Western City March 2015

MARCH 2015 |

The Monthly Magazine of the League of California Cities速

速

The Future of SB 375 Implementation and Regional Planning p.13 Public-Private Partnership Transforms Dublin Neighborhood p.17 New Law Strengthens Local Regulation of Massage Businesses p.6

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CONTENTS 2 Calendar of League Events 3 Executive Director’s Message “Once Upon a Time”: Storytelling and the Art of Leadership

By Chris McKenzie

City leaders often must inspire people to accept and even support changes in their lives that they might otherwise oppose, and storytelling can play a key role.

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he Future of SB 375 T Implementation and Regional Planning

By Julie Pierce

All 18 metropolitan planning organizations in California will have adopted their first Regional Transportation Plans under SB 375

by May 2015. This article looks at what SB 375 has accomplished and things local officials should keep in mind going forward.

6 City Forum

California Cities Helen Putnam 17

By Kirstin Kolpitcke

Dublin Uses PublicPrivate Partnership to Transform Neighborhood

New Law Strengthens Local Regulation of Massage Businesses ew legislation returned to CaliforN nia cities and counties the authority to adopt ordinances regarding the massage therapy industry through a combination of land-use and business regulations.

Award for Excellence

7 News From the Institute for

he city converted public housing to T privately owned affordable housing and created a new neighborhood.

The five-year planning process involved all key stakeholders, including existing residents, so that the resulting project would reflect the community’s needs.

Local Government

Engaging Residents Helps Build Vibrant Communities

Job Opportunities 18

Professional Services 24

new resource presents an overview A of land-use planning, who is involved, why community engagement matters and ways to participate.

8 From City Hall to the Capitol: Making the Transition

Part 1 of 2 Freshman legislators with backgrounds in local government explain what they bring to the state Capitol and describe their districts’ priorities.

Directory

n the cover: San Diego Metropolitan O Transit System Trolley Photo: Ioana Davies (Drutu)/ Shutterstock.com

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®

President Stephany Aguilar Council Member Scotts Valley

1400 K Street Sacramento, CA 95814 (916) 658-8200 Fax (916) 658-8240

Second Vice President JoAnne Mounce Council Member Lodi

Immediate Past President José Cisneros Treasurer San Francisco

Executive Director Chris McKenzie

For a complete list of the League board of directors, visit www.cacities.org/board.

leaguevents

Magazine Staff Editor in Chief Jude Hudson, Hudson + Associates (916) 658-8234 email: editor@westerncity.com

March

Managing Editor Eva Spiegel (916) 658-8228 email: espiegel@cacities.org

4–6

Planning Commissioners’ Academy, Newport Beach Tailored to meet the needs of planning commissioners, planning directors, planning staff and other interested officials, the academy offers sessions on the major planning and land-use issues facing cities.

Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256 email: maxwellp@cacities.org

25 – 27

Administrative Assistant Kimberly Brady (916) 658-8223 email: kbrady@cacities.org

Public Works Officers’ Institute and Expo, Newport Beach Designed for professionals at every career level, this conference covers the latest developments in public works.

Contributors Bismarck Obando Sara Rounds Jennifer Whiting Patrick Whitnell

April 9 –10

Policy Committee Meetings, Ontario The League’s policy committees review issues of interest to cities statewide and make recommendations to the League board of directors.

Associate Editors Carol Malinowski Carolyn Walker Design Taber Creative Group

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Advertising Design ImagePoint Design For photo credits, see page 19.

Western City (ISSN 0279-5337) is published monthly by the League of California Cities, 1400 K St., Sacramento, CA 95814. Subscriptions: $39.00/1 year; $63.00/2 years; student: $26.50; foreign: $52.00; single copies: $4.00, including sales tax. Entered as periodical mail January 30, 1930, at the Post Office, Los Angeles, CA 90013, under the Act of April 13, 1879. Periodical postage paid at Sacramento, Calif.

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Legal Advocacy Committee Meeting, Ontario The committee reviews and recommends friend-of-the-court efforts on cases of significant statewide interest to California cities.

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Legislative Action Day, Sacramento Get updates on legislation affecting your city, and meet with your legislators.

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Board of Directors’ Meeting, Sacramento The League board reviews, discusses and takes action on a variety of issues affecting cities, including legislation, legal advocacy, education and training, and more.

May 6–8

2015 City Attorneys’ Spring Conference, Monterey This meeting covers the latest trends and issues affecting public law practitioners and provides an opportunity to connect with colleagues.

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Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2015 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCI, No. 3.

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First Vice President Dennis Michael Mayor Rancho Cucamonga

Event and registration information is available at www.cacities.org/events.

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Executive Director’s Message by Chris McKenzie

“Once Upon a Time”: Storytelling and the Art of Leadership At 5:00 a.m. on Christmas morning, our young grandsons (5 and 8 years old) appeared at our bedroom door with excitement on their faces. “Are you awake yet?” they whispered. Their grandmother sweetly asked, “Would you boys like Grandpa to tell you a story while I get up and start preparing breakfast?” They eagerly agreed, and I knew I had to produce something good; my job was to stall so their parents could sleep a bit longer before the Christmas gift-exchange chaos began.

While I was pondering which story to tell, the 5-year-old (whom I often think of as the “director” of our family) said, “I want you to tell a real story with some fake parts. Then I want you to tell a fake story with some real parts.”

I launched into a true story of a childhood sledding adventure in my hometown of St. Louis. My memory of this escapade — set on a steep, snow-covered hill in the city’s best park — remains incredibly vivid. To make things even more exciting the story ends with my ultimately successful effort to sled down and then race out onto the frozen lagoon at the bottom of the hill.

My story comprised all the essential ingredients. It was based on fact, and it had a protagonist (me), antagonists (the hill, snow, cold and the lagoon) and a resolution. Moreover it had friendship as an added bonus and elements of risk and danger, as I described our uncertainty about whether the ice would hold when we finally reached it at the end of our sledding run. (It did.)

sled, my friend, the drop from the hilltop to the frozen lagoon, and my account of how we changed our sledding strategy (one of us piled onto the other) to emerge victorious.

At the story’s end, our younger grandson asked me to tell him which part was fake. I thought it over carefully and realized that 98 percent of it was entirely true. I had embellished only the part about the questionable safety of the ice. It dawned on me that I may have hit on the right combination of fact and fiction in my story.

When I told the “fake” story with the “real” parts, I failed; it was quickly forgettable. After finishing, I told the boys that the best stories are usually true with only a little bit of “spice” to make them even more exciting.

How Leaders Use Storytelling This started me thinking about how I frequently use storytelling in my daily work to illustrate points to persuade or just connect with a colleague. We are steeped in stories and narratives, which speak to our needs and play an important role in how we learn. continued

This tale of adventure mesmerized the boys, who asked me questions along the way and requested greater detail on the

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“Once Upon a Time”: Storytelling and the Art of Leadership, continued

City leaders often must inspire people to accept and even support changes in their lives that they might otherwise oppose.

Any effective leader seeking such support for ideas understands how stories can help translate vague concepts and ideas into goals and specific policies. Local leaders can use stories, sometimes called “scenarios” or “visions,” to paint a picture of a future city that others may find attractive and want to help achieve by raising taxes or volunteering.

Stephen Denning, an award-winning author who contributed a chapter titled “Storytelling” to the collection, Political and Civic Leadership: A Reference Handbook (2010), writes that stories have been the principal communication tool when starting great religions, wars or movements because stories are “more interesting and fresh than abstract argument. Stories fit the way people think. Story weaves in emotion in

a way that rational argument can never do.

Moreover, narrative is integral to the way we make decisions. Rather than making decisions by careful intellectual effort or following cues, human beings make most of their conscious decisions through narrative. We cannot decide what to do until we decide what story or stories we see ourselves as living. If political and civic leaders are to change the way people think and act, they have to change those stories.”

We are constantly creating a narrative for ourselves, our families, our organizations and, if we are elected or appointed officials, for our cities, counties and state.

City leaders often ask themselves and others, “What kind of city do we want to be or have tomorrow?” We then pose choices based on what story we want to tell in the future about our city. Some leaders also engage city residents in telling personal stories that explain the need for the city to change or stay on its present

course. These stories reinforce our own and extend their impact.

Denning says further, “Storytelling can be a powerful tool for leaders. Using it entails understanding the different kinds of stories, knowing which pattern works in which context, intuiting which stories one’s listeners are living, and having the capacity to judge how they will respond to new stories. These are all crucial aspects of using the power of storytelling. It means understanding the role of protagonists and whether the audience is likely to empathize with them. ... It entails a recognition that human beings are exquisitely sensitive to the meaning of narratives. Therein lies the threat and promise of storytelling. If used unskillfully, storytelling can backfire badly. If used skillfully, it can be the engine for powerful leadership communications.”

Telling the City Story What makes a good civic story? First, as my grandsons discovered with me, it must be true and believable. Denning believes leaders choose to tell true stories, rather than fictional ones, because they “are easier to believe and more difficult to satirize.”

Second, there must be a protagonist — an individual or group — struggling with

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an antagonist, which can be a person or a thing, such as crime, pollution, inefficiency, crumbling streets, weather, destruction of community heritage, loss of family and neighborhood support networks, and so on. This provides creative tension and the need for a resolution. As one grandson explained to me recently when he vetoed my request to be a “good guy” in one of our play sessions, you need a “bad guy” for the story to work, and he was not going to be the bad guy. Both are indispensable.

Third, remember that the story’s performance can be just as important as its substance. How many times has your body language undermined what you were saying? It is often said that three-fourths of communication is visual, so don’t contradict your words with your performance.

People are extremely sensitive to hypocrisy, and our bodies can betray us if we don’t believe what we are saying.

Fourth, there needs to be an actual or possible resolution of the tension between the protagonist and antagonist.

We crave conflict as well as its resolution, and this plays a critical role in effective storytelling.

matter of focus, not of being disingenuous. The point here is not to undermine the thrust of the story with unnecessary and potentially conflicting or distracting details. The narrative should be simple, clear and compelling.

Countering Negative Stories A city official recently asked me how we can deal with the onslaught of negative social and traditional media coverage of city events. These are just another type of story, after all, but they can do real damage if they are presented in an irresponsible manner. In a similar way, restaurant owners have discovered the remarkable power of online reviews and criticism.

I responded that if we are not telling stories about our cities and ourselves, others will do it for us — whether they do it responsibly or not. Social media

gives us a tremendous opportunity to tell our stories, if we avail ourselves of it. And the best stories observe the basic rules presented here.

City residents also need to hear from trusted messengers on a regular basis; however, these may not always be elected officials or city staff. Third-party voices of residents can be great assets in this regard.

For example, if someone tells you that they love something the city is doing, there is no problem with you asking them to post it on their own, your or the city’s Facebook page. Similarly, a criticism or suggestion for change based on a truthful anecdote could be just as useful. The voices will help balance those who offer a more negative and inaccurate version of the facts.

Just remember the power of the words “once upon a time” and you’ll be on your way. ■

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New Law Strengthens Local Regulation of

Massage Businesses

by Kirstin Kolpitcke AB 1147 (Bonilla, Chapter 406, Statutes of 2014) went into effect on Jan. 1, 2015.

This legislation returned to California cities and counties the authority to adopt ordinances related to the massage therapy industry through a combination of land-use and business regulations.

Local governments regained their authority to regulate the business of massage, and a nonprofit organization remains responsible for overseeing the voluntary certification of massage professionals statewide. The duties of the California Massage Therapy Council (CAMTC) include: • Issuing certificates to individual applicants; • Disciplining certified massage professionals for violating the requirements of AB 1147; • Establishing fees related to the cost of providing services; • Protecting the public; and • Verifying the legitimacy of massage schools.

State law originally authorized up to 20 people on the CAMTC Board of Directors at any given time — with some board members specified by statute, and others could be added through CAMTC’s bylaws by appointment.

AB 1147 changed the composition of the CAMTC board. On Sept. 15, 2015,

the CAMTC Board of Directors will reconvene, and the four-year terms of 13 new members will begin. The newly configured board will include one member appointed by each of the following organizations, agencies and groups: 1. The League; 2. The California Police Chiefs Association; 3. The California State Association of Counties; 4. CAMTC, which will appoint a representative from an anti-human trafficking organization; 5. The California Community Colleges Chancellor’s Office; 6. The director of the Department of Consumer Affairs, who will appoint one member of the public; 7. The California Association of Private Postsecondary Schools; 8. The American Massage Therapy Association, California Chapter.

This person must be a Californiacertified massage therapist and California resident who has been practicing for at least three years; 9. CAMTC, which will also appoint a public health official representing a city, county, city and county, or state health department; and

Answers to Your Questions About AB 1147 Implementation

10. A professional massage entity, which must have a dues-paying membership in California of at least 1,000 individuals, have been established since 2000 and have bylaws that require its members to comply with a code of ethics. This entity will appoint a certified massage therapist or massage practitioner who is a California resident and has practiced massage for at least three years prior to the appointment.

Each of these organizations and agencies may choose not to exercise its right to appoint a member to the CAMTC board.

The board will also appoint three additional members: 1. An attorney licensed by the State Bar of California, who has been practicing for at least three years and at the time of appointment represents a city in the state; 2. A massage business entity that has been operating in the state for at least three years; and 3. An individual with knowledge of the massage industry or who can bring a needed expertise to the operation of the council.

The League supported the change to CAMTC’s board in an effort to promote and educate the council on a more diverse set of interests. ■ Kirstin Kolpitcke is a legislative representative for the League and can be reached at kkolpitcke@cacities.org.

For answers to frequently asked questions about what the law authorizes and prohibits, read a helpful Q&A compiled by the League, the California State Association of Counties, American Planning Association and California Police Chiefs Association. You can find it — along with links to background information on this topic and other useful related resources — in the online version of this article at www.westerncity.com.

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Engaging Residents Helps Build

Vibrant Communities Everybody wants a healthy, vibrant community to call home. Inclusive land-use planning may help cities achieve this goal and address common annoyances such as long commutes, traffic congestion and poor air quality. The Institute for Local Government (ILG) has released a new resource for local officials and staff to use when talking to their communities about land-use planning. Building Healthy and Vibrant Communities: Achieving Results Through Community Engagement (www.ca-ilg.org/vibrantcommunities) presents an overview of land-use planning, who is involved, why community engagement matters and ways to participate.

How to Use This Resource Land-use planning is a complex topic with broad implications for our communities, yet it can be difficult to explain to residents.

This resource is designed to help officials and staff do just that — it’s a tool that uses clear language and simple graphics to explain what land-use planning is, how the process typically works and ways that your community can be involved.

Why Community Engagement Matters

A more informed and engaged public can make your job easier and generate more understanding of and support for the final decisions reached by local elected officials.

Participation helps generate ownership.

Involved residents who have participated in shaping a proposed policy, project or program will better understand the issue and the reasons for the decisions.

For links to related resources, read the online version of this article at www.westerncity.com. ■

Public engagement processes can take time and scarce resources to implement effectively. Such processes are not always appropriate in all situations. However, there are many practical reasons to engage residents in planning, including:

A Tip for Local Officials “Involve the public early in the front end of designing a public process, and be open to what the public wants to do.

If you go in with a preconceived vision of what you want out of it, people will sense that and get angry. Involving the public in a planning process builds credibility and support for changes that are implemented.” — Rod Gould, former city manager, City of Santa Monica

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From City Hall to the Capitol:

Making the Transition Part 1 of 2

On Dec. 1, 2014, the Capitol welcomed legislators who won their seats in the November 2014 elections. The Assembly swore in 27 new members. In the Senate, five legislators with no previous Capitol experience took the oath of office alongside five who previously served in the Assembly. Ten members of this freshman class are alumni of the League’s California Civic Leadership Institute® (CCLI) or have participated in aspects of it. This is the largest class of CCLI graduates to win seats in the Legislature in the program’s 10-year history. In the Assembly alone, 69 percent of members have roots in local government.

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League of California Cities

CCLI is a League Partner-sponsored educational program designed for local government elected officials who are interested in running for the Legislature. The program offers local officials in-depth policy and political briefings as well as numerous networking opportunities. Western City recently checked in with the 10 new members to ask what they bring to state office from local government, how CCLI was helpful and what issues are priorities for them in their districts. These legislators are profiled in a two-part feature in the March and April issues.

For more information about CCLI, contact Sara Rounds at srounds@cacities.org or (916) 658-8243.

www.cacities.org

Ling Ling Chang (R-55) Former mayor, Diamond Bar

What do you bring to the Legislature from your experience in local government?

Chang: Local government is really where things get done. I’m so proud of what I’ve been able to accomplish on the Diamond Bar City Council and local boards like the Walnut Valley Water District. Nobody has an “R” or “D” next to their name in local government, so we are less bogged down in partisanship.

I want to bring that kind of collaboration to Sacramento. There is certainly room to highlight the political party platform, and differing ideologies reflect the diversity of California. But former local government officials often have an easier time disagreeing while simultaneously working together in the interest of our constituents and the state.

Beyond that I want to serve as a friendly reminder to my colleagues of how important local governments are to California’s success. City councils and school districts know their communities very well, and we should respect their ability to meet the needs of their communities.

How was your experience with CCLI helpful in deciding to run for office?

Chang: CCLI provided my first exposure to state lawmakers and policy experts, and I was able to draw inspiration as well as institutional knowledge from those leaders. The program also exposed me to state public policy on a deep and interactive level, giving me an understanding of issues facing California from a wider perspective than I was accustomed to on the city council.

Interacting with Assembly members and studying policy areas provided a great deal of insight to help make an educated decision on whether I should run for the state Assembly. The experience with CCLI was incredibly positive and influential.

Which of your district’s top two or three issues will be a priority for you?

Chang: Jobs will be at the top of the list. California is unfortunately known for its inhospitable business climate, and I look forward to rebranding our state through thoughtful policy that encourages innovation and economic growth. I also want to make sure every student — not just in my district but statewide — has access to a quality public school.

I will also focus my attention on water delivery systems. The bipartisan Proposition 1 (2014) allocated $7.5 billion in water infrastructure projects, and now we will look at how those dollars are spent. My district represents three counties with unique water needs. Utilities and energy in general will be important during my tenure.

David Chiu (D-17)

Former supervisor, City and County of San Francisco What do you bring to the Legislature from your experience in local government?

Chiu: I first ran for local office in 2008 at a time when San Francisco’s local government was not working together to get things done and deliver real results for our city’s residents. Over the preceding decade, our mayor and board of supervisors were frequently challenged in collaborating on difficult issues. In my six years as president of our board of supervisors, I sought to change the tone at City Hall. I worked with my colleagues and two mayors to pass balanced budgets during difficult economic times and to craft legislation addressing some of the greatest challenges facing San Francisco. These experiences helped me understand what it takes to build consensus around complex and often controversial questions, and I look forward to bringing this to Sacramento in order to take on the toughest issues facing California.

How was your experience with CCLI helpful in deciding to run for office?

Chiu: My experience with CCLI gave me a firmer understanding of how California’s statewide challenges shape the issues we as local leaders were working to address — and introduced me to a number of my colleagues with whom I now serve. I decided to run to represent San Francisco in the state Assembly so that I could fight effectively for the changes and results my constituents need from Sacramento to improve their lives at the local level.

Which of your district’s top two or three issues will be a priority for you?

Chiu: The number one issue currently facing San Francisco is our housing affordability crisis. As our economy and population continue to grow, many longtime residents are feeling the squeeze of rising living expenses. My top priority is to address our affordability challenges by building thousands of new units of affordable housing and by defending our current housing supply to make sure residents can continue to live in their homes. AB 35, my first bill as a state legislator, will provide a tax credit for the refurbishment of very low-income housing throughout California.

My other major priorities include increasing investment in our public transportation infrastructure to accommodate the Bay Area’s growing population, as well as improving education by our underfunded schools in order to create equal opportunity for all Californians. continued

Finally I am very interested in leveraging technology across all government sectors to make public services better and more cost effective.

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From City Hall to the Capitol: Making the Transition, Part 1 of 2, continued

Kansen Chu (D-25)

Jim Cooper (D-9)

What do you bring to the Legislature from your experience in local government?

What do you bring to the Legislature from your experience in local government?

Former council member, San Jose

Chu: I have extensive experience in working with elected officials to advance issues important to my district and to the State of California.

I am familiar with legislative processes and have hired staff who know district issues and Capitol procedures.

How was your experience with CCLI helpful in deciding to run for office?

Chu: My experience with CCLI solidified my passion to continue on the path of civic engagement.

Which of your district’s top two or three issues will be a priority for you?

Chu: Transportation, education and a safe and reliable water supply.

Former council member, Elk Grove

Cooper: My experience in local government as well as law enforcement gives me a thorough understanding of what it takes to run a city and balance a budget under the toughest circumstances. As Elk Grove’s first mayor, I helped establish the governing values of fiscal responsibility, transparency, accessibility and regional partnership that the city still strives to live by. The fiscal foundation laid by my administration as mayor was critical to achieving 14 consecutive balanced budgets, building a healthy reserve and avoiding the police layoffs that have plagued neighboring communities. I bring this experience and knowledge to my new role as a member of the Assembly Budget Committee. I have a passion for public service, and I look forward to bringing my local government perspective to the Assembly.

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How was your experience with CCLI helpful in deciding to run for office?

Cooper: My experience with CCLI helped me advance a broader knowledge of statewide policy and issues with a focus on water and energy. It also provided the ideal forum to develop lasting relationships with other local elected officials and leaders. CCLI gave me the opportunity to have in-depth policy discussions with other elected officials from both sides of the aisle.

Which of your district’s top two or three issues will be a priority for you?

Cooper: Bettering our education system, helping small businesses thrive and increasing public safety are my top priorities.

With our economy continuing to grow, I am committed to rebuilding our educational system and increasing education funding. California has one of the lowest per-pupil education funding rates in the nation, and our kids deserve access to the best education. Early childhood education, vocational education and job training for students and adults are essential. We need to make classes smaller and college more affordable.

Small businesses are key to our local economy. I plan to help expand small business loans, cut unnecessary red tape and make it easier for local businesses to secure state contracts.

With prisoner realignment releasing more offenders into our communities, we need innovative, comprehensive ways to protect, punish and rehabilitate. We should support programs that have successfully helped people change their lives, decreased our inmate population and made our communities safer.

Eduardo Garcia (D-56)

Former mayor, Coachella

What do you bring to the Legislature from your experience in local government?

Garcia: In 2006 at the age of 29, I became Coachella’s first elected mayor.

As mayor, my priority was to build consensus solutions to issues before the city council. This collaborative approach to public policy produced the renovation of parks throughout the city; expansion of green space; the building, repairing and resurfacing of streets; and the revitalization of the city’s downtown district.

With the complex and divisive problems facing the state Legislature, my local government experience and collaborative style can help craft bipartisan solutions to state issues. The state must foster a climate conducive to creating a healthy economy, a strong educational system and investment in renewable energy.

How was your experience with CCLI helpful in deciding to run for office?

Garcia: CCLI expanded my knowledge of the interconnectedness between state and local governments. The program also gave me the opportunity to network with council members and mayors throughout the state to hear what is and isn’t working in their jurisdiction. CCLI exposed me to a wide range of state issues and experts in the areas of health care, education, energy and much more. The program provided a strong policy foundation for starting my Assembly term.

Which of your district’s top two or three issues will be a priority for you?

Garcia: As chairman of the Assembly’s Jobs, Economic Development and the Economy Committee, I will be an advocate of building a stronger economy and creating more jobs for the people in my district and statewide. This will be accomplished by investing in renewable energy, preparing our children for jobs in a modern economy and ensuring our workforce training programs serve all workers, including women and people of color. continued on page 16

The number one issue currently facing San Francisco is our housing affordability crisis.

— David Chiu (D-17) www.westerncity.com

Western City, March 2015

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Future The Future

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SB 375

SB 375 Implementation and Regional Planning

by Julie Pierce

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am a city council member, but I am also a regionalist. These are not mutually exclusive titles — each needs the other. Regional governments are built with and depend on the expertise of local officials. Because local government is the level of government closest to the people, we hear firsthand when potholes go unfilled or the garbage is not picked up.

But our residents live in regions. It’s not unusual for someone to make their home in one city but work in a second city, shop in a third and go to a fourth for recreation.

Our residents expect their local governments to work together regionally.

Enter SB 375 (Steinberg, Chapter 728, Statutes of 2008), a law that requires a Regional Transportation Plan (RTP) to go beyond existing requirements and meet greenhouse gas emissions reduction targets. Implementing this policy at the regional level made sense to the Legislature because travel patterns could not be addressed on a city-by-city approach; it requires regional cooperation.

SB 375 also recognizes local authority and leverages the symbiotic relationship between local and regional planning.

Local plans provide the baseline for all regional plans and investment decisions.

Yet at some point, a transportation investment crosses local boundaries: A new bus line is funded, a road is built or a bike lane is created, and the land-use market responds. New homes are built, businesses spring up, and transit and freight routes are altered. Land-use investment drives transportation systems. And transportation investment drives landuse markets.

By the end of April 2015, all 18 metropolitan planning organizations in California will have adopted their first RTPs under SB 375. The San Diego Association of Governments (SANDAG), which was the first to adopt in 2011, will be adopting its second regional transportation plan in summer 2015.

So it’s appropriate now to take stock of what SB 375 has — and has not — accomplished.

Changing the Conversation. Historians may ultimately conclude that SB 375 was more about conversation change than climate change. SB 375’s real power derives from spotlighting the RTP. In the past, these plans were barely understood by many local officials, much less by the public they represented. But SB 375 brought in stakeholders in a wonderful way.

Suddenly, people (such as residents, local business owners, public health advocates, social justice groups and other stakeholders) could talk about the future of the transportation system, spotlighted by the RTP, in the same way they could engage in their local planning processes.

This type of transparency and public engagement, which often involves passionate and sometimes conflicting input, can be an intense and challenging process, but it is the cornerstone of democracy and can only be good for our future.

Performance and Trajectory Are Key Measures. SB 375 added a performance metric — greenhouse gas reduction — to transportation funding, but did not say how to achieve that goal. Local and regional governments retain full discretion on how to achieve the goal. (The California Air Resources Board sets reduction targets for each region.) As a result, the appropriate way to review a particular plan is not by determining whether it includes a specific policy or practice but whether the trend line of greenhouse gas reduction and other key indicators for each unique region is improving at an appropriate pace with regard to the target. continued

Julie Pierce is a council member for the City of Clayton, chair of the Contra Costa Transportation Authority and president of the Association of Bay Area Governments; she also serves on the Metropolitan Transportation Commission. In addition, Pierce is president of the California Association of Councils of Governments (CALCOG) — the state association for councils of governments, regional transportation planning agencies, transportation authorities and congestion management agencies. CALCOG’s board also includes representatives from the League and California State Association of Counties. For more information, visit www.calcog.org or follow CALCOG on Twitter (@The_CALCOG).

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The Future of SB 375 Implementation and Regional Planning, continued

Considerations of Fairness and Equity.

Part of the conversation change created by SB 375 has been the increased participation of equity groups, such as advocates for disadvantaged communities and social justice. This is an area where we all can still do more. Because transportation and transit are critical elements to household economic independence, it is important to consider all voices in our transportation system. This means including modes and destinations that differ from those used in traditional transportation planning.

Litigation and the California Environmental Quality Act (CEQA). As this issue of Western City goes to press, the California Supreme Court is considering whether to review the court of appeal’s decision in the first CEQA case brought against an RTP that includes a greenhouse reduction goal. That case was filed against the San Diego Association of Governments. Another environmental lawsuit has been filed against Merced County Association of Governments, and the Metropolitan Transportation Commission in the San Francisco Bay Area has been the target of four lawsuits from environmentalists and conservative property groups.

Although CEQA lawsuits are not unusual, it is a little unsettling that this costly litigation involves elements of the RTP that may or may not occur. An RTP covers 20 to 35 years. But unlike a General Plan, federal law requires that the RTP be updated every four or five years.

As a result, some of the litigation involves assumptions that are made about what may or may not happen in 20 years if all the revenue, population, economic and development assumptions hold true. Think about the events of the past five years that nobody would have predicted 20 years ago, and you get the idea. It’s worth considering whether the value of defending such assumptions under the fair argument standard is a prudent use of funds when each metropolitan planning organization is required to update its plan and conduct a subsequent full environmental impact report every four years.

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Funding, Funding, Funding. SB 375 is a good planning law, but it remains an unfunded regional mandate from the state. The costs of increased planning, modeling, public outreach and more environmental analysis have been only partially covered with one-time funds.

Regions cobble together funds from a variety of sources — including in some instances dues from member cities and counties — and it’s unclear where the long-term planning funds will come from.

But more importantly, funding for infrastructure is critical if California is going to meet its economic, housing and climate goals. Our infrastructure is crumbling. Our transportation funding has been stagnant. It’s hard to build a new low-carbon system when so much of our current funding must be invested in maintaining what we have.

Our collective challenge as a state is to develop new sources of funding that can rebuild and restore our transportation system. CALCOG supported SB 1077 (DeSaulnier, Chapter 835, Statutes of 2014) to study the viability of a road usage charge in lieu of a gas tax, because this is the type of transformative structure that is needed. I have not, until now, mentioned cap and trade. That is because cap and trade is unlikely to produce enough revenues to facilitate transformative change in neighborhoods statewide. It’s a tool in the toolbox, but not a panacea.

Bottom-Up Regionalism. Finally, let me put my city hat back on. The regional process works only if city and county governments are fully engaged. Ultimately, a regional transportation project does not proceed unless the local governments want it. Many regional entities consider

ABOUT SB 375 • California comprises 18 metropolitan planning organizations (MPOs); four are multicounty organizations, and one (the Tahoe Regional Planning Agency) straddles the state line into Nevada.

• A metropolitan planning organization is created under federal transportation law to provide local input into planning and funding transportation projects.

• Each Regional Transportation Plan must be fiscally constrained, meaning that it is based on reasonable revenue assumptions that are likely to occur.

• In air quality “non-attainment” areas, the Regional Transportation Plan must also undergo a conformity analysis by the Federal Highway Administration and U.S. Environmental Protection Agency as part of air quality requirements.

• Federal law requires a metropolitan planning organization to develop a long-range • SB 375 requires each metropolitan planning organization to develop a Regional (20-plus years) Regional Transportation Transportation Plan that achieves the Plan for investing transportation dollars greenhouse gas reduction targets set and to program transportation funds in by the California Air Resources Board. a way that is consistent with the longThese targets vary by region. range plan.

• A Regional Transportation Plan is not a “plan” in the land-use sense. It’s a reasonable forecast of population growth, economic growth and future land development that is used to make informed long-range transportation investment decisions.

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work together

Our residents expect their local

governments to work together regionally. themselves “wholly owned subsidiaries” of their member local governments. Often, regional transportation agencies can provide good regionwide travel data that all member agencies can access and rely on. The agencies also provide an excellent forum for facilitation. But they do not work unless the local officials from the region are willing to collaborate — and work from the ground up. Together we are charged, by our residents and now SB 375, to plan the future of our region for our children and grandchildren’s families.

To get that right, we must work together.

Conclusion The future economic prosperity of our regions will be shaped by these regional strategies that expand transportation and housing options while protecting agricultural

resources, open space and natural habitats.

The plans start by funding long-overdue repairs to infrastructure and then look to the future by: • Investing in transit that connects workers to jobs; • Providing incentives for businesses to locate in our cities; • Offering strategies for making homes more affordable; and • Helping our communities plan to meet the needs of our younger generations just starting out and of baby boomers as they enter retirement.

The regional visions come into focus in our downtowns, main streets and neighborhoods where investments and policies are tailored to the character of our unique communities. The decisions we make today will drive the economic prosperity of our regions tomorrow. It’s a process that requires all of us to be engaged as we shape the future of our cities, regions and state. ■ Find More Information Online For links to related resources about SB 375 and more information on this topic, including “Six Things You Should Know About Your Regional Government,” read the online version of this article at www.westerncity.com.

BUILDS PEOPLE BUILDS PROJECTS BUILDS CALIFORNIA

partners with public and private entities, elected officials, community groups, and responsible contractors to build and maintain the infrastructure needs of communities throughout California while providing Californians a career in the construction industry.

Find out more, www.lecetsw.org/build

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From City Hall to the Capitol: Making the Transition, Part 1 of 2, continued from page 11

Mike Gipson (D-64)

Former council member, Carson What do you bring to the Legislature from your experience in local government?

Gipson: As a member of the Carson City Council for nearly 10 years, I am proud that the city consistently had a lower unemployment rate than surrounding cities during my tenure because we focused on policies that encouraged hiring local talent. I look forward to working with my colleagues in the Legislature to explore ways that we might replicate, throughout the district as well as the state, the City of Carson’s success in reducing the unemployment rate.

How was your experience with CCLI helpful in deciding to run for office?

Gipson: First, I am honored to be one of the 10 CCLI alumni elected this year to the state Legislature. The program afforded me the opportunity to broaden my depth of knowledge in various policy areas such as housing and economic development. In developing relationships with local government colleagues from around the state through CCLI, my alumni colleagues and I had the opportunity to discuss our personal experiences from a campaign and local government perspective, helping to reinforce that we could indeed coalesce around those experiences to develop good public policy for all our communities when elected to the Legislature.

Which of your district’s top two or three issues will be a priority for you?

Gipson: Job creation and economic development, education and health care are important needs in the district, which has one of the highest unemployment rates in the state. The high school dropout rate in the district is among the highest in the state, and at least one unified school district and a community college district are in state receivership. The district’s rate of infectious diseases such as HIV/AIDS and hepatitis are also among the highest in the state.

While all of these issues are important to discuss in depth, I also plan to look at ways to improve infrastructure financing and spur business activity within the district. This will help build our local tax base, allowing us to invest more in creating jobs, increasing funding for education and improving access to and outcomes for health care. ■

I will be an advocate of building a stronger economy and creating more jobs.

— Eduardo Garcia (D-56)

STRENGTHEN YOUR SKILLS AND CAREER UC Davis Extension Land Use and Natural Resources connects professionals with California’s experts in land use and environmental planning and law, resource management, sustainability, and community development and design. Our programs are designed for working professionals at all career levels and will help you develop the skills necessary to effectively address the critical issues currently facing communities and local governments. AICP and MCLE credits available. Select courses are taught online. extension.ucdavis.edu/landuse

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Dublin Uses Public-Private Partnership to

Transform Neighborhood Throughout the nation, thousands of aging public housing units have fallen into disrepair due to poor design and construction and inadequate resources for maintenance. This crisis has left many communities with deteriorating neighborhoods and social despair. The City of Dublin, located in the Tri-Valley region of the San Francisco Bay Area, faced such a dilemma in Arroyo Vista, its sole public housing project. Through partnerships, the city transformed the neighborhood with quality mixed-income housing, open space, many “green” or sustainable features and access to social services.

Turning Public Housing Into Privately Owned Affordable Housing

Built shortly before Dublin incorporated in 1982, Arroyo Vista consisted of 150 apartments serving low-income households and had fallen into significant disrepair. The residents and city council wanted to improve the property but had

virtually no funding options in the public sector housing system. However, Dublin’s commitment to offer affordable housing, as well as the project’s proximity to schools, parks, shopping and mass transit, led the city to explore partnerships and innovative solutions.

“Affordable housing is important to Dublin’s economic vitality,” says former Dublin Mayor Tim Sbranti, who was in office during the project’s development.

“Housing that helps to meet the needs of all income levels creates a richer, more compassionate community.”

Once the city determined that the cost to repair and rehabilitate the existing neighborhood was not feasible, Dublin pursued redevelopment of the public housing into privately owned affordable housing. The Dublin Housing Authority, composed of the city council, guided actions to achieve this goal. The Dublin Housing Authority established partnerships with the county

housing authority; a nonprofit builder, Eden Housing; and a market-rate builder, Citation Homes, which later sold the property to KB Home. These collaborations marked the creation of an entirely new community, named Emerald Vista.

Partnership Makes Project Possible

The partners shared the project’s financing. The city invested $7.6 million of its Inclusionary Housing Fund, and KB Home contributed an additional $12 million toward the project. Eden Housing also secured $24 million in low-income housing tax credits.

To pave the way for the land’s transition from public to private ownership, the Housing Authority of the County of Alameda (HACA) secured the approval of the U.S. Department of Housing and Urban Development (HUD). “We were thrilled to partner with Eden Housing and the city in the revisioning of this continued on page 20

The City of Dublin won the Award for Excellence in the Housing Programs and Innovations category of the 2014 Helen Putnam Award for Excellence program. For more about the awards program, visit www.helenputnam.org.

After

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Display Advertising

Western City magazine’s job opportunity section is the source for job seekers looking for positions in local government. When you place a job opportunity ad in Western City

Call Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information, or email admanager@westerncity.com.

Website Job Postings Display ads are posted on our website at no additional charge. But if you miss the deadline for getting your job opportunity ad into the magazine, you can post it on the Western City website right away.

To post your job opportunity ad on our automated website, visit www.westerncity.com or contact Kimberly Brady, Western City’s administrative assistant; email: kbrady@ cacities.org; phone: (916) 658-8223.

magazine, it will be posted at no additional charge on our website.

For rates and deadlines, visit www.westerncity. com and click on the Advertise link.

CITY MANAGER City of Ione

$95,000 to $115,000 annually DOE Bachelor’s in Public Administration, Business Administration or a closely related field is required; Master’s preferred.

Experience: Financial and budget management, agency administration, positive working relationships, ability to effectively communicate comfortably with a variety of individuals, groups, and outside agencies. Five year’s management level experience. Must display uncompromising professional ethics and have a proven trackrecord of successes with previous organizations.

FILING DEADLINE: March 16, 2015, 5:00 p.m.

To Apply: Visit www.ione-ca.com or contact Ione City Hall at (209) 2742412 for submittal requirements.

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PUBLIC WORKS Contract Staffing CIP Projects & Maintenance ›› Finish

more CIP projects! ›› Temps for OSHA audits ›› Staff for all Public Works operations ›› Project Mgr. & Grants Writer ›› Administrative and Clerical help too Serving all Cities in California!

Maintenance Workers at your Corp. Yard by Monday!

1-866-406-MUNI (6864) www.munitemps.com

Police Chief California State University, San Bernardino California State University, San Bernardino is a preeminent center of intellectual and cultural activity in Inland Southern California. Opened in 1965 and set at the foothills of the beautiful San Bernardino Mountains, the university community includes over 20,000 students, faculty and staff. The CSUSB is seeking a Chief of Police who will oversee 40 employees and an operating budget of nearly $1.7 million.

The ideal candidate must be a proactive and passionate leader who works collaboratively to advance the safety and security of the campus community. The selected candidate will strategically build innovative partnerships with students, faculty, staff, the community, and other regional agencies and will promote community involvement, enhancing a safe and secure environment. CSUSB is seeking a Chief who appreciates and embraces working within a diverse community and is able to communicate effectively with members of varying and distinct backgrounds. Candidates should have a proven track record of promoting diversity in the workforce. The selected Chief must possess command level experience in leading and managing a law enforcement workforce; an individual who is well rounded, with experience in administration, investigations, and patrol will excel in this position. All candidates must possess a POST Management Certificate or be eligible to obtain one within 12 months of hire. A bachelor’s degree from an accredited college or university—with study in the areas of criminal justice administration, business administration, psychology, or a related field is required. A master’s is desirable as in prior experience in a university or educational law enforcement setting.

The salary for the Police Chief will be negotiated based on candidate qualifications. The University also offers an attractive benefits package including tuition fee waiver for the employee and dependents.

If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com.

Please contact Fred Freeman at (916) 784-9080 should you have any questions. Brochure available.

The first review of resumes will begin March 27, 2015.

phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

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CITY OF OXNARD The City of Oxnard is seeking to fill two key management positions and a City Council appointed City Attorney.

Located on the beautiful Southern California coast, the City of Oxnard with over 200,000 residents is about 60 miles northwest of Los Angeles and 35 miles south of Santa Barbara. Oxnard has a current all-funds budget of over $358 million, and employs just over 1,200 employees. With the new City Manager leading an organizational transformation initiative, these positions will be significant players in creating a new leadership model. Candidates, who enjoy the challenges found in building a new City team and reputation, will find these opportunities extremely rewarding.

City Attorney

Up to $220,000

Chief Financial Officer

$128,369 - $176,507 Closing: March 20, 2015

Development Services Director

$115,047-$158,189

Closing: March 27, 2015

Closing: April 3, 2015

William Avery & Associates Management Consultants 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 408.399.4424 Fax: 408.399.4423 email: jobs@averyassoc.net www.averyassoc.net

Formal job announcements, including benefit information and closing dates, are available at www.averyassoc.net. For further information contact Bill Avery at 408-399-4424 or Ann Slate at 805-459-5132.

City Administrator City of Gridley

The City of Gridley incorporated in 1905, has a population of 6,761 and is situated in the north valley 60 miles north of Sacramento. Gridley’s economy is comprised of agricultural, governmental, and retail service industries.

The City has a five-member Council with a Council/Administrator form of government.

The City has 47 full time employees, a budget of $16,510,000, and is a full service organization operating its own electrical utility.

Candidates will possess a Bachelor’s degree from an accredited college/ university in Public Administration or closely related field and have five years of management experience in municipal government or private industry.

Salary is dependent on qualifications (DOQ). The City participates in PERS 2% at 55 retirement plan (Classic) and 2% at 62 (New members). The City provides medical, vacation and sick leave benefits. Candidates will submit a City application and resume marked “Confidential” to Interim City Administrator, City of Gridley, 685 Kentucky St., Gridley, CA 95948. Beginning mid-March, qualified applicants will be contacted and recruitment is open until filled. Website: www.gridley.ca.us.

Photo/art credits Cover: Iona Davies (Drutu)/Shutterstock.com

Pages 10–11: Aneta Waberska/Shutterstock.com

Page 3: Jeanette Dietl/Shutterstock.com

Pages 12–13: Iona Davies (Drutu)/Shutterstock.com

Pages 4–5: Volodymyr Baleha/Shutterstock.com

Page 14: Konstantin Sutyagin/Shutterstock.com

Page 6: Brandon Bourdages/Shutterstock.com

Page 16: Aneta Waberska/Shutterstock.com

Page 7: American Spirit/Shutterstock.com

Pages 17, 20–22: Courtesy of the City of Dublin and the League of California Cities

Page 8: left (City Hall), Ken Wolter/Shutterstock; right, Aneta Waberska/Shutterstock.com Pages 9–11 and 16: Photos of legislators supplied courtesy of their offices

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CITY MANAGER 

 

The City of Lemoore, a financially stable municipality in the central San Joaquin Valley with a population of approximately 25,000, is seeking qualified applicants for the position of City Manager.

The City seeks a strong, consistent, and approachable leader with outstanding team-building skills that is capable of clear delegation, holding employees accountable, and addressing conflicts directly. The ideal candidate will be a transparent communicator and knowledgeable of Lemoore’s current economic and demographic challenges.

The City of Lemoore has a $9.4 million General Fund Budget, a healthy $8.1 million reserve, and three enterprise funds with revenues totaling $11.3 million annually.

Requirements include a bachelor’s degree in a related field and seven years of increasingly responsible experience in municipal government, including five years of administrative and supervisory responsibility. Master’s Degree and experience as City Manager/Assistant City Manager is desirable.

Interested parties must submit a letter of interest, resume and City of Lemoore application by the deadline of March 31, 2015.

Salary up to $132,672 DOQ. Please visit the City’s website www.lemoore.com for more details and application information.

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Dublin Uses Public-Private Partnership to Transform Neighborhood, continued from page 17

property and in creating the beautiful new community that exists today,” says Christine Gouig, HACA’s executive director. Recent changes to HUD’s regulation of the Housing Choice Voucher Program made it possible for HACA to provide Section 8 contracts for 100 percent of the

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senior apartments and 25 percent of the family apartments (81 total vouchers).

The five-year planning process included all key stakeholders, including existing residents, so that the resulting project would reflect the community’s needs.

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Community Development Director – CITY OF COVINA Located in the East San Gabriel Valley, Covina is located 25 miles east of Los Angeles. The City is seeking a Director of Community Development who is responsible for the overall operation of the City’s Community Development Dept., including Planning, Code Enforcement, Building and Safety, and Economic Development. The ideal candidate will have a combination of education and experience that has provided the knowledge, skills and abilities necessary for the position. A typical way of obtaining the required qualifications is to possess the equivalent of 6 years of increasingly responsible experience in urban or regional planning, or redevelopment, including 4 years in a supervisory or management capacity, and a Bachelor’s degree in urban or regional planning, public administration, or related field. A Master’s degree in urban or regional planning or AICP certified is preferred. Interested candidates must submit a resume prior to 5:00 p.m., March 26, 2015.

Salary $111,865.72 - $150,000 plus 2% education incentive.

Detailed brochure available at: www.covinaca.gov/city-departments/ human-resources/job-openings

APPLY TO:

City of Covina Human Resources Dept. c/o Robert Blackwood 125 East College Street, Covina, CA 91723 (626) 384-5551 (626) 384-5592 FAX rblackwood@covinaca.gov

CITY OF ENCINITAS Encinitas, population 65,000, is located along six miles of Pacific coastline in northern San Diego County.

With its coastal beaches, cliffs, flat-topped coastal areas, steep mesa bluffs and rolling hills, Encinitas is made up of five distinct communities: New Encinitas, Old Encinitas, Cardiff-by-the-Sea, Olivenhain, and Leucadia. The natural beauty of the vibrant communities, along with an ideal climate makes Encinitas a spectacular place to live, work and play.

CITY MANAGER

The new City Manager will provide exceptional leadership and a collaborative and engaging management style throughout the city organization and with interactions with the City Council and the city’s 245 employees. Passion for public service, a value system based on ethics and integrity and a personal approach that engenders high levels of trust and confidence with all constituents is also critical in this role.

William Avery & Associates Management Consultants 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 408.399.4424 Fax: 408.399.4423 email: jobs@averyassoc.net www.averyassoc.net

Ideally, the new manager will be a seasoned public sector professional with strong financial, management and administration skills. Familiarity with coastal communities and their issues along with background as a city manager, assistant/deputy city manager or other public sector executive are highly desirable for this position. A formal job announcement, including benefit information and closing date is available at www. averyassoc.net. For further information contact Bill Avery at 408-399-4424 or Ann Slate at 805-459-5132.

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This team worked together — through the recession and real estate market crash — crafting and recrafting plans to make this unique project possible. The final plan called for a number of key components, but the partnership with KB Home was essential to Emerald Vista’s success by helping to subsidize the replacement of the public housing units by purchasing land for an adjacent residential development and providing critical capital and construction assistance.

Overcoming Obstacles to Progress

The construction phase required temporarily relocating all of the existing tenants. The city worked with HACA to ensure that every tenant had access to vouchers to maintain rent affordability.

This allowed residents to move to newer housing, featuring more amenities than the existing complex.

The dilapidated public housing was replaced with 180 affordable apartments — a net gain in critically needed affordable housing for the region — without forcing any of the existing residents to be permanently displaced. All of the homes are targeted to tenants earning between 30 and 50 percent of the area median income. Single-family and townhome market-rate units sold at a brisk pace, demonstrating that market-rate buyers will purchase well-designed homes in an economically diverse neighborhood with a strong sense of community. continued on page 23

Emerald Vista offers a model of an innovative approach to providing housing for people of all income levels within a cohesive community.

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CITY OF LIVINGSTON Livingston is strategically located along one of California’s major freeway arteries in the fertile San Joaquin Valley in Merced County, just two hours from San Francisco, the Pacific Coast and the majestic Sierra Nevada Mountains.

With over 14,000 residents, the City of Livingston is a full service general law city with an all funds budget of close to $17M and 135 employees.

Working closely with the Mayor and City Council, the new City Manager will be a highly motivated, energetic individual CITY who will provide progressive leadership and be integral core of the City’s management team.

MANAGER an William Avery & Associates The successful candidate will possess a balanced Management Consultants and flexible management style, and broad, comprehensive knowledge and 1 3 / 2 N. Santa Cruz Ave., Suite A experience in the field of municipal government management. As is the Los Gatos, CA 95030 case with smaller cities, a connection and involvement with the community will be essential and the ability to develop and maintain business and 408.399.4424 community relationships in a multicultural environment will be critical.

Fax: 408.399.4423 email: jobs@averyassoc.net

A public sector background will be important and experience as an www.averyassoc.net executive or manager in a complex full service operation is required. The City of Livingston offers a highly competitive compensation and benefits program. The salary is open and negotiable depending on qualifications and experience but is expected to be in the $140,000 range. To be considered, submit your cover letter, resume, current salary and contact information including email addresses for five work-related references (email preferred) to Ann Slate at Avery Associates. A formal job announcement with benefits and closing date is available at http://www.averyassoc.net.

Director of Public Works – CITY OF COVINA

APPLY TO:

City of Covina Human Resources Dept. c/o Robert Blackwood 125 East College Street, Covina, CA 91723 (626) 384-5551 (626) 384-5592 FAX rblackwood@covinaca.gov

The Director of Public Works is responsible for the overall operations of the Public Works Department, including operations and management of streets, sewer, water, storm drains, traffic signals, street trees, median maintenance, engineering, environmental services, and equipment maintenance.

Requirements: A typical way of obtaining the required qualifications is to possess the equivalent of a Bachelor’s degree in public administration, civil engineering or a closely related field, and six years of broad and extensive experience in public works, utilities or related service delivery operations, including at least four years in a responsible management or supervisory capacity. Registration as a State of California Civil Engineer is desirable.

Interested candidates must submit a resume prior to 5:00 p.m., March 26, 2015. Salary $111,865.72 - $150,000 plus 2% education incentive.

Detailed brochure available at: www.covinaca.gov/city-departments/ human-resources/job-openings

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Emerald Vista residents enjoy time in the garden.

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Human Resources Director City of Manhattan Beach

Senior Recruiter – Public Safety Senior Recruiter – Southern California Teri Black & Company, LLC

City Engineer/ Assistant Development Services Director Administrative Services Director City of Tracy

Teri Black • 424.296.3111

Steve Parker • 949.322.8794

Julie Yuan-Miu • 424.296.3111

Don’t Miss the Top Hits on Our Website!

1 How the Arts and Cultural Tourism Spur Economic Development — May 2013

2 How the Second Amendment Right To Bear Arms Affects the Local Police Power to Regulate Firearms — November 2010

3 Sober Living Businesses in Residential Zones — August 2014

4 The “Front Page” Test: An Easy Ethics Standard — February 2012

5 Who Gets to Use Agency Seals, Logos, Letterhead and Other Insignia? — June 2013

Read these articles today at www.westerncity.com

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League of California Cities

www.cacities.org

Dublin Uses Public-Private Partnership to Transform Neighborhood, continued from page 21

Completed Project Serves as a Model

Components and amenities developed in Emerald Vista include: • Fifty affordable apartments for seniors, operated by Eden Housing, with programs offered to help residents “age in place” and live independently for as long as possible; • A total of 130 affordable apartments for families, operated by Eden Housing, using the latest green building techniques and materials; • Mixed-income home ownership, including 184 market-rate and 14 below market-rate single family homes and townhomes built by KB Home;

• Emerald Vista Community Center, providing a focus for community involvement and classes on health, wellness, safety, technology and financial literacy; • Outside partnerships with the Dublin Unified School District and YMCA that offer Emerald Vista youth onsite after-school activities, including tutoring, recreational programs and technology support; • Kidango Childcare Center, serving children of preschool ages from Emerald Vista and the surrounding area; and

“We envisioned creating a community where you couldn’t tell which street was affordable housing and which wasn’t — and we got there, with pedestrian connectivity to boot,” says Linda Mandolini, president of Eden Housing.

Emerald Vista offers a model of an innovative approach to providing housing for people of all income levels within a cohesive community.

Contact: Luke Sims, director, Community Development Department, City of Dublin; phone: (925) 833-6610; email: luke.sims@ dublin.ca.gov. ■

• Access to local and regional trail systems.

Development Services Director City of Yuba City, California

Yuba City, with a population of just over 65,000 residents, is located north of Sacramento at the crossroads of Highway 99 and Highway 20, with easy access to the state capital, Lake Oroville, the Sierra Nevada Mountains and Lake Tahoe, and San Francisco. The city truly offers an outstanding combination of quality-of-life attributes coupled with a small town ambiance. The Development Services Director is a working director responsible for the functions of planning, building, code enforcement and housing and reports directly to the City Manager. Bachelor’s degree required, Master’s degree preferred. Salary range is from $123,624 to $150,276 DOQ with competitive benefits.

Filing deadline is March 30, 2015.

Please send your cover letter and resume electronically to:

Peckham & McKenney apply@peckhamandmckenney.com

Resumes acknowledged within two business days. Call Phil McKenney at (866) 912-1919.

Other Active Searches Pittsburg – Finance Director Escondido – Assistant City Manager Stockton – Community Development Director San Clemente – Community Development Director

For more information, please visit us at www.peckhamandmckenney.com.

Upcoming Searches San Leandro – Engineering and Transportation Director Milpitas – Public Works Director Milpitas – Finance Director

www.westerncity.com

Western City, March 2015

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