Network seeks structural changes to state government that provide adequate and stable resources for public purposes, that will allocate those resources to the highest priorities and to evidence-based solutions, and what will manage public programs to improve efficiency, results and accountability. By restoring focus, performance and accountability, the Network expects to improve public confidence in state government and its leaders, as well as improving the economic vitality and quality of life. To achieve this vision, structural reforms are needed in the following domains:
1. Improved revenue system. Taxes and fees need to evolve to equitably provide reliable and stable revenue, grow with the economy and be free of distorting affects on business and public decisions.
2. Improved budget system. The process for allocating resources needs to be disciplined to focus on clear priorities, to rely on evidence to fund programs that will achieve results, to create a reserve, to deal responsibly with revenue windfalls and shortfalls, and to encourage prudent long-term investments.
3. Improved state-local fiscal relationship. The roles and responsibilities among state and local agencies need to be clarified to ensure authority and accountability, and California needs to link the ability to raise and allocate revenue with the responsibility for achieving results.
4. Improved investment in infrastructure. Government should make strategic investments to improve the state's economic competitiveness and the quality of life. Investments should encourage innovative and efficient ways to meet public needs while relying on direct beneficiaries to pay for those investments.
5. Improved public management. Public programs need to improve their productivity and results. This will require re-engineering how programs are organized and managed, and a much greater reliance on data for solving problems and measuring outcomes.
The Network's Leadership
The found board members of the Network are experienced in management, political action and public policy. The chairman of the board is T. Michael Nevens, a retired director of McKinsey & Co. The other members are Lenny Mendonca, a director with McKinsey & Co.; R. Sean Randolph, President and CEO of the Bay Area Economic Forum; Russell Hancock, President and CEO of Joint Venture; Silicon Valley Network; W. Keith Kennedy, Chairman of CNF Inc; and, C. Mark Battey, Managing Director of Miramar Capital.
The executive director of the Network is James P. Mayer. Mr. Mayer previously served the state's Little Hoover Commission, where as executive director he provided leadership to all aspects of the Commission's comprehensive reviews of state policies and operations.