California Agricultural Vision: Strategies For Sustainability
CALIFORNIA AGRICULTURAL LANDCalifornia Agricultural Vision:Strategies for SustainabilityIRRIGATED FARMLANDDRYLAND FARMING AND GRAZING LANDURBAN AND BUILT-UP LANDOTHER LANDW AT E RLOCAL, STATE AND FEDERAL OWNED LANDOUT OF SUR VEY11”A Report byAmerican Farmland Trustto the California Departmentof Food and Agricultureand the State Boardof Food and AgricultureDECEMBER 2010NMap by Farmland Mapping & Monitoring Program, California Department of ConservationCover design: noreen rei fukumori nrfstudio.com8.5313”8.5313”
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITY2California Agricultural Vision: Strategies for SustainabilityTable of ContentsAcknowledgmentsExecutive SummaryIntroductionAg Vision Advisory Committee MembersStrategies for Sustainability1 Improve Access to Safe, Healthy Food for All Californians2 Ease the Burden of Regulation on Agriculture While Maintaining Health,Safety and Environmental Standards3 Secure an Adequate Supply of Water for Agricultural Purposes4 Assure a Strong Labor Force through Fairness to Agricultural Workers and Employers5 Effectively Detect, Exclude and Control Invasive Species6 Adopt a Policy of Conserving Agricultural Land and Water Resources7 Expand Environmental Stewardship on Farms and Ranches8 Promote Renewable Energy & Substitutes for Fossil‐Based Inputs9 Assure Agricultural Adaptation to Climate Change10 Promote Robust Regional Markets for All California Producers11 Cultivate the Next Generation of Farmers and Ranchers12 Promote Agricultural Research that Anticipates 21st Century ChallengesObservations and Final RecommendationsAppendixState Board’s California Agricultural Vision GoalsRoster of Stakeholders at WorkshopsFor more information about California Agricultural Vision,please visit the CDFA web site at 2425
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITY3AcknowledgmentsAmerican Farmland Trust wishes to thank all those who have made California Agricultural Visionpossible and productive, including the hundreds of people who turned out at the listeningsessions and the leaders who participated in the workshops. Special thanks are owed to:The State Board of Food & Agriculture and its President, Al Montna, for launching Ag Vision inrecognition that it is better for agriculture to plan for the future than to just let it happen;Honorable A.G. Kawamura, Secretary of the California Department of Food & Agriculture, whoseown vision helped inspire Ag Vision and whose passion for agriculture has helped fuel itsprogress;Co‐chairs of the Ag Vision initiative, Luawanna Hallstrom of Collaborative Communications andmy AFT colleague Ralph Grossi for their insight, enthusiasm and tireless work on this initiative;Karen Ross, former president of the California Wine Grape Growers Association and now Chiefof Staff to U.S. Secretary of Agriculture Tom Vilsack, who was the member of the State Boardoriginally responsible for orchestrating Ag Vision;The S.D. Bechtel Jr. Foundation, the Columbia Foundation, the Clarence E. Heller CharitableFoundation, the California Agricultural Technology Institute and California State UniversityAgricultural Research Initiative for their generous financial support of Ag Vision;Josh Eddy, executive director of the State Board of Food & Agriculture, for organizing theworkshops, overseeing CDFA’s participation and attending to myriad administrative details withskill and good humor;Joseph McIntyre and his team at Ag Innovations for expert professional facilitation of the AgVision stakeholder workshops;Dan Sumner and the U.C. Agricultural Issues Center for preparing issue papers for thestakeholder workshops; andLast but not least, members of the Ag Vision Advisory Committee, whose wisdom, leadershipand dedication to California agriculture have been indispensible to the Ag Vision process.Edward Thompson, Jr.AFT California Director
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITY4Executive SummaryCalifornia agriculture is the envy of the world, producing an abundance of remarkably safe,healthy an affordable food, while taking care of the land and environment. As one of only fiveMediterranean growing regions on Earth, California is a major contributor to the global foodsupply and to the national security of the United States. To keep pace with growing demand forfood, as the world’s population expands to nine billion people, California agriculture mustremain profitable and competitive in a global market by efficiently using resources andcontrolling production costs. But it now faces unprecedented challenges to its sustainability inthe form of pressures on its profitability and productivity related to water, regulations, labor,invasive species, urbanization and many other factors.California Agricultural Vision (Ag Vision) was conceived by the California Department of Food &Agriculture and the State Board of Food & Agriculture to address these challenges. After holdingpublic listening sessions and formulating a set of goals, the State Board turned to AmericanFarmland Trust (AFT), a nonprofit conservation organization, to manage the Ag Vision process.AFT convened workshops in which more than 90 agricultural and other leaders proposed actionsto address the key issues facing California agriculture in order to meet the State Board’s goals. Itthen recruited an Advisory Committee that included representatives from agriculture as well asfrom environmental, labor, hunger and nutrition interest groups. This Committee winnowed theproposals from the stakeholder workshops and now recommends a set of strategies to addressthe most critical challenges and assure the sustainability of California agriculture.The dozen strategies recommended here are to be implemented by 24 specific actions, some tobe taken immediately, others over the longer‐term after further refinement. These strategiesand actions are not intended to supplant other efforts being made to address the same issues,but rather as a framework for helping to organize and coordinate them. The strategies that theAdvisory Committee deems to be of the highest priority are assuring better access to food for allCalifornians; easing the burden of regulation on agriculture while maintaining health, safety andenvironmental standards; and assuring an adequate water supply for agriculture. Therecommendations of the Committee do not necessarily imply that every member or theinstitutions they represent agree with every statement or recommendation in this report.This report recommends that the State Board play an even more active role in advancing all ofthe strategies in partnership with CDFA and the Ag Vision Advisory Committee. It alsoencourages everyone within agriculture as well as other stakeholders to work collaboratively onthe initiatives proposed here to achieve positive, effective solutions that will secure asustainable future for California agriculture and everyone who depends on it for healthy bodies,a healthy environment and healthy communities, today and especially for future generations.
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITY5California Agricultural Vision:Strategies for SustainabilityIntroductionCalifornia agriculture is blessed with acombination of land, water and climate thatis the envy of the world. The industry isdiverse, creative and resilient, with anentrepreneurial class of farmers andranchers who produce an abundance ofremarkably safe, healthy and affordablefood. In 2008, the farm gate value ofCalifornia agricultural products exceeded 36 billion – one‐eighth of total U.S. output.Our farmers and ranchers are also stewardsof almost half the land in California and areresponsible for “producing” clean air andwater, wildlife and other contributions to aclean and healthy environment.However, as the 21st Century enters itssecond decade, California agriculture facesunprecedented challenges to itssustainability. Water, regulations, labor,invasive species, urbanization,environmental quality, energy and climatechange head a long list of issues thatpresents both risks and opportunities foragricultural producers and the industry as awhole. To ensure that California agriculturecontinues to prosper, while servingconsumers and the broader public interest,agriculture cannot sit back and wait forsolutions to emerge. It must address thechallenges pro‐actively by identifying andimplementing concerted strategiescalculated to minimize risks and capitalizeon opportunities. California AgriculturalVision was conceived expressly for thispurpose.California Leadership in Sustainably Feeding Nine Billion PeopleThe central challenge of agriculture in the21st Century is to achieve and sustain thecapacity to feed a growing globalpopulation that is expected to reach ninebillion people by 2050. As one of only fiveMediterranean growing regions on Earth,California is a major contributor to theglobal food supply, particularly of nutritiousfruits, nuts, vegetables and dairy products.To keep pace with growing demand,California agriculture must remainprofitable and competitive in a globalmarket by efficiently using resources andcontrolling production costs, both of whichare under pressure from the manychallenges it now faces. At the same time, itmust meet the public’s increasingexpectations for high‐quality food, long‐term resource stewardship andenvironmental protection – or suffer adecline in the consumer and politicalsupport it is going to need to meet thosechallenges.But if the challenges are daunting, theupside potential is equally significant. Andthat’s where the vision enters in; the visionof a California agriculture that is universallyadmired and economically rewarded for itscontributions to a healthy population and a
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITYhealthy planet as well as for its productivityand the prosperity it brings to the one infive people employed in our food system.That, broadly speaking, is the California6Agricultural Vision that the strategiesproposed in this document will help achievewithin the next generation.The Evolution of California Agricultural VisionCalifornia Agricultural Vision (or simply “AgVision”) is an effort to plan for the future ofagriculture and the food system in thenation’s leading farm state. It wasinaugurated in 2008 by Secretary A.G.Kawamura of the California Department ofFood & Agriculture (CDFA) and the StateBoard of Food & Agriculture (State Board)under the leadership of its president, AlfredG. Montna.From May through July of that year, CDFAand the State Board held seven publiclistening sessions around the state, fromRedding to Escondido, which attractedmore than 500 participants from agricultureand other stakeholder interests.1 Partneringwith CDFA to organize these sessions wasRoots of Change, a nonprofit organizationthat promotes a sustainable food system,with funding from the Columbia Foundationand the Clarence E. Heller CharitableFoundation.2Based on input from these sessions, theState Board developed a vision forCalifornia agriculture in the year 2030 toguide the strategic planning process. Thisvision is based on three goals: Better Health and Well‐Being:Meeting the Nutrition Needs ofCalifornia’s Diverse Population A Healthier Planet: AgriculturalStewardship of the Natural Resource1Lists of participants and transcripts of these listeningsessions can be found on the CDFA web page atwww.cdfa.ca.gov/agvision.2For more information on these institutions, seewww.rocfund.org, www.columbia.org, andwww.cehcf.org.Base upon which California and FoodProduction Depend Thriving Communities: FoodProduction is a Driver of SustainableCalifornia Economic GrowthEach of these broad goals is furtherarticulated by a series of more specificobjectives, each addressing a criticalchallenge facing California agriculture.3The State Board then asked AmericanFarmland Trust (AFT)4 to partner with CDFAto organize a process by which a strategicplan could be designed to meet its visionarygoals and objectives. Supported by a grantfrom the S.D. Bechtel Jr. Foundation, theyrecruited a balanced group of more than 90leaders from agriculture and organizationsinterested in the environment, farm labor,hunger and nutrition, and regional foodsystems. They retained Ag Innovations,another nonprofit organization, toprofessionally facilitate three workshopsheld between September and December2009 at which participants discussed thechallenges facing California agriculture andproposed bold ideas to address them. TheAgriculture & Natural Resources Division ofthe University of California prepared white3These objectives are listed in the Appendix to thisreport.4AFT is a nonprofit organization committed toreconciling the interests of agriculture and society inconserving the resources on which U.S. foodproduction depends. Its mission is to protectfarmland for food production and help farmersimprove the environment. More information aboutAFT can be found at www.farmland.org.
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITYpapers on 17 topics to inform thesediscussions. 5Out of these workshops came a paperproposing specific, short‐term actions toaddress what the group ranked as the mostcritical challenges confronting agriculture:regulatory improvement, workforce andimmigration, water security, land andnatural resources, access to healthy food,invasive species and environmentalstewardship.6 This paper was posted on theweb for public input.In June 2010, AFT recruited an advisorycommittee composed of leaders fromagriculture and other interest groups. Theadvisory committee was charged withwinnowing all the proposals and publicinput, and recommending a suite ofimmediate and longer‐term actions tostrategically address California agriculture’smajor challenges and thereby assure itssustainable future. This report, the result ofmonths of deliberation, summarizes thestrategies recommended by the AdvisoryCommittee and subsequently endorsed bythe State Board of Food & Agriculture.7Understanding the StrategiesThe dozen strategies outlined in this reportare designed to make progress toward thegoals of the State Board’s vision for thefuture of California agriculture and itsbroader food system. While they are allimportant elements of a comprehensiveapproach to sustainability, they areorganized in order of priority established by5The full list of workshop participants can be found inthe Appendix to this report. The white papers can befound on the CDFA web site atwww.cdfa.ca.gov/agvision.6These, too, can be found on the CDFA web site.7This does not imply that every member of theAdvisory Committee or the institutions theyrepresent agrees with, approves of or endorses everystatement or recommendation in this report.7the Advisory Committee, and are groupedinto actions to be taken immediately andthose requiring longer‐term action.Generally speaking, the immediate actionitems are calculated to begin to addresseach challenge in a purposeful andmeaningful way while generatingmomentum for broader actions that willultimately be needed to successfullyachieve their ambitious objectives.The strategies are not intended tosubstitute for, or compete with, other on‐going efforts to address the same issues.Instead, they are designed to complementsuch efforts by providing a strategicframework for coordinating them and bymultiplying their impact on the significantchallenges facing California agriculture andeveryone who depends on it. Above all,they are intended to help forge a moreconstructive and productive relationshipamong all sectors of California agricultureand with the many interest groups whosesupport will be needed to address thesechallenges in a meaningful way.Implementing the StrategiesImplementation of the actions endorsed bythe State Board will begin immediately.Those proposed by stakeholders whoparticipated in Ag Vision will be furtherrefined by the Advisory Committee with theintention of arriving at strategies that willbe pursued later on.Responsibility for implementation of thestrategies will be the charge of asubcommittee that will be recruited foreach initiative to provide leadership andexpertise. As indicated under each strategy,individual members of the Ag VisionAdvisory Committee, the State Board andother institutions have volunteered to co‐chair these subcommittees. The State Boardand Advisory Committee will oversee theprogress of the subcommittees. American
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITYFarmland Trust has expressed its desire tocontinue to staff the Ag Vision process andserve as a liaison among all of those8involved in translating its recommendationsinto reality.‐‐Ag Vision Advisory Committee‐‐Ralph Grossi, Marindale Ranch & American Farmland Trust (Co‐Chair)Luawanna Hallstrom, Collaborative Communications & State Board (Co‐Chair)Barry Bedwell, California Grape & Tree Fruit LeagueAshley Boren, Sustainable Conservation & State BoardMatt Byrne, California Cattlemen’s AssociationMichael Dimock, Roots of ChangeCornelius Gallagher, Bank of AmericaEric Holst, Environmental Defense FundTim Johnson, California Rice CommissionPaul Martin, Western United DairymenRichard Matteis, California Farm Bureau FederationPaul Muller, Full Belly FarmTom Nassif, Western Growers AssociationDave Puglia, Western Growers AssociationEmily Rooney, Agriculture Council of CaliforniaSue Sigler, California Association of Food BanksPaul Wenger, California Farm Bureau FederationChris Zanobini, California Pear Advisory BoardAl Montna, Montna Farms & State Board (Ex‐Officio)Edward Thompson, Jr., American Farmland Trust (Staff)
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITY9Strategies for Sustainability1.Improve Access to Safe, Healthy Food for All CaliforniansCalifornia farmers and ranchers produce aremarkable abundance of safe, healthyfood. While this cornucopia is accessible tomost Californians, too many of our fellowcitizens cannot afford to eat well or cannotfind a full range of healthy foods inneighborhoods lacking full service grocerystores. Other people are unaware of, orsimply ignore, dietary guidelines such asUSDA’s healthy food pyramid. The resultsare food insecurity for one out of sixCalifornians, an increase in chronic healthproblems associated with obesity andmalnutrition, and lost market opportunitiesfor California growers of fruits, nuts,vegetables and grains, and dairy, poultryand beef producers.Federal guidelines call for 40 to 50 percentof food dollars to be spent on fruits andvegetables, but the range for most familiesis only 16 to 18 percent. Not coincidentally,37 percent of the state’s population isoverweight and another 24 percent isobese. If federal nutrition guidelines werefully met, fruit consumption would increase62 percent and vegetable consumption by113 percent, offering additional marketopportunities for California producers.Only half of the four million Californianseligible for food stamps now takeadvantage of the increased buying powerthey afford, one of the lowest rates in thenation. As a result, each year the state failsto claim more than 3 billion in federalfunds that could be used to increase accessto healthy food for its poorest residents.Meanwhile, a significant amount of thefood grown in California is discarded orwasted as it moves through the distributionsystem from farm to table.Occurrences of illness traced to producegrown in our state are rare, but causeserious public concern that must beaddressed through continued vigilance andcare throughout the supply chain. Foodrecalls can also be very costly to producers,packers and shippers alike. And practicesdesigned to increase food safety can haveunanticipated impacts on the environment,such as the clearing of native field bordervegetation that serves as wildlife habitatand as a buffer to filter polluted runoff.Objectives Reduce hunger and malnutrition, chronic diseases and health care costs associated withpoor diets Expand statewide participation in food assistance programs and increase their efficiency Expand markets for California grown fruits, vegetables, grains, dairy and meat Assure that food safety practices result in the highest level of food safety withoutcompromising environmental quality
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITY10Immediate Actions Endorsed by the State Board of Food & Agriculture1ATo encourage wider use of available federal food stamp funds, the State Board should askthe Governor to order that effective methods other than finger imaging be used to deterfraudulent claims in the Supplemental Nutrition Assistance Program (SNAP), and this practice bebanned, which the USDA estimates will increase participation 7%. All states except four,including California, use other methods to good effect. The State Board should make thisrequest as soon as practicable and submit helpful information to support the request.1BThe State Board should ask the Governor to convene a panel of state agency heads andprivate sector stakeholders to conduct an inquiry into reasons why California is failing to accessmore than 3 billion a year in available federal SNAP funding, taking into consideration allrelevant issues at the federal, state and local levels. The panel should be charged withsubmitting a report within 6 months that proposes ways to encourage greater use of SNAPfunding.1CThe State Board should convene a volunteer working group of private sector agriculturalleaders and representatives of food banks for the purpose of formulating a plan to increase theamount of food being contributed by producers to food banks in California. The plan shouldbuild on existing efforts that resulted in 90 million pounds of food contributions to state foodbanks in 2009. It should include an educational and public relations component to facilitateproducer contributions and to increase public awareness of how agriculture is contributing tothe food security of California families in need.Longer‐Term Actions Proposed by Stakeholders1DThe State Board should ask the Governor to convene a task force comprised of leadingexperts and practitioners from all necessary fields to devise a comprehensive, systemic strategyto promote food security and healthy diets in California. At a minimum, the task force shouldinclude representatives of growers, farmers, ranchers, processors, wholesalers, retailers,government program administrators, nutritionists, low income consumers, food educators andfood access practitioners. Among the specific ideas that the task force should consider are:reinvesting identifiable health care cost savings in improved food access; creating food accessenterprise zones; increasing agricultural literacy including an understanding of the continuum ofCalifornia farms; improving food access through urban agriculture, food preservation andfarmers markets; consolidating and coordinating existing feeding programs; creating an officewith CDFA to concentrate on improving food access while increasing agricultural economicopportunity for California farmers and ranchers; linking farmers with consumers of sameethnicity to increase access to culturally appropriate food; expanding grocery outlets in low‐income neighborhoods by adapting Pennsylvania’s Fresh Food Financing Initiative; providing taxincentives for producers to expand gleaning, full harvest and distribution of non‐marketableproduce; and starting an Access to Excess program.
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITY111EThe State Board should work with the recently‐formed Scientific Panel on EnvironmentalFarming to assure that food safety practices are based on scientific evidence of their need andadequately consider their impact on the environment, and to propose changes that will achieveboth the highest level of food safety and adequate environmental protection and enhancement.Responsible Ag Vision Subcommittee Co‐ChairsSue Sigler, California Association of Food BanksKerry Tucker, Nuffer, Smith & Tucker, Inc. & State Board2.Ease the Burden of Regulation on Agriculture WhileMaintaining Health, Safety and Environmental StandardsCalifornia agriculture is the most highly‐regulated in the nation and probably theworld. Producers must comply with manydifferent government regulations coveringeverything from environmental quality andfood safety to farm labor standards. Theseregulations were adopted to protect ourhealth, the environment and those whowork in the fields; and the progress thatproducers have made in complying withthem has resulted in improvements in eachof these areas. But the regulations are oftenduplicative, conflicting, uncoordinated,inflexible, inconsistently administered orneedlessly burdensome. They can also stifleinnovation that might better achieve theobjectives of the regulations than theactions that are now required of producers.The global competitiveness of Californiaagriculture is at risk because of theincreasing burden of regulation. It isestimated that the annual cost ofregulations to California producers is 2.2billion or roughly 6.5 percent of the totalmarket value of the state’s agriculturalproduction. A recent survey found thatregulatory compliance costs are increasingand now account for about 11 percent ofcapital and operating costs in the specialtycrop industry.8While continuing to improve the quality oflife and the environment, as regulationsintend, the interpretation andadministration of regulations can andshould also be improved and aligned toreduce the cost and difficulty of complianceand to enable California producers to dowhat they do best, namely, apply theiringenuity and innovation to remain theworld leaders in food production.8Hurley, S., R. Thompson, C. Dicus, L. Berger and J.Noel, Analysis of the Regulatory Effects on CaliforniaSpecialty Crops: An Examination of Various IssuesImpacting Selected Forest Products, Tree Fruit, Nutand Vegetable Crop Industries, report for CaliforniaInstitute for the Study of Specialty Crops, 2006(www.cissc.calpoly.edu/research)
Objectives Reduced regulatory conflict, duplication, inflexibility and cost to producers in both dollarsand time Promote cost‐effective innovation in achieving the objectives of regulations Greater accountability of regulators for fair and even treatment of the regulated as wellas to the public No reduction in environmental quality, labor standards or other public benefits of existingregulations, with the hope of an increase in these benefits through easier complianceImmediate Action Endorsed by the State Board of Food & Agriculture2AThe State Board should ask the California Roundtable on Agriculture and the Environment(CRAE), composed of representatives of the agriculture community and environmentalorganizations, to evaluate the pros and cons of a variety of institutional arrangements and tosuggest alternatives for improving the administration of environmental and other regulationsaffecting agriculture. The primary purpose is to help farmers and regulatory agencies avoidduplication of effort, reconcile conflicting mandates and requirements, reduce paperwork andcut compliance costs where feasible, all without compromising environmental quality standardsand compliance. CRAE should consult with agricultural representatives and regulatory agenciesfor the purpose of identifying specific regulations and policies that appear to be obstacles to thewider adoption of agricultural practices that could maintain or improve environment quality.CRAE should also identify and recommend practical fixes permissible under current law, andprepare a report of its findings and recommendations within nine months of beginning its work.Note: CRAE has already begun this task and has issued a preliminary report entitled “PermittingRestoration: Helping Agricultural Land Stewards Succeed in Meeting California’s RegulatoryRequirements for Environmental Restoration Projects.” This report is limited to an examinationof regulatory obstacles to environmental restoration projects and does not propose strategiesfor moderating the impact of other regulations on the costs and business operations ofagricultural producers or food purveyors.Longer‐Term Action Endorsed by the State Board of Food & Agriculture2B The State Board should work with the Little Hoover Commission on its on‐goinginvestigation of the regulatory burden on California agriculture and other sectors of theeconomy. The objectives should be to document specific examples of regulations and othermandates that could be changed to reduce the burden and cost to agricultural producers whilestill fulfilling the purpose of the regulations; and to propose specific changes in regulatorysubstance and processes that would achieve this objective. Among the ideas that should beconsidered are a state‐level regulatory ombudsman, general permits for categories of regulatedagricultural activities, independent analysis of the costs and benefits of new and revisedregulations, and a one‐stop‐shop for permits covering the same regulated activity.
CALIFORNIA AGRICULTURAL VISION: STRATEGIES FOR SUSTAINABILITY13Responsible Ag Vision Subcommittee Co‐ChairsDave Puglia, Western Growers AssociationTim Johnson, California Rice Commission (Alternate)Ashley Boren, Sustainable Conservation & State Board3.Secure an Adequate Supply of Water for Agricultural PurposesWater is the lifeblood of Californiaagriculture. But adequate supplies of waterfor irrigation, livestock husbandry and foodprocessing are far from assured. Not onlymust agriculture compete with anincreasing number of urban water users anddo its part to satisfy environmental needs;short‐term drought and long‐term changesin our climate portend diminishing overallwater supplies in the future.In an average year, the state receives about200 million acre‐feet of water fromprecipitation and imports from Colorado,Oregon and Mexico. Of the total supply,about 60 pe
CALIFORNIA AGRICULTURAL LAND DRYLAND FARMING AND GRAZING LAND URBAN AND BUILT-UP LAND OTHER LAND WATER LOCAL, STATE AND FEDERAL OWNED LAND OUT OF SURVEY California Agricultural Vision: Strategies for Sustainability A Report by American Farmland Trust to the California Department of Food and Agriculture and the State Board of Food and .
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