Western City May 2016 by Western City Magazine

M AY 2016 |

The Monthly Magazine of the League of California Cities®

Arts and Entertainment District Boosts Santa Clarita’s Economy p.13 Sustainability Offers a Path to Prosperity p.7 Sanger Collaborates to Prepare Its Workforce p.15

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LOS ANGELES

SAN FRANCISCO

ORANGE COUNTY

TEMECULA

CONTENTS 2 Calendar of League Events 3 Executive Director’s Message

13 California Cities Helen Putnam Award for Excellence

rts and Entertainment A District Boosts Santa Clarita’s Economy

he city revitalized a historic T neighborhood using public infrastructure improvements, economic development and the arts to attract new visitors, shoppers and businesses.

The Rules of Our Trade

By Chris McKenzie

A 6-year-old boy’s rules for his Spy Club provide food for thought regarding public service.

6 City Forum

Executive Forum and Advanced Leadership Workshops: Training, Resources and Networking for Mayors and Council Members

By Eva Spiegel

ontinuing education is essential C in every profession. These two conferences are geared to both experienced and recently elected mayors and council members.

ustainability Offers S a Path to Prosperity

By Steve Sanders

ustainable communities are S often better able to thrive and become more prosperous; sustainability is not just about the environment.

owerful Local Control P Remedy Addresses El Cajon’s Alcohol Nuisance Problems

By Gary Kendrick

or years, the City of El Cajon F grappled with the impacts of aggressive panhandlers, transients, serial inebriates and illegal alcohol sales to minors.

15 California Cities Helen Putnam Award for Excellence

Sanger Collaborates to Prepare Its Workforce

he city worked with its major T employers, the local transit agency and Reedley College to address a shortage of workers with needed skills.

Job Opportunities 16 Professional Services 26 Directory

On the Record

City officials describe the most challenging aspect of their work on the city council. On the cover: Santa Clarita’s Old Town Newhall Arts and Entertainment District hosts chalk artists at its Festival of the Arts.

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President L. Dennis Michael Mayor Rancho Cucamonga

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

First Vice President JoAnne Mounce Council Member Lodi

Second Vice President James Goodhart Mayor Palos Verdes Estates

Immediate Past President Stephany Aguilar Council Member Scotts Valley

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

May

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

4–6

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

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

JUNE

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

2–3

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

Contributors Dan Carrigg Caitlin Cole Tim Cromartie Martin Gonzalez Melissa Kuehne Sara Rounds Patrick Whitnell

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

Associate Editors Carol Malinowski Carolyn Walker

22–23

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Mayors and Council Members’ Executive Forum, Monterey The forum offers sessions to keep elected officials up to date on key issues. See page 6 for details.

Advertising Design ImagePoint Design

For photo credits, see page 17. 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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Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2016 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCII, No. 5.

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Mayors and Council Members’ Advanced Leadership Workshops, Monterey The workshops offer local elected officials who attended the preceding Executive Forum an opportunity to explore in greater detail topics such as managing municipal finances and resources. See page 6 for details.

24–25

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

Event and registration information is available at www.cacities.org/events. For the latest information on League conferences and events, follow us on Twitter @CaCitiesLearn. For legislative and policy updates and more, follow @CaCities. Follow Western City @WesternCityMag. Join us on Facebook. www.facebook.com/westerncity www.facebook.com/LeagueofCaCities

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Executive Director’s Message by Chris McKenzie

The Rules of

Our Trade

We know that each trade or profession has its unique “tools of the trade,” but how often do we reflect on the “rules of the trade”? In 1989 author Robert Fulghum wrote an iconic set of rules for life in a book titled All I Really Need to Know I Learned in Kindergarten, which included these gems: • Share everything; • Play fair; • Don’t hit people; • Put things back where you found them; • Clean up your own mess; • Don’t take things that aren’t yours; and

I’ve been thinking about Fulghum’s rules for life because our 6-year-old grandson recently formed a Spy Club with his first-grade classmates at the after-school program he attends. Our grandson has been interested in spying for a number of months — so much so that he asked for a birthday party with a spy theme. You haven’t lived until you’ve had 25 small children running around your yard in spy get-ups on various spy assignments. It was a boatload of work and fun. If Fulghum wrote the definitive set of rules for life, our grandson may have written the most succinct rules of the

first-grade spy trade in blue and green crayon on a single sheet: Spy Club Rules Stay with the group. Be cool. Spy. Don’t be seen.

The tools of this particular spy trade include disguises, forged passports, informants, multiple language abilities and

continued

• Say you’re sorry when you hurt somebody.

We want public officials who are reasonably open and accessible, but we also are suspicious if they lack the necessary humility we want to see in our public officials. www.westerncity.com

Western City, May 2016

The Rules of Our Trade, continued

While many people don’t think of public service as a “cool” calling, their disinterest can abruptly and radically change when a particular public policy issue personally affects them or their family.

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unshakeable confidence when in strange situations. As our grandson knows, however, the rules of spying are quite different. As I pondered his club rules I was surprised by how similar they are to those we often follow in public service.

Stay With the Group Like our grandson’s Spy Club members, public officials generally do everything in groups. City councils meet and act as a group that meets every week or two as well as in subgroups on council committees. City managers lead a management group, meeting with department heads and others on a regular basis to carry out the policies approved by the council. The department heads meet with their department groups of managers and staff. Sometimes both elected and appointed city officials meet with community groups to receive information that informs their decisions and seek feedback on how the council and staff groups are doing their jobs. Ad hoc groups called task forces can include members from the public and other groups to conduct special studies and deliver recommendations to the council. Finally, the council and staff constitute a “city official group,” and the residents of the city are members of the “city resident group.” In short, everything is done in groups, and those who don’t align with their group or groups often find they are marginalized and ineffective. Public service is neither for the faint of heart nor “lone wolves.”

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Be Cool What public official could take issue with this rule? After all, there are many different ways to be cool. City and other public officials do it by serving their cities and communities, offering their leadership and management skills in service to their fellow citizens and working to solve the most vexing problems of their city. While many people don’t think of public service as a “cool” calling, their disinterest can abruptly and radically change when a particular public policy issue personally affects them or their family and they suddenly discover how cool — that is to say, useful or important — public service is. Many new council members and other local officials, in fact, will readily admit that they were once agnostic or negative about public service, but a personal priority or need introduced government to them in an intimate way, and the experience changed their attitude. Managers drawn to public service often “get it” much earlier and some even describe it as a “calling” or “vocation,” terms that capture the passion they feel for public service.

Spy At first glance, this rule of the Spy Club may not seem transferable to public service, but I just look at it a slightly different way. Another way of understanding this rule is to express it as: “Act, or take

action.” Every trade or profession focuses on the essence of something, and this rule is really about the importance of doing what you are meant to do. A city council member who doesn’t govern or a manager who does not manage is in the wrong trade. You can’t be a member of your “group” in public service if you aren’t willing to play your part. In doing so you need to use the tools of your trade, but action is still required to carry out your reason for being a public official. Those actions should be smart, considered and prudent, but foremost public officials are in public service to act.

Don’t Be Seen The application of this rule to the public sector is perhaps best understood through the lens of that old saying attributed to Benjamin Franklin that “guests, like fish, begin to smell after three days.” Frankly, I don’t trust a public official who is not interested in being seen in public. A public official can’t do the job if he or she is not seen doing the work in public.

names for these types of public officials (for example, “headline grabber”). We want public officials who are reasonably public and accessible, but we also are suspicious if they lack the necessary humility we want to see in our public officials. Most public officials don’t want to be described as “narcissistic” or “greedy.” Therefore, it is best to be seen enough but not too much. As the American pop singer Bobby Womack once said, “Leave them wanting more, and you know they’ll call you back.” Every public official should aspire to “leave them wanting more.”

The Value of Both the Rules and the Tools I have joked with some colleagues that our grandson may be showing an early interest in practicing law with his interest in rule-making. It also might be an early sign of interest in public service. Either way, he knows that having clear “rules of the trade” is just as important as having the “tools of the trade.” ■

On the other hand, public officials who seek the public eye too much, dominate conversations or try to control every group situation and decision soon find they are viewed much the same as guests and fish after three days. There are many

Like our grandson’s Spy Club members, public officials generally do everything in groups.

www.westerncity.com

Western City, May 2016

Executive Forum and Advanced Leadership Workshops:

Training, Resources and Networking for Mayors and Council Members by Eva Spiegel

The League is pleased to once again offer the Executive Forum and Advanced Leadership Workshops for mayors and council members interested in developing greater expertise in the fundamentals of public service. Reintroduced in 2015 after a six-year hiatus, the conferences are held June 22–24, 2016, in Monterey, beginning with the Executive Forum, which is featured on the first two days, and followed by the Advanced Leadership Workshops, which are offered on the third day.

Learn About Many Topics at the Executive Forum Continuing education is essential in every profession, and this conference is geared to both experienced and recently elected mayors and council members. The Executive Forum sessions and keynote addresses will focus on a wide range of timely topics, including municipal finance, economic development, infrastructure financing, labor negotiation protocol, public safety, community relations, the council-manager relationship, post-employment benefits and the Affordable Care Act, polling and community education. The Executive Forum also features “Today’s 24/7 News Cycle: Do’s and Don’ts for Elected Officials.” Two of California’s leading communication experts, Brandon Castillo of BCF Public Affairs and Steve Telliano of Edelman, will explain how they have effectively helped cities and other agencies address internal crises,

natural disasters and personal matters that become public. They will discuss the ramifications of today’s mobile technology and a news cycle that never stops. Two engaging keynote speakers will kick off general sessions on Wednesday and Thursday. The Sacramento Bee political columnist Dan Walters will address the audience during the Opening General Session on Wednesday, June 22. With more than 50 years of experience as a journalist, Walters is one of the premier experts on California politics. He has written over 7,500 columns, and his articles appear in more than 50 newspapers statewide. The focus will change on Thursday, June 23, when Dave Moore, a crew resource management expert, speaks about “The Power of Thought Leadership.” A decorated Navy and Air Force aviator and officer, Moore has survived two plane crashes, flown search and rescue missions for the Coast Guard during three hurricanes and completed 39 combat missions in the Middle East. The conference also provides opportunities to network with colleagues from other cities and share thoughts on common challenges and issues, discuss strategies that have worked to address problems that may be of mutual concern and share helpful resources.

Leadership Workshops Cover More Detail: Choose From Two The Advanced Leadership Workshops on Friday, June 24, delve deeper into municipal

finance and resource management with two specialized day-long sessions. Attendees can choose one of the two sessions. “City Finances — What You Need to Know” will give attendees a broad understanding of state and local government finance and examine the essential aspects of city finance with lessons on how some cities have gotten into fiscal trouble. The panel will cover trends, challenges and reforms. The “Stretching Community Dollars Through Local and Regional Leadership” session will showcase examples of how working regionally and collaboratively can help maximize municipal funds and resources and address complex challenges. Attendees can receive credit for both the Executive Forum and the Advanced Leadership Workshops through the League’s Mayors and Council Members’ Department Leadership Academy. This three-level voluntary program allows participants to enhance their knowledge and skills to better serve the public. Additional information about the Leadership Academy is available at www.cacities.org/ LeadershipAcademy.

Register and Learn More Online Space is limited, so register early. Registration for the conference, workshop and housing is open through May 24, 2016, or until sold out. Participants who want to attend both the Executive Forum and the Advanced Leadership Workshops must register separately for each event. For more information and to register, visit www.cacities.org/events. ■

Eva Spiegel is communications director for the League and can be reached at espiegel@cacities.org.

League of California Cities

www.cacities.org

Sustainability Offers a

Path to Prosperity

by Steve Sanders

Since the economic downturn of 2008, California’s cities have endured several years of slow job growth and tight fiscal constraints that have squeezed local agencies’ ability to provide essential public services. As a result, businesses and civic leaders alike are searching for ways to achieve lasting prosperity for their communities. Many city officials have found that sustainable communities are often better able to succeed, thrive and become more prosperous. Sustainability is not just about the environment.

Nowhere is the challenge of pursuing prosperity more evident than in the state’s most disadvantaged communities. While some cities in California have rebounded from the Great Recession, others continue to experience unacceptable levels of unemployment, under-employment and income disparity. Many of these communities also suffer greater exposure to health and environmental hazards that pose risks to their residents. Investing in clean energy, better transit, water conservation, recycling and reuse, and “green tech” manufacturing creates local jobs and also improves air and water quality, which provides significant health benefits for residents.

One area making a concerted effort to pursue prosperity through sustainability is the Gateway Cities region of Southern Los Angeles County. Home to over 2 million residents, the region includes 27 cities and a dozen unincorporated communities. It covers more than 200 square miles, stretching from Long Beach to the borders of downtown Los Angeles. This area was formerly the heart of Southern California’s defense and aerospace industries; today the Gateway Cities are working hard to adapt to changing economic trends and emerging business opportunities.

continued

Steve Sanders is program director of the Institute for Local Government’s Sustainable Communities Program and can be reached at ssanders@ca-ilg.org. For more information about the Sustainable Communities Program, visit www.ca-ilg.org.

The Azalea Shopping Center in South Gate incorporates numerous environmentally friendly features. www.westerncity.com

Western City, May 2016

Sustainability Offers a Path to Prosperity, continued

South Gate Models Sustainable Economic Development The City of South Gate, once a thriving manufacturing center, was hit hard by the decline of industrial employment in Southern California. Ten years after a highly publicized corruption scandal, this predominantly Latino city of 100,000 residents along the I-710 corridor in southeast Los Angeles is implementing a visionary General Plan to guide the creation of a more healthy and prosperous community. The new Azalea Shopping Center offers perhaps the most prominent example of South Gate’s pursuit of sustainable economic development. The center transformed 30 acres of vacant industrial land into a retail amenity that incorporates a host of environmentally friendly

features, including the use of recycled water, electric vehicle charging stations, energy-efficient lighting and a “living wall” of plants.

What Your City Can Do to Promote Sustainable Economic Development

Built to Gold-level LEED (Leadership in Energy and Environmental Design) standards, the center’s green building credentials weren’t earned at the expense of local jobs. The city and the developer worked with the Hub Cities Consortium, a regional workforce development nonprofit organization, to establish the Azalea Local Hire Program. South Gate reported that in 2014, 40 percent of the jobs in the center were held by South Gate residents, and the city expects the center to eventually employ 800 people as additional businesses open.

Make sure your city has a forwardlooking economic development strategy based on the latest economic, demographic, environmental and fiscal trends in your region. Develop a plan according to the direction that your city’s workforce and economy are headed.

continued on page 18

Recognize that economies are regional in scale. Where does your city fit into the larger picture? Collaborate with nearby jurisdictions, starting with your regional Council of Governments, to pursue key projects and initiatives that benefit everyone. Explore your city’s options to promote efficiency, reduce costs, improve services and increase the comfort, convenience, health and safety of your residents. Resources include the state’s Cap-and-Trade Program (see “How Cap and Trade Can Help Disadvantaged Communities” on page 21), the Local Government Partnership administered through the investor-owned utility serving your community, or similar programs administered through municipal utilities. Visit http://californiaseec.org for more information.

“The best way to find yourself is to lose yourself in the service of others” - Mahatma Gandhi

To learn more about how local communities in California are enhancing local prosperity by increasing sustainability, visit www.ca-ilg.org/beaconeconomy.

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More Information Online For additional information and links to related resources, read the online version of this article at www.westerncity.com.

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El Cajon met many challenges head on and restored its appeal to businesses seeking a new location.

Powerful Local Control Remedy Addresses

El Cajon’s Alcohol Nuisance Problems by Gary Kendrick The City of El Cajon (pop. 100,000) lies among the rolling hills of eastern San Diego County. Throughout the 14-square-mile city, 138 on-premises and off-premises sale locations offer alcohol, including restaurants, bars and grocery, drug and liquor stores.

little impact on existing alcohol licensees “grandfathered in” under these new regulations. In El Cajon, nuisance problems frequently involved these grandfathered businesses. The city needed new local regulations to curb these outlying violators.

That translates to one alcohol outlet for every 725 residents.

Seeking Solutions: Initial Strategies Fall Short

For years, small-business owners and residents complained of aggressive panhandlers, transients and serial inebriates, and minors reported that buying alcohol was easy.

El Cajon proposed using a Deemed Approved Ordinance to manage problematic alcohol outlets that received a license before the establishment of a conditional use permit. The ordinance would require alcohol retailers to comply with existing state laws and to reduce the crime or nuisance activities affecting the community. It would also provide an opportunity for the city — with input from a wide range of stakeholders — to develop a set of business standards and practices.

Grappling With a Far-Reaching Problem The situation took a toll on local businesses and the quality of life in El Cajon and imposed a heavy burden on local law enforcement. These problems also served as deterrents to new business investment and development. In California, the Department of Alcoholic Beverage Control (ABC) has the exclusive authority to issue and revoke alcohol licenses. However, ABC’s limited enforcement resources make it difficult to systematically enforce state alcohol laws.

In a state as large as California — with an estimated 89,000 liquor licensees — it may be prudent to look beyond the traditional, state-only enforcement model. However, numerous challenges face local governments that seek to regulate the activity of businesses with existing liquor licenses. El Cajon utilizes its land-use authority to regulate the location and manner of alcohol sales through a conditional use permit. The conditional use permit process gives local government the opportunity to define operating conditions for each alcohol retailer. The provisions also allow flexibility to determine whether a proposed alcohol outlet will provide a benefit to the community and is compatible with neighboring land uses. However, conditional use permits have

Prior to adopting the ordinance, the El Cajon City Council organized a task force that included law enforcement, community-based substance abuse prevention and treatment organizations, small-business operators and alcohol industry representatives. The task force spent a year working with alcohol retailers continued

Gary Kendrick is a city council member for El Cajon and can be reached at gary.p.kendrick@gmail.com. Morgan Foley, city attorney for El Cajon and a partner with the law firm of McDougal Love Eckis Boehmer & Foley, also contributed to this article.

www.westerncity.com

Western City, May 2016

Powerful Local Control Remedy Addresses El Cajon’s Alcohol Nuisance Problems, continued

hearing their concerns, developing possible solutions to problems and providing training on responsible alcohol sales and service. In addition, the task force offered residential treatment vouchers for retailers to distribute to serial inebriates who frequented their stores. To prevent negative impacts on the surrounding community, alcohol retailers promised not only to police themselves, demonstrating voluntary compliance with existing laws, but also to control nuisance activities in and around their business. Local substance abuse prevention organizations documented conditions at and

surrounding alcohol retail businesses both before and after these voluntary efforts were implemented. The task force also conducted surveys regarding the perception of public safety in one affected neighborhood. These initial strategies did not produce significant improvements. “In spite of a yearlong effort to improve conditions, alcohol-related crime (other than driving under the influence) increased by 59 percent between 2010 and 2012,” says former El Cajon Police Chief Jim Redman. It was time to try a different approach.

The ordinance not only helps keep liquor sales in check, but also sets a precedent of no lenience for violators.

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Involving Residents and the Business Community The city convened a series of workshops that solicited input from affected residents, local businesses, alcohol retailers and alcohol policy groups to identify desired community standards for alcohol sales. The local chamber of commerce hosted a series of special meetings for its members to discuss the details of the proposed Deemed Approved Ordinance. While chamber members typically favor fewer business regulations, the chamber recognized the Deemed Approved Ordinance as pro-business because it would improve local conditions for existing businesses and pave the way for new business development in El Cajon. However, confronted with the prospect of increased local regulation, the Neighborhood Market Association voiced its resistance to the proposed ordinance and even threatened a lawsuit. “We gave them every opportunity to employ responsible business practices,” says El Cajon Mayor Bill Wells. “Their efforts were always short-lived, and then it was back to business as usual: alcohol sales to minors and serial inebriates.” Before a crowded room of sign-bearing supporters, the city council unanimously voted to adopt the ordinance in August 2013. In doing so, El Cajon became the 21st city in California employing a Deemed Approved Ordinance to exercise local control over alcohol sales and service.

Overcoming Challenges to the Ordinance Soon after, three businesses affected by the newly adopted Deemed Approved Ordinance filed a federal lawsuit against the city, seeking to invalidate the ordinance. The city attorney defended the Deemed Approved Ordinance, and the district court dismissed the case. Plaintiffs in this action elected not to appeal the judgment. continued on page 22

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Old Town Newhall hosts the Festival of the Arts and the Revved Up car show, opposite.

below

Arts and Entertainment

Boosts Santa

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District

Clarita’s Economy Will Rogers once said, “You never get a second chance to make a first impression.” The City of Santa Clarita (pop. 213,231) is Los Angeles County’s fourth-largest city and home to Old Town Newhall, a historic neighborhood that has struggled for decades to make a good first impression. As new shopping centers were built in other areas of the city in the early 1980s, Old Town Newhall’s appeal diminished.

The Role of Rebranding and Infrastructure Improvements Recognizing that the historic area lacked the charm and polish of newer developments, the Santa Clarita City Council formed a redevelopment agency in 1989 to help revitalize Old Town Newhall using public infrastructure improvements, economic development and the arts. The goal was to create a vibrant Old Town Newhall Arts and Entertainment District, rebranding Old Town Newhall’s identity to attract

new visitors, shoppers and businesses. The city council believed that upgrading the public infrastructure would spur private investment, attract businesses to Main Street and ultimately help create the desired arts and entertainment district. Santa Clarita launched a collaborative effort with the local Veterans Memorial Committee to establish a Veterans Historical Plaza, which was completed in 2005. The following year, the city opened the 17,000-square-foot Newhall Community Center offering youth enrichment programs, such as Ballet Folklorico dancing and visual art programs whose participants created colorful, historical murals. Next the city completed roadway realignments and streetscape enhancements, including walkways, benches and murals, to make Main Street in Old Town Newhall more pedestrian-friendly and inviting. The city invested in a historically inspired Metrolink Station, a 30,000-square-foot Old Town Newhall

Library and a new roundabout as part of its efforts to improve the area. Approximately $48 million worth of major improvements had been completed and the city’s transformation of Old Town Newhall was well underway when the State of California halted redevelopment funding for cities in 2011. The loss of redevelopment funding posed a daunting challenge, but Santa Clarita pushed ahead and identified new ways to boost the area’s economy using money from the General Fund to underwrite arts and entertainment events.

Creative Events Draw Crowds The city worked with local businesses, arts organizations and nonprofits to establish Thursdays@Newhall, a series of free weekly nightlife events to attract residents and visitors to the newly revitalized Old Town Newhall Arts and Entertainment District. continued

The City of Santa Clarita won the Award for Excellence in the Economic Development Through the Arts category of the 2015 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

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Western City, May 2016

Arts and Entertainment District Boosts Santa Clarita’s Economy, continued

Events in the Thursdays@Newhall series include ArtSLAM, an open-air “pop-up” gallery experience featuring local and regional artists with hands-on art and activity booths and culinary demonstrations. ArtSLAM also includes JAM Sessions, which are interactive music and dance events, hosted by the Ford Theatre Foundation and funded by The James Irvine Foundation. Among other Thursdays@Newhall events are Revved Up car shows and SENSES, a block party with a different theme each month — recent themes have included the ’90s, Woodstock, Margaritaville, Luck o’ the Irish, Rockabilly, Zombies and the Wild, Wild West. Community partner events, added to the Thursdays@Newhall lineup in 2015, include an artist speaker series at the Old Town Newhall Library and a concert series featuring top Western entertainers at the Repertory East Playhouse.

To date, the Thursdays@Newhall event series has attracted more than 40,000 people to the Old Town Newhall Arts District.

facades, and some have expanded into additional space. A new boutique hotel is scheduled to break ground later in 2016.

“Ultimately, the long-term goals of the Old Town Newhall Arts and Entertainment District are to integrate the arts into the culture of the area, attract developers and retailers, provide a local nightlife opportunity for residents and attract visitors to shop and dine on Main Street,” says Santa Clarita Mayor Bob Kellar.

Santa Clarita recently approved a project on a vacant block of land owned by the former redevelopment agency that includes 46 residential units, over 23,000 square feet of retail space, a movie theatre complex and municipal parking structure. As a result of the latest redevelopment dissolution law, loans that the city made to the redevelopment agency will be repaid, which is helping to offset the cost of the parking structure construction.

Economic Development Strategy Yields Results In less than three years, the tax base for Old Town Newhall increased by 60 percent. Twenty-nine new businesses have opened in the area, including several art-inspired stores, wine bars, boutique clothing stores, hair salons, day spas and restaurants. A number of businesses have invested in upgrading their building

The city worked with local businesses, arts organizations and nonprofits to establish a series of free weekly nightlife events to attract residents and visitors to the newly revitalized district.

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“The economic development strategy behind the Old Town Newhall Arts District has yielded a high return on investment,” says Santa Clarita City Manager Ken Striplin. “For businesses in Old Town Newhall, the arts and entertainment offerings have boosted business, stimulated the local economy, enhanced trust in local government, reduced crime, bridged communication barriers and encouraged businesses to take ownership of the area.” Business and property owners report increased profits and praise the city’s efforts to transform the area. “The vibe in Old Town Newhall is so inspiring,” says Denise Myers, owner of a gift and specialty boutique. “This is how a charming downtown area should be. It’s nice to have the camaraderie with other small-business owners.” Visitor surveys reflect the increase in consumer traffic to small businesses in Old Town Newhall. Over half of respondents reported they had attended Thursdays@ Newhall events more than twice and visited Main Street restaurants, shops and businesses; 89 percent reported visiting the area more than three times in the past year. The success of the Old Town Newhall Arts and Entertainment District illustrates the benefits of a comprehensive strategy focused on investing in the arts. The City of Santa Clarita has changed the game for Old Town Newhall, adding new life, energy and visitors to the area in just three short years. Contact: Gail Morgan, communications manager, City of Santa Clarita; phone: (661) 255-4314; email: gmorgan@santaclarita.com. ■ www.cacities.org

Sanger Collaborates to Prepare Its Workforce

ne of the largest employers in the City of Sanger (pop. 25,128) notified city officials in 2013 that it could not grow any larger locally because the workforce lacked specific skill sets. This shortage of qualified employees, the company said, would likely force its relocation to another state where such skilled workers were more readily available.

Searching for Solutions Sanger officials immediately convened meetings with all of the city’s large employers to determine whether they were facing the same constraints to growth and to devise a plan to provide them with the skilled employees they needed. This marked the beginning of the Sanger Job Training Initiative. Sanger’s industrial community includes manufacturers, fabricators, and food processors and packagers as well as publishing

and other businesses, with employment rolls ranging from 45 employees to more than 800. Each business has its own list of needed skill sets. However, in multiple meetings conducted by the city with employers, several skills were identified as most in demand by the industrial community as a whole. These included pneumatics, hydraulics, computer science, welding and electrical distribution, in addition to basic skills such as forklift operation and warehouse management. The city’s search for training that would meet the needs of its industrial community led to a meeting with Sandra Caldwell, president of Reedley College, a community college located in the neighboring City of Reedley. Caldwell was open to adding the specialized training needed by local industries to the extensive vocational training programs already being offered at the college.

Reedley College students learn skills in demand by local industrial employers.

Lack of Transportation Presents a Barrier to Access As part of Sanger’s efforts to connect its workforce with education and training opportunities, city officials discovered that a lack of transportation prevented many potential vocational students from attending the nearby community college. The city reached out to the Fresno County Rural Transit Agency to explore possible solutions. The transit agency staff advised city officials that it was in the process of identifying unmet transit needs in the county, so Sanger asked the agency to establish a route that would connect Sanger students with the vocational education opportunities offered by Reedley College. The transit agency initiated a pilot transit program to test the demand for the route, which proved continued on page 24

The City of Sanger won the Award for Excellence in the League Partners Award for Excellence in City-Business Relations category of the 2015 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

www.westerncity.com

Western City, May 2016

ASSISTANT CITY MANAGER City of Malibu, California

Salary Range - effective July 1, 2016: $144,758 $188,185 annually Plus excellent benefits

The City is seeking an Assistant City Manager who will be a key member of the Executive Management Team. The ideal candidate will provide highly responsible and complex administrative assistance to the City Manager and City Council in coordinating and directing City-wide departmental activities and operations and will serve as acting City Manager in the City Manager’s absence. Must possess an engaging and collaborative management style and excellent communication and interpersonal skills. A Bachelor’s degree is required. CPA or Master’s degree is highly desirable. Please visit www.malibucity. org/jobs for a more detailed description and formal announcement, which includes benefits, and to apply online. EOE/ADA. Closing date is June 10, 2016, at 4:00PM.

Display Advertising 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.

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Senior Counsel Reporting to the General Counsel, this at-will senior management-level position provides legal services in the areas of litigation, commercial real estate, administrative law, government claims, Title VI, legal research/ analysis, public bid, transactional matters and government contract/procurement matters. Located at MTC’s new office location in San Francisco with easy access on public transportation, this position is well suited to an accomplished legal professional with at least ten years of business-oriented professional experience in a large, complex organization (i.e., city or county strongly preferred). Annual range is over $200,000 (DOQ) and includes PERS retirement. Submit immediately. Ideally, the new Senior Counsel will join MTC in July 2016 or at a mutually agreed upon date. Send comprehensive resume, compelling cover letter and current salary to apply@ralphandersen.com. Confidential inquiries to Heather Renschler at (916) 630-4900. Recruitment brochure available at www.ralphandersen.com. Ralph Andersen & Associates

League of California Cities

Call Us Toll Free 1-866-406-MUNI (6864) www.munitemps.com Chief of Airport Police, Los Angeles World Airports Los Angeles World Airports (LAWA) serves as the aviation authority for three of Southern California’s most critical infrastructures: Los Angeles International (LAX), Ontario International (ONT), and Van Nuys (VNY) airports. Candidates for Chief of Airport Police should be dynamic, results-oriented leaders, who can provide innovative leadership for a diverse and talented workforce. LAWA is seeking candidates with the breadth of experience necessary to lead a large, specialized organization operating in both urban and metropolitan environments. Candidates should be highly experienced in law enforcement operations, counterterrorism, and crisis management. They should have familiarity with collective bargaining and be skilled in employee and labor relations. In addition, candidates must have excellent oral and written communication skills. Candidates must possess a minimum of 10 years’ experience as a law-enforcement professional with a proven record of successfully leading sworn and civilian personnel, managing large operations and budgets, and executing innovative law-enforcement strategies in a complex operating environment. Candidates with prior experience in aviation security and policing are desirable. Minimum education and certification requirements for this position include: possession of a bachelor’s degree (graduate degree desirable); possession of a current California Police Officer Standards and Training (POST) certificate or eligibility to receive POST certification within 90 days of appointment; ability to meet all requirements necessary to carry an authorized firearm and qualify as an Airport Security Coordinator in accordance with TSA regulations. The salary range for the Chief of Airport Police is $135,511.20-$ 198,130.32. LAWA offers an attractive benefits package. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Fred Freeman with any questions. Closing date May 20, 2016.

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

www.cacities.org

General Manager Town of Discovery Bay, CA The Town of Discovery Bay (Community Services District) is seeking candidates for the General Manager position. Candidates for this position should have a background in municipal government, experience with the Regional Water Quality Control Board, and familiarity with CEQA. Candidates must possess a degree from a four-year college or university with major course work in public or business administration, public policy, finance, or a related field as well as eight years of management or administrative experience in a municipal or other public agency setting. Possession of an appropriate Master’s degree and experience working with an elected Board or Council is highly desirable. The salary for the General Manager is open and dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Gary Phillips at (916) 784-9080 should you have any questions. Brochure available. Closing date June 6, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Deputy City Manager City of Signal Hill, CA

erving a population of 11,465, the City of Signal Hill is a diverse community with an oil history and a bright future. This hilltop City in Los Angeles County operates like a much larger municipality yet maintains the warmth of a welcoming small town. Signal Hill’s Deputy City Manager is responsible for all of the City’s Human Resources functions, will manage the day-to-day operations of the Administration Department, and will have opportunities to manage special projects and participate in regional organizations. The ideal candidate will be a strong generalist and team player who is ethical and a hands-on manager with municipal budgeting experience and preferably a background in labor negotiations, economic development, human resources, legislative analysis and project management. Experience in a civil service environment is also desirable. Seven (7) years of increasingly responsible local government experience, including five (5) years of supervisory experience, along with a Bachelor’s degree are required. Salary range $138,413 to $181,608. Placement within the range DOQE. Salary is supplemented by a generous benefits package. Closing date: Sunday, May 22, 2016. For detailed brochure and to apply online, visit www.tbcrecruiting.com.

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436

Cover: Courtesy of the City of Santa Clarita and the League of California Cities

Page 15: Courtesy of the City of Sanger, Reedley College and League of California Cities

Page 3: Pete Pahham/Shutterstock.com

Page 18: Courtesy of the City of Downey and Institute for Local Government

Page 6: Aepsilon/Shutterstock.com Page 7: Courtesy of the City of South Gate and Institute for Local Government Page 9: Courtesy of the City of El Cajon Pages 12–13: Courtesy of the City of Santa Clarita and League of California Cities; texture, Sarunyu_foto/Shutterstock.com

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Director of Community Development City of Laguna Niguel, CA

Incorporated in 1989, Laguna Niguel (pop. 65,000) is a premier masterplanned community nestled in the coastal foothills of beautiful South Orange County. Laguna Niguel is a thriving, business friendly and family-oriented community and enjoys an exceptional quality of life. The Department is responsible for current and advanced planning, building, grading, code enforcement, and CDBG administration and has a total operating budget of $3.9 million. With a staff of 15 full-time and 4 part-time employees, supplemented by 5 full-time contract employees, the Department is involved in maintaining the City’s high development standards, developing the City’s Gateway area, and creating a dynamic and vibrant downtown district on the site of the old County Courthouse. The ideal candidate is an experienced planning professional with a strong commitment to high quality development and excellent customer service. Bachelor’s degree in urban planning, public or business administration, or closely related field is required. Salary range is $135,072 to $168,852, plus generous benefits. Filing deadline: June 10, 2016, 5 pm

Photo/art credits

Pages 4–5: Oleg Mikhaylov/Shutterstock.com

Page 19: Courtesy of the City of South Gate and Institute for Local Government Page 23: Courtesy of the City of El Cajon Page 26: Courtesy of the City of Sanger, Reedley College and League of California Cities

Required City application forms may be obtained online at www.cityoflagunaniguel.org or by calling (949) 362-4300. Submit completed application, cover letter and resume to hresources@cityoflagunaniguel.org or in person or by mail to City of Laguna Niguel, 30111 Crown Valley Parkway, Laguna Niguel, CA, 92677.

Western City, May 2016

Sustainability Offers a Path to Prosperity, continued from page 8

Retail isn’t the only economic sector in South Gate that has successfully blended economic and environmental benefits. A major national flooring company with a manufacturing facility in South Gate instituted production efficiencies and recycling processes that reduced by 93 percent the amount of floor tile scrap J

going to landfills between 2010 and 2013, eliminating more than 150 tons of waste per month. The plant reduced its water usage from 6.8 million gallons in 2009 to 2.6 million gallons in 2014 — a 62 percent reduction. In addition to conserving resources and saving money, these accomplishments earned the firm a R

CITY OF ANAHEIM The City of Anaheim is one of the nation’s premier municipalities with a thriving business and vibrant cultural arts community and featuring charming and historic neighborhoods. With a population of over 350,000 residents, Anaheim is the largest city in Orange County and the 10th largest in California. Anaheim annually welcomes millions of visitors to the city, truly making it where the world comes to live, work, and play.

PUBLIC WORKS DIRECTOR

The Public Works Director is a senior executive overseeing one of 14 city departments within the municipal corporation of Anaheim. The City operates on an annual budget of $1.7 William Avery & Associates billion, with more than 2,950 employees. Management Consultants Public Works is an award-winning agency with a workforce of 232 31/2 N. Santa Cruz Ave., Suite A FTEs and an operating budget of $315 million. Los Gatos, CA 95030 408.399.4424 The new director will be an exceptional leader with a background that Fax: 408.399.4423 includes 10 or more years of increasingly responsible experience in email: jobs@averyassoc.net public works and engineering administration including three years of www.averyassoc.net management and administrative responsibility. A Bachelor’s degree from an accredited college or university with major course work in civil engineering, construction, public administration, facility management, or a related field is required. For more details, please see the formal job announcement, which includes salary and benefits details and the final filing date, at http://www.averyassoc.net.

Chief Deputy Sheriff for the Corrections Operations Bureau, Monterey County Sheriff’s Office, CA The Monterey County Sheriff’s Office is seeking a Chief Deputy Sheriff for the Corrections Operations Bureau. This position reports directly to the Sheriff and is responsible for the Corrections Bureau, consisting of the Detention Division and Court Services Division. The ideal candidate will have a thorough understanding of jail operating systems, rules, and regulations governing operations of correctional facilities. Experience in a County-run correctional facility is desirable. Qualified candidates must have education, experience, and training equivalent to a Bachelor’s degree in Public Administration, Criminal Justice, Business Administration, Management, or a closely related field and four years of progressively responsible law enforcement supervision/management experience. A Master’s degree in one of the previously mentioned fields is desirable. In addition, it is highly desirable for the candidate to be a graduate of the FBI National Academy, Police Executive Research Forum’s SMIP, Command College, or similar law enforcement training. This position requires possession of a valid Basic P.O.S.T. certificate issued by the California Commission on Peace Officers Standards and Training. Valid Management and Advanced P.O.S.T. certificates are highly desirable. The salary range is $140,664-$192,132 annually and is dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Mr. Joel Bryden at (916) 784-9080 should you have any questions. Brochure available. Closing date May 6, 2016.

Los Angeles County Green Leadership Award in 2015. Other manufacturing, recycling and composting businesses in South Gate and the Gateway Cities have achieved similar results. According to city leaders, these initiatives have paid off in many ways. “We have learned a lot from the private sector on how to deploy environmental best practices,” says South Gate City Manager Michael Flad. South Gate was one of only four cities to receive the Institute for Local Government’s Silver Beacon Award (see “About the Beacon Program” on page 19) at the League of California Cities 2015 Annual Conference & Expo. Despite the constraints the city faces as a disadvantaged community with limited fiscal and staff resources, South Gate reduced energy use in its facilities by 12 percent and cut greenhouse gas emissions by 11 percent for its operations and 7 percent for the community as a whole, while simultaneously developing new job opportunities for city residents. The city is working hard to create a better future for the next generation. “We like the environment, but we love our kids,” says South Gate Mayor Jorge Morales.

below The

Promenade at Downey occupies a former NASA site; South Gate’s Azalea center is built to Gold-level LEED standards, at right.

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

League of California Cities

www.cacities.org

“We’ve learned that your zip code may matter more than your genetic heritage in determining whether you’re likely to become obese, pre-diabetic, diabetic or asthmatic. We’re committed to reimagining and redefining our zip code — what it means to live and work in South Gate.”

Downey Transforms Its 20th-Century Legacy Workers in the City of Downey helped send Neil Armstrong, Buzz Aldrin and other astronauts to the moon. Today, the city has completed a “moonshot” of its own by transforming the former NASA Industrial Plant site, the main production facility for the Apollo, Skylab and Space Shuttle programs, into a mixed-use development. The most recent addition to the development is the Promenade at Downey, a pedestrian-oriented retail, entertainment and business center that has revitalized the intersection of Imperial Highway and Lakewood Boulevard. “The Promenade will not only promote continued economic growth in our city, but in the entire southeast region, generating over 3,000 jobs and $2 million in local revenue,” says Downey Mayor Alex Saab.

About the Beacon Program The Beacon Program provides support and recognition to California cities and counties working to reduce greenhouse gas emissions, save energy and adopt policies and programs that promote sustainability. The Institute for Local Government and the Statewide Energy Efficiency Collaborative sponsor the Beacon Program. For more information, visit www.ca-ilg.org/beaconprogram.

E S

City Manager City of Novato, CA The City of Novato (population approximately 51,000) is seeking candidates for a City Manager search. Candidates should possess eight years of increasingly responsible experience in an administrative and managerial capacity in a municipal organization, with responsibility for the planning, organization, implementation, and supervision of work programs. The ideal candidate should possess a Bachelor’s degree from an accredited college or university with major course work in Public Administration, Business Administration, or a related field; a Master’s degree is preferred. Prior experience as a City Manager is also desirable. The salary for the City Manager is open and negotiable, dependent upon qualifications. The City also offers an attractive benefits package. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Regan Williams at (916) 784-9080 should you have any questions. Brochure available. Closing date May 30, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

continued

H CITY OF MCFARLAND H

Civil Engineer The City of McFarland is seeking an experienced Civil Engineer to plan, manage, and coordinate the activities and operations of the Engineering Division. REQUIRES: Bachelor’s degree from an accredited four-year college or university in Civil Engineering, or a related field OR five (5) years of professional project management experience involving civil engineering work, which includes design, administration, and inspection of public works construction projects and rights-of-ways. College-level course work or certifications in the principles of project management and employee supervision are desirable. Possession of a valid Registration in the State of California by the Board for Professional Engineers as a Civil Engineer and possession of a California Class C driver license. Salary depends on qualifications. Interested applicants can send their resume with a city employment application, and a 5 year salary history to: City of McFarland, 401 West Kern Avenue, McFarland, CA 93250. You can request an application by calling (661) 792-3091 or on our website www.mcfarlandcity. org. Open until filled. McFarland is an equal opportunity employer.

www.westerncity.com

Western City, May 2016

Sustainability Offers a Path to Prosperity, continued

The redevelopment of the NASA site offers a prime example of sustainable economic development. The city prepared a Specific Plan to govern its development and coordinated efforts to clean up contaminated groundwater and soil. The redeveloped site includes a new hospital and medical offices with environmentally friendly features and a sports complex that provides the first new public park space in Downey in 30 years and promotes healthier lifestyles. Concentrating retail and restaurant businesses at the complex, with access to the

nearby Metro Green Line and other transit services, reduces the need for residents to travel long distances to work, shop and socialize.

Norwalk Uses Energy Efficiency to Build a More Sustainable City Norwalk is building a more economically sustainable city one light bulb, pool pump, and heating, ventilation and air conditioning system at a time. The City of Norwalk joined the Gateway Cities Energy Leader Partnership in 2012.

Collaborative Efforts Create Healthier Communities

CITY OF ANAHEIM The City of Anaheim, one of the nation’s premier municipalities, offers an exceptional career opportunity as Purchasing Agent. Anaheim is a culturally diverse, highly educated community of over 350,000 residents. The City is home to the world famous PURCHASING Disneyland Resort, a massive, colorful complex of family-friendly, Disney-themed AGENT rides, restaurants, hotels and shops. The Purchasing Agent directs, manages, supervises, and coordinates the activities and operations of the Purchasing Division within the Finance Department. For more details, please see the formal job announcement, which includes salary and benefits details and final filing date at http://www.averyassoc.net.

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

www.bobmurrayassoc.com

Watch for these Upcoming Opportunities: • Santa Clara Valley Water District Assistant Operating Officer – Water Utility Capital Division • Santa Clara Valley Water District Deputy Administrative Officer – Human Resources • California State Assembly Director of Human Resources • City of Imperial, CA City Manager

For more information and filing deadlines, please contact: Bob Murray and Associates, 1677 Eureka Road, Suite 202, Roseville, CA 95661 Phone: (916) 784-9080, Fax: (916) 784-1985, E-mail: apply@bobmurrayassoc.com

League of California Cities

Administered by Southern California Edison and SoCal Gas under the auspices of the California Public Utilities Commission, the partnership has provided Norwalk with incentives and rebates to complete energy-efficiency projects in parks, senior centers, swimming pools and city buildings, including City Hall. In addition to saving money and energy and reducing greenhouse gas emissions, these projects help the city extend the life and improve the quality and comfort of facilities that serve the public. Delivering better services at lower cost helps Norwalk remain an attractive place to live, work and open or expand a business, thereby strengthening the local economy.

South Gate, Downey and Norwalk are not alone — other Gateway Cities are working hard to attract sustainable economic development to their communities. City leaders in the area are joining forces through the Gateway Cities Council of Governments (COG), a joint powers agency that represents the 27 cities in the region and several unincorporated communities in Los Angeles County. The Gateway Cities COG is working with local agencies to find ways to improve the health and well-being of the community through sustainable efforts. For example, the Gateway Cities have less park space per capita than most communities elsewhere in the region and throughout the state. The Gateway Cities COG sponsored legislation that created the San Gabriel and Lower Los Angeles Rivers and Mountains Conservancy, which has brought millions of dollars in state grants to local cities for parks and open space improvements. In a very forward-looking initiative, the Gateway Cities COG is participating in planning for the Eco-Rapid Transit Project, a 40-mile corridor linking Bob Hope Airport in Burbank with downtown Los Angeles and continuing through the Gateway Cities to the

www.cacities.org

City of Artesia. Several cities along the route are reviewing their land use and transportation plans to anticipate the increased mobility and economic activity that development of the rail line is expected to bring to the region.

Sustainability Benefits Cities in Multiple Ways Working individually and collaboratively, the Gateway Cities are using creativity, partnerships and an entrepreneurial spirit to overcome the barriers that often face

How Cap and Trade Can Help Disadvantaged Communities The state’s Cap-and-Trade Program, also known as the Greenhouse Gas Reduction Fund, collects billions of dollars annually through the auction of allowances for greenhouse gas emissions generated by fossil fuels, power plants, factories and other sources. Auction proceeds are rebated to energy consumers and also fund a variety of programs designed to reduce greenhouse gas emissions that contribute to global warming. The Institute for Local Government’s Beacon Program (www.ca-ilg.org/ beaconprogram) recently partnered with the Gateway Cities Council of Governments to organize a workshop for local officials and community leaders on state cap-and-trade funding. State law requires that at least 25 percent of non-utility capand-trade funds be used to benefit disadvantaged communities. Threequarters of Gateway Cities residents live in areas identified by the state as disadvantaged. Cities in the region are seeking funding from the Cap-and-Trade Program for a variety of transportation, urban forestry, recycling, renewable energy and other programs that will simultaneously create jobs, reduce greenhouse gas emissions and improve the health and well-being of their residents. For more information about the state’s Cap-and-Trade Program, visit www.ca-ilg.org/capandtrade.

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traditionally disadvantaged communities. These cities are determined to create a better future for their residents by pursuing sustainable development to achieve economic prosperity and improve community health and well-being. ■

E S

CITY MANAGER — City of Colfax The City of Colfax, CA is seeking a City Manager Colfax, located in the beautiful Sierra Foothills halfway between Sacramento and Tahoe, is recruiting a new City Manager to fill the retiring manager’s position and join a great Council-Staff team. The Council seeks a versatile, “hands-on” generalist to serve our small, historically rich foothill community. A bachelor’s degree, plus five years of progressively responsible municipal experience, is desired. Salary is negotiable. Qualified individuals should send a letter of interest, City Application, resume and five work-related references to: Mark Miller, City Manager, Colfax City Hall, P.O. Box 702, Colfax, CA 95713. First application review: May 12, 2016

New opportunities . . .

Chief Executive Officer Beach Cities Health District

Fire Chief

Sacramento Metropolitan Fire District

Director of Economic Development City of Long Beach

Planning Manager City of Marina

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436 Bradley Wardle • 650.450.3299

Western City, May 2016

Powerful Local Control Remedy Addresses El Cajon’s Alcohol Nuisance Problems, continued from page 10

“The Deemed Approved Ordinance is pro-business and pro-resident, protecting our community from illegal activity,” says El Cajon City Manager Douglas Williford. “This ordinance is part of the council’s comprehensive strategy to clean up elements that are harmful to the public.”

These initial strategies did not produce significant improvements.

Monterey County, CA Director,

Monterey Co. Parks Department $122,909 to $167,864 Annually Depending on Qualifications Monterey County, CA, is seeking an experienced, enthusiastic, innovative, service oriented municipal administrator to be the Director, Monterey County Parks Department. The County’s richly diverse 428,000 residents enjoy a wide range of natural parks, beaches, and farmlands; a gentle Mediterranean climate; and a high quality of life. The Director is responsible for administration and management of the County’s parks operations, facilities, concession agreements, and programs. Candidates should have a combination of education and experience equivalent to a Bachelor’s degree in Public or Business Administration, Park Administration, Facilities Management, or a closely related field, and five (5) years of progressively responsible experience in municipal management, park administration, facilities management, public works, and community or recreation services, including three (3) years managing staff in complex public agency. Graduate degree and experience in diverse community are desirable. For more information please visit our website at www.rjamanagement.com. Open Until Filled. First Review May 18, 2016. Apply to:

Dr. Richard Garcia RJA Management Services, Inc. 2719 So. Mayflower Ave., Suite A | Arcadia, CA 91006 | (626) 447-3318 www.rjamanagement.com | Email: rgarcia@rjamanagement.com

CITY OF SANTA ROSA The City of Santa Rosa is located just 55 miles north of San Francisco and 30 miles east of the Pacific Ocean with a population of approximately 170,000. Santa Rosa boasts many attractions associated with large cities, including a symphony, performing arts center, theater productions and internationallyrecognized restaurants, yet still retains the warmth and small town feel of decades past. The position of Program Manager–Violence Prevention Partnership, provides an exceptional opportunity to positively impact the local community. As part of the City Managers PROGRAM office, the Program Manager will work with MANAGER - over 50 cross-sector community partner organizations to provide evidence-based VIOLENCE William Avery & Associates PREVENTION intervention services that positively address Management Consultants the social determinants of health and PARTNERSHIP community well being. This high-profile 1 3 /2 N. Santa Cruz Ave., Suite A position has citywide impacts and high levels of responsibility for working Los Gatos, CA 95030 directly with policy-making bodies, the media, schools, law enforcement, 408.399.4424 and other key stakeholders. Fax: 408.399.4423 email: jobs@averyassoc.net www.averyassoc.net

The successful candidate will have experience with personnel and budget management and an understanding of Community Based Organizations, schools, law enforcement and the juvenile justice system. A Bachelor’s degree is desired but qualifying experience may be substituted for required education on a year for year basis. The salary is $95,601$124,330 annually, DOQ. To be considered, submit (email preferred) your letter of interest, resume, current salary and contact information including email addresses for five work-related references to Bill Avery by May 13, 2016. A job announcement is available at http://www.averyassoc.net.

League of California Cities

Measuring the Results The Deemed Approved Ordinance rapidly produced positive results following its adoption. Employees and managers of all off-sale alcohol retailers have completed the required responsible alcohol sales and service training. Code compliance officers now monitor alcohol retailers to ensure they comply with the Business and Professions Code Section 25612.5 (often referred to as the Lee law), which limits off-sale storefront window advertisements to 33 percent of the total window area and requires law enforcement personnel be provided an unobstructed view of the interior. The Police Department’s local protocol for sales to minors decoy operations now uses a more effective method that does not require underage youth decoys to disclose their true age. The Police Department randomly conducts underage decoy operations to enforce existing alcohol laws. Enforcement of the Deemed Approved Ordinance has reduced the number of violations. Retailers that violate the ordinance receive warnings and education for first violations, and repeat violations have been few. Three retailers that sold alcohol to minors more than once were brought before the Planning Commission and the El Cajon City Council, resulting in the revocation of their “deemed approved” status. As a result, retailers previously without conditional use permits were required to apply for them, making those retailers subject to specific conditions. One retailer already possessed an existing conditional use permit, which was modified to include new conditions consistent with the Deemed Approved Ordinance. In each of these cases the retailers now operate with a new conditional use permit, which

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El Cajon’s renewed image helps draw crowds to its Classic Cruise event; the Deemed Approved Ordinance reduced the number of ads on liquor store windows, above.

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contains more strict conditions for operation, including conditions such as: • No sales of mini-bottles (also known as airline size) or alcohol containers of 375 ml or smaller; • No sales of fortified wines; • No storefront window advertising exceeding 15 percent of total window space; and • No alcohol displayed within five feet of the door. The ordinance not only helps keep liquor sales in check, but also sets a precedent of no lenience for violators. “It sends a clear message that the city will not tolerate such behavior,” says Mayor Wells. According to former Chief Redman, the city has seen a significant improvement since 2012, including: • A 34.6 percent reduction in arrests for public drunkenness; • A corresponding reduction of 26.3 percent in arrests for drinking in public; and • A 93 percent reduction in arrests of minors for possession of alcohol in 2014.

Improved Environment Attracts New Business and Development El Cajon’s new safer, more polished image has attracted development commitments from two 4-star hotels, a new luxury car dealership and the largest upscale residential development in the past 30 years, all of which likely would not have been possible without the efforts of the city council and the community to reverse the growing trend of alcohol-related crimes. ■

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CITY OF PINOLE The City of Pinole with a diverse population of 19,000 is located in the beautiful San Francisco Bay Area, on the shores of San Pablo Bay in West Contra Costa County. Much of the land has gently rolling hills with steeper hills paralleling on the north and south. In addition to its natural setting, the City of Pinole is known for its rich architectural heritage and historic past. The City Clerk is part of the City Management Team and is appointed by and reports to the City Council. The Clerk oversees the day-today functional operations of the Agenda Management, Electronic Records Management, recording deeds, William Avery & Associates CITY administering oaths, receiving and processing Management Consultants CLERK liability claims against the City, responding to 31/2 N. Santa Cruz Ave., Suite A Public Records Act requests, Elections and Los Gatos, CA 95030 Political Compliance programs of the City. The Clerk also serves the 408.399.4424 citizens of Pinole as an accessible and responsive representative of Fax: 408.399.4423 transparent and open government. email: jobs@averyassoc.net www.averyassoc.net

The successful candidate will have a combination of education and experience that has provided the knowledge, skills and abilities necessary for the position. Salary is up to $125,712 annually, DOQ. To be considered, submit (email preferred) your letter of interest, resume, current salary and contact information including email addresses for five work-related references to Paul Kimura by May 20, 2016. A job announcement is available at http://www.averyassoc.net.

City Manager, City of Pasadena, CA The City of Pasadena is an ethnically diverse and culturally rich city with a residential population of just over 140,000 and a daytime population of 240,000. Pasadena is currently seeking a highly qualified, enthusiastic candidate to fill its City Manager position. The City is looking for an exemplary contemporary leader who will inspire a shared vision, encourage creativity, and foster a high performing, accountable, and service-oriented organization by setting clear direction, goals, and expectations. Candidates should possess any combination of education and/or experience that has provided the knowledge, skills, and abilities necessary for acceptable job performance. Example combinations include: graduate degree in Public/ Business Administration or related field and eight years of progressively responsible management experience in the planning, organization, coordination, and administration of varied municipal activities, of which three years should be at the executive level. Prior experience working as a City Manager or Assistant City Manager for a complex organization is highly desirable. The salary range for the City Manager is open and is dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Bob Murray at (916) 784-9080 should you have any questions. Brochure available. Closing date May 13, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Western City, May 2016

Sanger Collaborates to Prepare Its Workforce, continued from page 15

A lack of transportation prevented many potential vocational students from attending the nearby community college. The city reached out to the Fresno County Rural Transit Agency to explore possible solutions. J

Finance Director

City of La Quinta, CA

natural paradise in the Coachella Valley, the City of La Quinta (pop. 38,000 perm. + 15,000 seasonal) is nestled between the Santa Rosa and San Bernardino mountains. World-renowned as a destination for art, health, golf, living and well-being, La Quinta continues to enhance its status as “The Gem of the Desert.” The Finance Director is supported by a team of 6 staff. A strong business mindset and an entrepreneurial spirit are necessary to be a good fit for this forward-thinking organization. The ideal candidate will be a collaborative and visionary leader with outstanding expertise in municipal finance. In addition, exceptional communications and interpersonal skills are expected. Impressive mentoring and coaching abilities will be considered favorably. A Bachelor’s degree and at least five (5) years of progressively responsible experience, which include a minimum of three (3) years of management experience, are required. Salary range $139,746 - $169,862. Salary will be competitive and responsive to current market. Salary is supplemented by a generous benefits package. Closing date: Monday, May 30, 2016. For detailed brochure and to apply online, visit www.tbcrecruiting.com.

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436

Assistant & Deputy City Managers City of Redwood City, CA

erfectly situated in the heart of the Silicon Valley, Redwood City is home to 82,881 residents and serves a daytime population of approximately 160,000. The City was named among the Top 100 places to live in 2016 by Liveability.com and is a popular choice for well-established businesses as well as innovative start-ups. The Assistant City Manager will oversee the newly formed Administrative Services Department consisting of Finance, Human Resources and Information Technology. In addition, the ACM will take on special projects and assist the City Manager with overseeing the day-to-day operations of the organization as needed. Salary range $185,446 - $238,608. The responsibilities of the Deputy City Manager include leading community engagement efforts, supporting the City Council’s annual priority setting process and reporting progress on the City’s strategic initiatives. Salary range $168,588 - $203,484.

A minimum of six (6) years of management experience and a Bachelor’s degree are required. At least three (3) years of service in a local government setting and a Master’s degree are desirable. Details available at www.tbcrecruiting.com. Potential candidates are encouraged to apply immediately as recruitments will close no later than Sunday, May 15, 2016.

extremely popular and was deemed a success. The resulting permanent transit line provides six trips per day in each direction at times that correspond closely with available vocational classes and meet the needs of students commuting from Sanger. The fare — $1.75 per trip — is so reasonable that even students with private vehicles often choose the public transit option from Sanger to Reedley College. This unanticipated result has the added benefit of reducing the number of vehicle miles traveled daily and greenhouse gas emissions, helping to improve air quality in the region. Mayor Pro Tem Raul Cantu says, “Reaching beyond the norm to make good things happen for Sanger residents is both an honor and an obligation for elected officials. All of us on the city council are very proud that we were able to bring all parties together for the benefit of employees seeking a better life, while providing more highly skilled workers for local industries.”

Making a Positive Impact Local residents who are current or prospective employees of Sanger businesses are now acquiring many of the skills local employers need through Reedley College’s vocational training programs. ADCO Manufacturing produces packaging machinery and is one of the larger employers in Sanger. Greg Ashbeck, vice president of operations for ADCO, is enthusiastic about the Sanger Job Training Initiative. He says, “This program has been very successful in providing students with highly technical skills training, and many of those graduates are valued ADCO employees today.” Sandra Caldwell also appreciates the collaborative effort that is putting more Sanger job candidates into well-paying positions with Sanger-based industries. continued on page 26

Julie Yuan-Miu • 925.820.8436 Teri Black • 424.296.3111

League of California Cities

www.cacities.org

PeckhamMcKenney &

“All about fit”

Community Services Director

City of Anaheim, CA

One of the nation’s premier municipalities, Anaheim provides over 348,000 residents with a vast array of quality services. The Community Services Department has a FY 2015/16 approximate budget of $56.75M and a stable and dedicated workforce of 92 full-time employees and 450 part-time employees who look toward opportunities for modernization and better serving this diverse, established community. The new Director will lead four Divisions including Library Services; Recreation, Human & Neighborhood Services; Golf Operations; and Parks Services. At least 10 years of increasingly responsible experience in community services program areas including 3 years of management and administrative responsibility is required. A Bachelor’s degree in community services, public administration, business administration, or a related field is required. Salary range is $145,060 to $217,590. Filing deadline is June 6, 2016.

Planning & Economic Development Director

City of Santa Rosa, CA

Just 55 miles north of San Francisco, you’ll find a vibrant City overflowing with all there is to love about California. Welcome to Santa Rosa, where everything comes together. With a growing population of 175,000, Santa Rosa is the North Bay’s premier location for technology and entrepreneurial businesses and the economic engine that drives the region. The Department of Planning & Economic Development has a $5.3M budget and staff of 97 in the divisions of Building, Planning, Engineering Services, and Economic Development. The ideal candidate will bring proven leadership, energy, and clarity in translating community objectives into definable goals for the Department. A background in economic development as well as knowledge of local government planning and building is required. Bachelor’s degree in urban or regional planning, civil engineering, public or business administration or a related field required; Master’s desired. Salary range is $128,659 to $160,965 DOQE. Filing deadline is May 23, 2016.

Upcoming Opportunities Contra Costa County, CA — County Probation Officer City of Lafayette, CA — Parks & Recreation Director City of Redwood City, CA — City Attorney City of South Lake Tahoe, CA — Assistant City Manager and Human Resources Manager Please send your cover letter and resume electronically to:

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Western City, May 2016

Sanger Collaborates to Prepare Its Workforce, continued from page 24

“Reedley College is so pleased to work with the City of Sanger and the local industry to help meet the economic development and workforce needs of the community,” Caldwell says. “Through collaboration and the leadership of the City of Sanger and its local industries, access to critical diversified education in career technical education has been expanded for our students. Reedley College provides vocational training to students from Sanger. The city responded to employers’ need for skilled workers by collaborating with the college, business community and local transit agency.

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“The City of Sanger and Fresno County Rural Transit Authority went the extra mile to provide a public transit route between Sanger and Reedley, which has opened the door for Sanger students and community members to access Reedley College and its programs,” she adds. “We look forward to a continuing positive relationship as we work together toward building a stronger community.”

While Sanger continues to seek additional job training resources for its residents, the collaboration between the city, its major employers, Fresno County Rural Transit Agency and Reedley College has made it possible to provide well-trained employees to local industries, reduce the

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area’s unemployment rate and improve the local economy. Contact: Dan Spears, community development director, City of Sanger; phone: (559) 876-6300 ext. 1520; email: dspears@ci.sanger.ca.us. ■

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Western City, May 2016

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What’s the most challenging aspect of your work as a city council member? Read more “On the Record” at www.westerncity.com.

Natalie Arroyo Council Member Eureka

Carmen Montano Vice Mayor Milpitas

Benny Lee Council Member San Leandro

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Constituents’ lack of understanding about the public process.

Finding the money to upgrade our aging infrastructure.

Finding the middle ground when facing diverse opinions and challenges.

Opanyi Nasiali Council Member Claremont

Carol Chen Council Member Cerritos

Polly Low Mayor Pro Tem Rosemead

Getting residents to vote for a parcel tax so we can build a police station.

The economy has made it difficult to balance the city’s needs with residents’ needs.

Keeping residents and local businesses happy while balancing the city’s needs.

Western City, May 2016