Western City July 2016

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The Monthly Magazine of the League of California CitiesÂŽ

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Woodland Builds a Healthy Urban Forest, One Tree at a Time p.14 California Cities Shine in $5 Million Energy Prize Challenge p.10 Local Streets and Roads Awards Recognize Best Practices p.8

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

The United Cities of California

10 California Cities Shine in $5 Million Energy Prize Challenge

By Karalee Browne

espite the many innovative D efficiency measures now in place throughout the country, the United States wastes more than half of all energy produced. Eight California cities are competing for a $5 million prize in a national contest to save energy.

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oodland Builds a W Healthy Urban Forest, One Tree at a Time

By Roberta Childers

oodland strives to promote the W importance of expanding its tree canopy to provide environmental, economic, health and aesthetic benefits. Because trees help reduce greenhouse gases, the city aims to increase its canopy 50 percent by planting 6,000 trees between 2014 and 2020.

By Chris McKenzie

It is often said that the price of liberty

is eternal vigilance. It also appears to be the price of local control.

6 City Forum

Fix-It Fairs and Repair Cafés Divert Waste, Aim to Change Mindset

By Cory Golden

epair cafés help cities send R a message that just because something is broken, it need not be thrown away.

8 Local Streets and Roads Awards Recognize Best Practices

he annual Outstanding Local T Streets and Roads Project Awards Program recognizes projects that promote fiscal and environmental sustainability in the local transportation system and can be replicated by other jurisdictions.

Job Opportunities 20 Professional Services 27 Directory

n the cover: City of Woodland O residents Sam and his son Rowan relax under a valley oak. Photo: Yvonne Hunter

®

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

OCTOBER

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

5 –7

League of California Cities 2016 Annual Conference & Expo, Long Beach The conference offers dozens of educational sessions, numerous professional development opportunities, hundreds of exhibits and a chance to participate in the League’s policy-making activities.

Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256 email: maxwellp@cacities.org Administrative Assistant Kimberly Brady (916) 658-8223 email: kbrady@cacities.org

November 10–11

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

Contributors Martin Gonzalez Melissa Kuehne Jennifer Whiting Associate Editors Carol Malinowski Carolyn Walker

28–29

Fire Chiefs’ Leadership Seminar, Monterey The seminar covers challenging leadership topics such as succession planning, labor relations, emergency response, late-breaking issues and more.

Design Taber Creative Group Advertising Design ImagePoint Design

Nov. 30–Dec. 1

For photo credits, see page 21.

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. 7.

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Municipal Finance Institute, Monterey This conference provides essential information for city officials and staff involved in fiscal planning for municipalities.

Nov. 30–Dec. 2

City Clerks’ New Law & Elections Seminar, Monterey The seminar covers laws affecting elections as well as other aspects of clerks’ responsibilities.

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 United Cities of California In a recent address to the California Contract Cities Association, I described how well cities have fared legislatively and on statewide ballot measures when they work together. This story is as old as our state, which was admitted to the Union 166 years ago.

During the first 30 years of statehood, cities endured state government micromanagement and incredible abuses of power. Perhaps unsure of their roles as state officials, the new Legislature and governor sought to control and restrict city governments’ powers through legislation that directed how cities could spend their public funds, ordered cities to make outright gifts to private companies, and in some cases controlled city budgets through special commissions.

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These actions caused deep unrest throughout the rapidly growing state, leading cities and their voters to press the Legislature for a constitutional convention to curb such abuses. Although the first few attempts failed, the Legislature ultimately agreed in 1877 to call the convention in 1878–79. The many constitutional restrictions on legislative power that California’s voters adopted in May 1879 included a prohibition on gifts of public funds, which remains part of our

state Constitution today. To further prevent legislative meddling in local affairs, the convention also adopted additional limits on special and local legislation.

The new Constitution’s crown jewel, from a city perspective, was the first grant of broad home rule power to city governments. The California Supreme Court declared in 1880 that the intent of the 1879 home rule amendment was to “emancipate municipal governments from the authority and control formerly exercised over them by the Legislature.”

This freed cities from seeking specific state legislation to authorize their legislative acts on traditional municipal matters. Because the state Constitution empowered cities continued

Western City, July 2016

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The United Cities of California, continued

to act without the Legislature’s prior permission, city government instead simply inquired if a proposed ordinance “conflicted” with a general state law. This 1879 grant to cities remains the basis for much of city governments’ powers today.

of the League of California Cities, which was founded in 1898 as the umbrella advocacy and education organization of the state’s municipalities.

In 1896 and 1914 additional grants of constitutional home rule authority provided further powers to “charter cities.”

Charter cities exercise significant powers in certain areas such as supervising the police force, conducting city elections and compensating city officials, employees and contractors as well as areas of municipal authority and “municipal affairs” that were recognized (or not) by the California Supreme Court over time.

In the early 1990s the state-city relationship deteriorated when the Legislature and governor agreed to use (or abuse) the power that Proposition 13 gave to the state to reallocate property taxes among local agencies and transfer part of the state’s burden of funding schools to local governments. “Shifting” city, county and special district property taxes to schools met part of the state’s school funding obligations under Prop. 98. This low tide in statecity relations persisted for about 12 years, decimating local services and allowing the state to spend its General Fund windfall — which was created when the state used local property taxes to help meet its

As a result, cities were better prepared to manage their own destiny than at any time in the state’s history. And each step was under the guidance and leadership

Era of the Local Property-Tax Shift

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League of California Cities

school funding obligations — on other state priorities. Since 1992 the propertytax shift has cost local agencies over $100 billion in property-tax losses and contributed to local officials’ deep resentment toward the state.

Cities Unite to Protect Revenues A short while later the electricity crisis buffeted California, and California voters selected Arnold Schwarzenegger to replace Governor Davis. At about the same time the League joined the California State Association of Counties (CSAC) and the California Special Districts Association (CSDA) to form the Leave Our Community Assets Local (LOCAL) Coalition and began planning a statewide initiative ballot measure to restrict the Legislature’s power to take local revenues in the future. The LOCAL Coalition sponsored an initiative in 2003, for the 2004 statewide ballot, designed to stop the state from raiding property-tax revenues without voter approval. We gathered about 1 million signatures (about 10 percent of them gathered voluntarily at no cost) and we filed them in early 2004.

Right before the signatures were filed, newly elected Gov. Schwarzenegger called the League, CSAC and CSDA to propose a compromise. He asked us not to file the signatures and instead work with the Legislature and him to fashion a constitutional amendment that would limit the state’s ability to take local funds in the future. We politely declined his request to not file the signatures, but we helped draft and lobby for a possible compromise. We agreed to abandon our ballot initiative (which soon qualified for the ballot as Prop. 65) if we could get the Legislature to approve the compromise measure.

The 2004 legislative negotiations took about two months and involved many twists and turns. With the help of every city statewide and our county and special district colleagues, the deal was struck in late July and put on the November 2004 ballot as Prop. 1A. Voters approved Prop. 1A overwhelmingly with 83 percent

www.cacities.org

It is often said that the price of liberty is eternal vigilance.

It also appears to be the price of local control.

of the vote. Not only did the measure prevent future raids of property taxes and protect the sales tax from similar adjustments, but the League and CSAC also negotiated a swap of the city and county vehicle license fees (VLF) for additional local property tax, which has since brought hundreds of millions more dollars in revenue to cities and counties than the VLF would have provided.

Defeating Land-Use Initiatives Masquerading as Eminent Domain Reform Following the Prop. 1A victory, we fought to defeat ballot measures in 2006 and 2008 that would have dramatically reduced local land-use authority under the guise of eminent domain reform.

In 2006 we defeated Prop. 90 — albeit narrowly with 52.4 percent voting “no.”

In 2008 we defeated a similar measure, Prop. 98, with 61.6 percent voting “no” and 62 percent voting “yes” on Prop. 99, a common-sense eminent domain initiative reform we sponsored with CSAC and the California League of Conservation Voters that protected single-family homeowners.

Legislative Advocacy Prevails The League and its members work to pass and defeat hundreds of bills each session that would affect cities and local control. Facing a serious deficit in May 2009, Gov. Schwarzenegger proposed in his May Revise to divert $900 million in gas taxes directly from cities and counties and suspend Prop. 42’s transportation salestax funding protections. The move would have crippled local street maintenance

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operations and put thousands of public and private sector construction workers out of jobs and into state social services.

Employing some of the advocacy techniques we learned in ballot measure campaigns, cities rose up in concert with counties throughout the state. We bought political ads and deluged the Capitol with arguments against the gas-tax proposal, calling it a fiscally reckless job killer that would cripple local infrastructure maintenance and construction. Our collective efforts shut down some legislative caucuses because members refused to follow their leaders’ urging to support the “gas-tax raid.”

Legislative Battle Leads to Proposition 22 The failed gas-tax raid showed us the vulnerability of the gas tax to legislative diversion. Within months we developed a new ballot initiative to protect transportation revenues and other local tax revenues we had not been able to protect in Prop. 1A in 2004. At the urging of the California Redevelopment Association, we also added some protections for redevelopment funding from legislative diversion, but because of some groups’ anticipated opposition due to a few local agencies’ alleged abuses of redevelopment, the ballot measure allowed the Legislature to retain ultimate authority over redevelopment agencies.

The ballot measure we filed became Prop. 22, the Local Taxpayer, Public Safety and Transportation Protection Act. We explained the motivation for the measure in this way: “The current system is unsustainable, and we want to make sure that local services are not

sacrificed because of the inability of state leaders to manage the state budget.”

The voters approved Prop. 22 with 61 percent of the vote in November 2010.

While the California Supreme Court held that the redevelopment protections contained in Prop. 22 prevented the legislative diversion of tax-increment funds, the court said redevelopment agencies could still be eliminated.

Earlier this year the Third Appellate District Court in Sacramento recognized Prop. 22’s broad revenue protections in a lawsuit brought by the League. The appellate court concluded that Prop. 22 prevented the Legislature from using property taxes, sales taxes and other local taxes to settle disputes with cities over the disastrous redevelopment dissolution process. This very broad ruling recognized the voters’ intent to indisputably protect local revenues from state diversion — the key purpose of Prop. 22.

Protecting Local Control The importance of protecting local control is not only in the League’s mission statement, it is also part of our heritage as Californians and is needed as much today as ever. It is often said that the price of liberty is eternal vigilance. It also appears to be the price of local control.

When cities are united in their vigilance and their efforts — as they usually are on major issues — they are well equipped to meet the challenge.

The state and city governments are vital partners in many ways, but our history suggests a continuing need for checks on the state’s powers to negate local control. ■

Western City, July 2016

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Fix-It Fairs and Repair Cafés Divert Waste,

Aim to Change Mindset

by Cory Golden

In their efforts to divert waste from landfills, some cities have found allies in volunteers affectionately called fixers. These volunteers run repair cafés where residents can get help mending broken or torn items, rather than throwing them away.

Encouraging Residents to Think Differently Kim Braun, resource recovery and recycling manager for the City of Santa Monica, says that embracing repair cafés helps cities send a message that just because something is broken, it need not be thrown away.

“It’s become so natural for people to think, ‘Oh, my pants have a rip. I’ll throw them away rather than give them away.’ And things are so readily available for purchase — you can buy a new toaster for $20,” she says. “Sometimes people just need a clasp fixed on a necklace or a seam resewn. Maybe a lamp needs a new plug or a computer monitor is cracked — the volunteers can fix that.”

At a café in Santa Monica in August 2015, a line of people stretched out the door as 25 volunteer fixers repaired 23 appliances and electrical items, 29 clothing items, nine bicycles, eight pieces of jewelry and two computers.

Find More Online About Innovative Waste Diversion Read these articles at www.westerncity.com: • Converting Waste to Energy: How to Make it Happen in Your Community; • Operation Mulch-a-Lot: Long Beach Chips Away at Blight and Green Waste; and • Product Stewardship Saves Money, Creates Jobs and Reduces Waste.

Santa Monica and other cities have encouraged or hosted repair cafés and other reuse events, like citywide garage sales, because they help residents think in a new way.

“This is an effort to get them to think that before they recycle, maybe this item can have another life,” Braun says.

Legislation Targets Waste Diversion Cities are motivated by more than feel-good goals. AB 939 (Chapter 1095, Statutes of 1989) required by the year 2000 a 50 percent reduction in waste trucked to landfills through source reduction, recycling or composting. More recently AB 341 (Chapter 476, Statutes of 2011) made 75 percent diversion a statewide goal by 2020.

And in 2014 Gov. Jerry Brown signed AB 1826 (Chapter 727, Statutes of 2014), which requires large businesses or public entities to divert 50 percent of their organic waste by 2020.

Repair cafés trace their origin to a Dutch nonprofit, the Repair Café Foundation. Its website lists 1,040 such cafés worldwide, including in Los Angeles, Long Beach, Pasadena, Palo Alto and Mountain View.

Jim Tate, a business systems consultant and lifelong “tinkerer,” helped co-found Santa Monica’s event. He says that same growing group of fixers, now numbering about 100 volunteers, has held four to five events annually since 2013 in Santa Monica, Culver City and the Los Angeles neighborhoods of Westchester and Mar Vista.

Mountain View residents Maia and Greg Coladonato and Heidi Melander run that city’s café. Lori Topley is solid waste program manager for the city. She says, “I love that these events help spread a ‘fixer’ mindset rather than a ‘thrower’ one.”

Smart Stations Divert Reusable Items Mountain View’s events were inspired by those in Palo Alto and have since spread to Sunnyvale. These cities also share a Cory Golden is a policy analyst for the League and can be reached at cgolden@cacities.org.

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League of California Cities

www.cacities.org

Santa Monica’s team of volunteer fixers repairs appliances, computers and more.

common waste transfer facility, dubbed a “smart station.” At the station, sorters remove reusable items and place them in a trailer where residents can pick through them. This helped Mountain View reach a 76 percent diversion rate.

Multiple Efforts Increase Diversion Rates Santa Monica is trying a bit of everything to increase its rate, which improved to 79 percent in 2015. Its citywide yard sale has grown to about 200 property owners, whose sales the city promotes on social media.

The city also holds Halloween costume swaps, working with the school district and public libraries. About 450 costumes were donated at the 2015 event. A prom dress and tuxedo swap, held in April 2016, attracted 50 donated dresses, 30 pairs of shoes and three tuxedos. Santa Monica has held one-off reuse craft workshops, too, like one at which residents turned old T-shirts into tote bags. The Santa Monica Swap or Share website allows residents to exchange or borrow items from baby clothes to power drills.

Most events are low cost, Braun says, but the city is always looking for new ways to fund the program, including selling advertising on trash trucks and renting trucks to birthday parties and other events.

Other projects are larger in scale. Santa Monica works with a forprofit company that recycles textiles. It provides bins located on city property and housing complexes, collecting old sheets, bath mats and other textiles, and paying the city by the pound. In 2015 about 25,000 pounds were diverted from the landfill.

Above all, Braun advises, “If you keep it simple, people will do it.” ■

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Repair cafés and fix-it fairs help cities meet solid waste diversion goals set by state legislation.

Western City, July 2016

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above The

Angeles Forest Highway traverses the San Gabriel Mountains; repairs to 16.5 miles of deteriorated highway, far left, used a sustainable approach, center.

Local Streets and Roads Awards

Recognize Best Practices The League, California State Association of Counties (CSAC) and County Engineers Association of California (CEAC) sponsor the annual Outstanding Local Streets and Roads Project Awards Program, which honors best practices in road projects that can be replicated by other jurisdictions. The awards, launched in 2014, also acknowledge cities and counties that promote fiscal and environmental sustainability in the local transportation system. The awards program committee announced the winners at the annual spring meeting of CEAC and the League’s Public Works Officers’ Institute in Sacramento in March 2016.

“Transportation funding is a major issue statewide,” said Matt Machado, Stanislaus County director of public works and

CEAC president. “We’re recognizing these cities and counties for completing great projects that enhance safety, traffic flow and the environment at a time when funding is extremely tight.”

“It’s encouraging to see the Legislature debating how to create a stable statewide transportation funding plan. That process has included a focus on transparency and accountability, and that is exactly what these award-winning local projects exemplify,” said Culver City Public Works Director Charles Herbertson, chair of the Local Streets and Roads Awards Committee. “The winning counties, cities and finalists offer examples of how local governments are wisely investing taxpayer dollars in projects that improve the transportation system and better our communities.”

Category: Overall Winner: Angeles Forest Highway Project, Los Angeles County The Angeles Forest Highway Project, a joint effort of Los Angeles County and the Federal Highway Administration, showcases the benefits of properly applying a sustainable approach to road rehabilitation.

A scenic mountain route with access to hiking and equestrian trails, the Angeles Forest Highway provides the main connection between the Antelope Valley and the Los Angeles Basin. Sixteen and a half miles of its roadway were in poor condition with areas of severe structural deficiency that needed to be brought to current standards. The project used cold in-place recycling (CIR) to rehabilitate

Meghan McKelvey, department and member services manager for the League, and Eva Spiegel, director of communications for the League, contributed to this article. To learn more about the awards program, visit www.savecaliforniastreets.org.

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League of California Cities

www.cacities.org

the roadway. Recycling the existing asphalt in place eliminated the need to remove pavement from the project location and import a conventional hot-mix asphalt to replace it. Using the CIR process reduced environmental impacts and road closures, shortened construction time and protected natural resources by mitigating the need to quarry tons of virgin aggregate materials.

Los Angeles County and the Federal Highway Administration shared the project’s cost, which totaled $4.3 million ($1.74 per square foot). Compared with a conventional hot-mix alternative, CIR saved approximately $2 million and extended the pavement’s service life by an estimated 10 years. It also provided substantial sustainability benefits by reducing energy consumption by 72 percent and greenhouse gas emissions by 74 percent and diverting 10,000 cubic yards of material from the landfill.

Contact: An Dang, associate civil engineer, Los Angeles County Department of Public Works; phone: (626) 458-7939; email: adang@dpw.lacounty.gov.

Category: Efficient and Sustainable Road and Bridge Preservation, Maintenance and Construction and Reconstruction Project Winner: Cupertino Pavement Maintenance Program, City of Cupertino Cupertino’s 139 centerline miles of street network include 103 miles of residential streets, 21 miles of collector streets (which move traffic from local streets to arterial roads) and 15 miles of arterial roads.

The city manages its roads by proactively and routinely conducting asphalt maintenance projects to preserve the $340 million network.

The Kings Beach project includes features to help keep Lake Tahoe’s water clear.

A sustainable strategy, based upon consistent use of sustainable products and careful project coordination, helped Cupertino save time, money and natural resources and reduce inconveniences for residents and businesses. This effort also enabled the city to focus on enhancing active transportation (human-powered modes such as walking and cycling).

From fiscal year (FY) 2013–14 through FY 2015–16, Cupertino installed 4.8 miles of bike buffers and narrowed 5.6 lane miles to accommodate bike buffers, provide additional on-street parking and improve safety for all road users. The city projects that its street network Pavement Condition Index will increase to 80 by 2019.

Contact: Roger Lee, assistant director of public works, City of Cupertino; phone: (408) 777-3350; email: rogerl@cupertino.org.

Category: Complete Streets and Multimodal Mobility Project Winner: Kings Beach Commercial Core Improvement Project, Placer County Located along the north shore of Lake Tahoe in Placer County, the Kings Beach Commercial Core Improvement Project was a major public infrastructure investment that sought to revitalize the Kings Beach lakeshore community. The project features intermodal and roadway safety enhancements coupled with

Cupertino narrowed lanes to add bike buffers, left.

“complete streets” infrastructure and streetscape improvements.

An interesting aspect of the project involves stormwater treatment and erosion control.

Stormwater is treated through sumps and vaults that allow larger pollutants to drop out, and seven sets of concrete chambers 15 feet deep and 12 feet in diameter use high-flow filters to help remove fine particulates and pollutants. Fine particulates are the prime cause of the diminished clarity of Lake Tahoe, which has been of great concern in recent decades, and these measures will help address the problem.

Wherever possible, the project used recycled materials, including concrete and pavers. In addition, the project incorporated pervious concrete to stabilize eroding road shoulders and minimize stormwater runoff from parking lots.

The Kings Beach project was designed to help trigger private redevelopment projects and provide multimodal benefits to increase and enhance transportation options in the community and beyond by creating enhanced public transit connectivity for the North Lake Tahoe region.

The project also helps the community’s disadvantaged residents by providing improved and more affordable transportation options to education centers, health clinic services, family resource center services, employment guidance services and job locations.

Contact: Peter Kraatz, assistant director, Placer County Department of Public Works & Facilities; phone: (530) 581-6230; email: pkraatz@placer.ca.gov. continued on page 22

After

Before

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California Cities Shine in

$5 Million Energy

by Karalee Browne

In recent history, highly visible prize competitions have spurred innovative approaches to some of the most difficult challenges facing mankind. Despite the many innovative efficiency measures now in place throughout the country, the United States wastes more than half of all energy produced, according to a report issued by Lawrence Livermore National Laboratory. In response, Georgetown University set forth an elaborate competition, pitting 60 communities nationwide against each other in an effort to save energy and win $5 million.

Eight California cities — Berkeley, Chula Vista, Claremont, Davis, Fremont, Palo Alto, San Mateo and Sunnyvale — are competing for the big prize. These cities have spent the past year rallying their staff, community and utility partners in an effort to demonstrate success in reducing energy consumption. With another year to go before the competition

closes in 2017, the California communities are sharing their motivation, best practices and lessons learned from participating in the contest.

San Mateo Stays True to Its Climate Action Plan The City of San Mateo joined the Georgetown University Energy Prize competition as a way to jump-start the implementation of its Climate Action Plan, which was formally adopted in 2015. Staff says the competition provides a framework for the city to track its progress in improving energy efficiency in its community. Because Climate Action Plan implementation is the city’s primary goal, San Mateo has focused on implementing measures in its plan, including public outreach and education, promoting Property Assessed Clean Energy financing and moving forward with municipal energy-efficiency improvements.

City officials say the key to success is leveraging as many resources as possible. Mayor Joe Goethals says, “The Georgetown University Energy Prize is a fun way for local governments, organizations and communities to come together to engage and motivate our residents to achieve a common sustainability goal.”

San Mateo is working with the Home Upgrade Program, which is run by the San Mateo County Office of Sustainability and El Concilio, a community-based nonprofit organization. Both serve a support role for public outreach and education in the city’s efforts to participate in the Georgetown University Energy Prize and the CoolCalifornia Challenge, a statewide program focusing on energy efficiency. The city is not devoting specific resources to the competition, but rather leveraging capital funds and other dollars set aside for Climate Action Plan

Karalee Browne is a program manager of the Institute for Local Government’s Sustainable Communities program and can be reached at kbrowne@ca-ilg.org. For more information about the Sustainable Communities program, visit www.ca-ilg.org.

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League of California Cities

www.cacities.org

Claremont residents demonstrate their support of the Community Home Energy Retrofit Project (CHERP).

Prize Challenge implementation to pay for some of the larger projects, such as LED streetlight replacements and upgrades to municipal facilities. In addition, Pacific Gas and Electric provided $20,000 in dedicated funds to San Mateo and the other five communities in its service territory that are competing for the Georgetown University Energy Prize.

Chula Vista Leverages City Conservation Programs Chula Vista’s Climate Action Plan has been in place for over 15 years. For this growing Southern California city, the Georgetown University Energy Prize provides an opportunity to measure its progress against other sustainable cities throughout the nation. Chula Vista has a long history of successful community partnerships, but securing participation still posed a challenge. The city created a number of marketing materials to support the effort, including flyers, posters, social media posts, custom emails and a webpage to help raise awareness of the competition. The marketing materials ask residents to commit to three energysaving actions, which now serve as a basis for city-led assistance. www.westerncity.com

“Participating in the Georgetown University Energy Prize allowed us to spotlight the great energy-saving actions our residents have taken while encouraging them to commit to do more to help our city win,” says Chula Vista Mayor Mary Casillas Salas. “The idea of winning the prize also gave our staff new ways to engage residents about improving energy savings in their homes.”

In the first year of the competition, Chula Vista engaged over 200 households, and more than 150 of those received a no-cost home energy and water check-up.

Over 90 percent of those households took energy-saving action ranging from simple behavior changes to complex whole-home energy upgrades.

The city also teaches the community about the importance of water conservation and its link to energy conservation.

City staff leveraged other programs, such as turf replacement, to provide energyefficiency resources and information about LED lights, new windows and insulation. By providing information on multiple areas of interest, such as energy, water, waste, recycling and compost in

one home visit, Chula Vista engages residents in the wide variety of sustainability initiatives that the city offers.

Davis Uses Data to Influence Behavioral Change For the City of Davis, the Georgetown University Energy Prize is just another stop on the quest for energy efficiency. In 2014 the California Energy Commission gave Davis a $300,000 grant to create a renewable energy and energy-efficiency roadmap for the city. The roadmap targets building-related improvements to reduce greenhouse gas emissions and seeks to make Davis “Net Zero,” meaning that each year the city would generate as much energy as it uses.

Because the residential sector accounts for 64 percent of the total energy used in Davis, the city puts much of its focus there. Davis uses various data resources to better understand its community and residents. For example, permitting data indicates which residents may soon continued

Western City, July 2016

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California Cities Shine in $5 Million Energy Prize Challenge, continued

need to replace their heating, ventilation and air conditioning units — HVAC is vital to residents of this region, which has extremely hot summers. Knowing which residents might soon need to replace their HVAC units allows staff to target messages about energy efficiency to those individuals before they purchase equipment.

City staff can use community-based social marketing strategies to better understand and effectively communicate with residents. “We are not just creating ad campaigns and flyers,” says Mayor Dan Wolk. “We are looking for smarter ways to communicate with our community for long-term benefits.”

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Claremont Engages Volunteers and Students Like many of the communities profiled here, the City of Claremont says that the Georgetown University Energy Prize provides a platform to build upon its past efforts around energy efficiency and community engagement. Claremont launched a large public engagement effort in 2006 during its General Plan update in which sustainability became a major focus. Three years later, the city created the Claremont Sustainable City Plan and a new nonprofit, Sustainable Claremont, to help carry out some of the proposed programs and policies in both plans. The city provides some financial support to Sustainable Claremont. This support allows the organization to dedicate the necessary time and attention to coordinating large community-based efforts, such as the Georgetown University Energy Prize challenge. “Coordination is the key to make sure that we are all moving in the same direction,” says Claremont’s Principal Planner Chris Veirs.

Sustainable Claremont targets a broad cross section of its population, including college students who bring a unique energy to the city’s efforts. Claremont is also working to appeal to the private sector by exploring the opportunity to build a solar panel fabrication facility that could create over 500 jobs and save Claremont residents over $6.5 million annually in utility expenses by providing energy-producing solar panels. continued on page 25

More Information on Energy Efficiency and Related Resources The Institute for Local Government offers a comprehensive list of local agencies’ energy-efficiency activities at www.ca-ilg.org/energyefficiency.

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

License No. 0451271

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Innovative Solutions. Enduring Principles.

www.keenan.com

www.cacities.org

Thank you to all of the 2016 League Partners Platinum ($15,000+) 1,2

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BUILDING AMERICA®

Gold ($10,000+) Hanson Bridgett LLP LECET Southwest Lewis Investment Company2 Meyers Nave1,2 1,2

AARP ABM AMR2 American Fidelity Assurance Company Charles Abbott Associates2 California Charter Schools Association Californians for Energy Independence California & Nevada IBEW/NECA Labor-Management Cooperation Trust

Morongo Band of Mission Indians2 Murphy Austin Adams Schoenfeld LLP1 Renne Sloan Holtzman Sakai LLP1,2

Silver ($5,000+) California Restaurant Association DW Development2 Dart Container Corp.2 EMS Management2 Fascination Ranch2 Goldfarb & Lipman LLP Joe A. Gonsalves & Son2 Greenwaste Recovery Inc.2 HR Green2 Interwest Consulting Group Inc.

Mt. Diablo Recycling2 Northrop Grumman Prometheus Real Estate Group Inc.2 Public Financial Management Inc. James Ramos San Manuel Band of Mission Indians2 Sares Regis Group2 ServPro2

Republic Services Inc.2 Sherwin-Williams Wells Fargo Young Homes2 Stradling Yocca Carlson & Rauth Transtech Tribal Alliance of Sovereign Indian Nations Tripepi Smith & Associates1,2 Union Bank2 Vavrinek Trine Day & Co. LLP Western States Petroleum Association Willdan Ygrene

Bronze ($3,000+)

Accela2 Advanced Disposal2 Alvarez-Glasman & Colvin2 Amador Valley Industries2 American Forest & Paper Association Association For Los Angeles Deputy Sheriffs2 Atkins Best Way Disposal2 Brookfield Norcal Builders Inc2 California Contract Cities Association2 CalPortland2

Carpenter/Robbins Commercial Real Estate Inc. Cerrell Associates Inc. Colantuono Highsmith & Whatley PC2 Desert Valley Medical Group Inc./Prime Healthcare2 E&J Gallo2 Edgewood Partners Insurance Center Fieldman Rolapp & Associates FirstSouthwest Geo-Logic Associates2 Greystar2

Griswold LaSalle Cobb Dowd & Gin LLP Harris & Associates2 Hill International2 Holliday Rock Company ISES Corporation Library Systems & Services LLC Los Angeles Yellow Cab Madaffer Enterprises1 Marin Sanitary Service2 Matarango Inc.2 McKinstry

Accretive Realtors2 Acquisition Partners of America LLC AndersonPenna Partners Inc.2 Athens Services2 Avery Associates2 Blue Line Transfer Inc.2 CARE2 CR&R2 California Debt and Investment Advisory Commission California Independent Petroleum Association

California Refuse Recycling Council2 Civil Engineering Associates2 Classic Communities2 Cost Control Associates Inc. Cunningham Davis2 Desert Valleys Builders2 Dokken Engineering2 Emanuels Jones and Associates Fard Engineers2 Fresno Police Officers Association GHD Inc.2

Gilton Solid Waste2 Josie Gonzales2 Hospital Council of Northern California Innisfree Ventures2 J.R. Roberts/Deacon Inc.2 Jamboree Housing Corporation Jones Hall2 Kasdan Lippsmith Weber Turner LLP Kosmont Companies LaBarge Industries2 Leibold McClendon & Mann Livermore Sanitation2

Basic ($1,000+)

Join the Partners Program Today!

Contact Mike Egan | (916) 658-8271 | egan@cacities.org

Mid Valley Disposal2 Mitsubishi Cement2 Bob Murray & Associates NL Industries Inc. Nixon Peabody Norton Rose Fulbright2 PARS/Phase II2 Peters Engineering2 Precision Engineering2 Prime Healthcare2 Psomas2 Quad Knopf 2 Kenneth Ramirez2 Recology2

Robson Homes LLC2 Rutan & Tucker LLP SCI Consulting Group SGI Construction Management2 San Bernardino County Safety Employees2 San Bernardino Police Officers Association Santa Ynez Band of Mission Indians2 SummerHill Homes2 TREH Development2 USA Properties Fund Inc. Zanker Green Waste2

Marchetti Construction Inc.2 NV5 Inc. Napa Recycling2 Newport Pacific Capital Company Inc. Probolsky Research Riverside Construction2 San Jose POA San Mateo County Association of Realtors2 Santa Monica Police Officers Association Seifel Consulting Inc. Sobrato Organization2

South San Francisco Scavengers2 Specialty Solid Waste & Recycling2 Studio T SQ2 Swinerton Management Townsend Public Affairs Inc.2 Vali Cooper & Associates Inc.2 Van Scoyoc Associates2 Vanir Construction2 West Builders2

Partial list as of 5/26/2016

1 – Institute for Local Government supporter 2 – CITIPAC supporter

Woodland Bui Healthy Urba One Tree at a The City of Woodland (pop. 57,526; area of 15 square miles) is named for the valley oaks that dotted its footprint when it was founded in 1871. This “City of Trees” strives to promote the importance of expanding its tree canopy to provide environmental, economic, health and aesthetic benefits.

Long-standing programs include a city tree maintenance program headed by a staff certified arborist, annual Arbor Day community events celebrating Woodland’s tree heritage and future, planting requirements for new development, and a residential street-tree rebate program that

encourages residents to take advantage of the numerous benefits of shade trees.

Policies and goals in Woodland’s General Plan and Climate Action Plan also reinforce the city’s commitment to enhancing its tree canopy.

Climate Action Plan Takes Root Because trees play a key role in reducing greenhouse gases, the city’s Climate Action Plan includes a goal of increasing Woodland’s tree canopy 50 percent more than the 2010 canopy coverage by planting 6,000 trees between 2014 and 2020.

Roberta Childers is environmental resources analyst for the City of Woodland and can be reached at roberta.childers@cityofwoodland.org. Woodland City Manager Paul Navazio also contributed to this article.

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lds a n Forest, Time

by Roberta Childers

As part of this challenge, Woodland Mayor Tom Stallard initiated a communitywide 2,400 Trees Campaign with the goal of planting 2,400 trees between July 2014 and June 2016.

But several years of deep budget cuts had severely impacted the city’s urban forestry program. Meeting the 2,400-tree challenge required pooling resources by enhancing collaboration with community organizations and forging new publicprivate partnerships. The Woodland Tree Foundation stepped up to coordinate and organize the effort, and Pacific Gas and Electric (PG&E) signed on as a sponsor.

The John & Eunice Davidson Fund, a private foundation, made a generous contribution and supports the Woodland Tree Foundation with annual grants of approximately $10,000. The city’s tree-planting initiatives gave PG&E an opportunity to educate the public on the importance of planting the “right tree in the right place” and marking underground utilities before digging. continued

Western City, July 2016

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Woodland Builds a Healthy Urban Forest, One Tree at a Time, continued

Woodland reached its 2,400-tree goal in March 2016 through a combination of community Arbor Day plantings, city facility improvements, trees planted by residents and business owners and as part of new construction — and the dedicated work of Woodland Tree Foundation volunteers. As a result, the city increased its goal by 600 trees for a total of 3,000 new trees planted by July 2016. As Western City went to press, the city was approaching its goal.

“Woodland has blown past its earlier 2,400-tree goal,” says Mayor Stallard.

“Not only has the community benefited from the expanding tree canopy and the shade that the trees will bring, but the city is also achieving its climate action goals, and those who participate are having a wonderful time planting trees — a true win-win-win.”

Woodland Tree Foundation Plays a central role The Woodland Tree Foundation (www.woodlandtree.org), whose motto is “Building Community Through Canopy,” embodies the community’s dedication to its urban forest. Created in 2000 by local residents, the Woodland Tree Foundation in collaboration with Caltrans began planting native oaks along the recently completed Highway 113 between the cities of Woodland and Davis. Volunteers watered the oaks for several years until the trees were thriving.

Woodland Tree Foundation volunteers and city staff established a strong relationship from the start. Their first collaborative effort was organizing a well-attended Arbor Day planting in downtown Woodland in 2000.

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League of California Cities

The partnership grew as the foundation secured grants from the California Department of Forestry to plant trees on public lands, which required the city’s cooperation and support. City staff approved locations for concrete cutting along sidewalks and trained foundation volunteers on proper tree-planting methods; the foundation agreed to water the trees until they were established.

The foundation’s board of directors comprises 15 people. In addition to guiding the organization’s activities and policies, the board members participate in most of the tree-planting events and summer watering crews. continued on page 18

How Woodland Funds Its Urban Forest Three full-time employees staff the city’s Urban Forestry Program, which has an annual budget of $500,000.

The General Fund supports 75 percent of that budget. Funds from various Landscape and Lighting Assessments provide the balance. The program supports tree maintenance in municipal parks as well as on city streets. In 2014 the city set aside $100,000 in additional funds for available General Fund reserves specifically to support initiatives related to Woodland’s Climate Action Plan: energy efficiency, water conservation and converting fleet vehicles to alternative fuels. The city’s support of the community tree-planting activities, including the Neighborhood Shade Tree Program, comes from this sustainability set-aside. Between April 2015 and May 2016 the city allocated $39,500 in support of community tree planting activities.

The Woodland Tree Foundation contributes both money and hundreds of volunteer hours to the Neighborhood Shade Tree Program and other planting events held throughout the year.

Through its fundraising efforts, the foundation contributes approximately $17,000 per year to the Neighborhood Shade Tree Program. Pacific Gas and Electric also provides support for trees purchased for the program.

www.cacities.org

The City of Woodland is committed to expanding its tree canopy.

The neighborhood Shade Tree Campaign offers free trees to residents in an effort to conserve energy and beautify lower-income neighborhoods.

www.westerncity.com

Western City, July 2016

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Woodland Builds a Healthy Urban Forest, One Tree at a Time, continued from page 16

Word of mouth and announcements published in the local newspaper helped generate an initial list of volunteers, which has grown to more than 400 people.

maintenance budgets are customarily chopped during economic downturns or due to voter negativity regarding local taxes, which help fund these programs.”

Annual tree-planting activities began expanding to include events at local parks and schools. Since 2000 the foundation has organized 34 planting events and planted over 1,000 trees in parks, along streets and at public facilities. Woodland Tree Foundation volunteers have planted more than 4,150 trees provided by the city and the foundation through numerous grants, private donations and funds raised at an annual “Tunes for Trees” benefit concert.

In 2016 the foundation took the lead on partnering with PG&E, the Woodland Joint Unified School District and the city to conduct education and planting events at two local elementary schools. The school district contributed $600 to match a $2,550 grant from PG&E, and the city donated $1,000 in-kind by loaning 40 metal tree stakes and providing mulch.

The foundation’s coordinator met with the representatives from the district and individual schools to select, locate and purchase trees, conduct the instruction, organize the planting events and equip and train school volunteers to water the trees during the summer for three years.

A week before the planting events, Woodland City Manager Paul Navazio taught classes at the Freeman Elementary School and Rhoda Maxwell Elementary School about the science and benefits of trees, including greenhouse gas sequestration and climate change, to approximately 200 students who subsequently planted the trees.

“At Woodland Tree Foundation planting events, there is a palpable shared joy that all participants experience when collectively improving the community for the next generation,” says David Wilkinson, president of the foundation. “The renewal gained by freely contributing one’s labor and time to public tree plantings is one measurement of a community’s cohesion and health. These community values are weakened when responsibility for neighborhood beautification and civic greening is abdicated solely to the public sector, especially when tree planting and

Don’t Miss These Web Exclusive Features • How Santa Cruz addressed chronic water shortages • Brisbane’s sustainable plan to develop 660 acres of brownfields on the San Francisco Bay

Neighborhood Shade Tree Campaign Has Multiple Benefits The community’s success in achieving the 2,400 Trees Campaign goal can be largely attributed to the city’s partnership with the Woodland Tree Foundation — and more specifically, the foundation’s innovative Neighborhood Shade Tree Campaign, which offers free shade trees to residents in an effort to conserve energy and beautify lower-income neighborhoods where the existing tree canopy is sparse.

“The Woodland Tree Foundation’s Neighborhood Shade Tree Campaign provides a wonderful community service,” says Navazio. “It enhances neighborhood beautification and property values and gives individuals and organizations opportunities for civic engagement.”

The foundation coordinates Saturday morning tree-planting events. Up to 15 teams of three to six people go to designated residential locations, where trees, stakes and mulch were delivered in advance. The volunteer teams typically plant three to five trees per location, which usually takes less than three hours.

“We had such a positive experience with the Woodland Tree Foundation, from our first consultation to the actual planting of our tree by a local Boy Scout troop,” says homeowner Heidi Hazlehurst.

“Our shade trees are a perfect way to reduce our energy costs while beautifying our home and reducing noise pollution,” says homeowner Tyler Jacobsen.

The program, which receives city funding and staff support, includes tree-maintenance training for homeowners. Activities include informational workshops and providing educational handouts at nurseries and community events. In addition, the program website (www.woodlandtree.org) offers tips on recommended trees for local soil and climate and maintaining trees during a drought.

Online at www.westerncity.com

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League of California Cities

www.cacities.org

left Volunteers

of all ages help plant trees in Woodland’s Legacy Grove; Woodland Tree Foundation volunteers plant a free shade tree for residents as part of the city’s Neighborhood Shade Tree Campaign, below.

several years of deep budget cuts severely impacted the city’s urban forestry program.

The Woodland Tree Foundation coordinator conducts outreach to potential tree recipients and volunteers for the Neighborhood Shade Tree Campaign using informational tools in both English and Spanish that include: • Flyers distributed door to door by volunteers;

• Community service electronic and physical bulletin boards at Woodland’s two high schools and Woodland Community College; • City and county roadside electronic message boards;

• Numerous newspaper articles and paid ads;

• Speaking engagements at meetings of the Lions Clubs, Boy Scouts, Rotary, Kiwanis and Rose Club and city Water-Wise Workshops;

• The City of Woodland and foundation websites and a Facebook page;

• Email distribution through NextDoor.com;

• Volunteer websites, including UC Davis, VolunteerMatch, Volunteer Connection, JustServe, Volunteer Davis and Sacramento Tree Foundation;

• Lawn signs;

www.westerncity.com

• Informational tables at community events, such as farmers’ markets; and • Communications targeting the Woodland Chamber of Commerce and local property management companies.

Legacy Tree Grove Is Another Community Asset Another highlight of building community appreciation of trees is the recently christened Legacy Grove. Set in motion in 2013 by interested community members, the project came to fruition in 2016 with the city’s designation of land at the Woodland Community and Senior Center. Approximately 100 native shade trees were planted in the Legacy Grove in early 2016 along future pathways. The Legacy Grove provides an opportunity for the community to dedicate trees, benches or pavers in honor of individuals or groups.

This attractive and accessible location also serves as another place where community members can learn about the many benefits that trees provide. continued on page 24

Western City, July 2016

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Display Advertising

CITY MANAGER City of Mt. Shasta, California Salary up to 103,500 DOQ, plus excellent benefits

Residents/visitors enjoy 4 season outdoor activities in a quaint downtown with many notable community events, including live music and the arts. The community is family friendly with outstanding schools and medical facilities. The City desires to promote further economic diversification compatible with its pristine natural environment. A degree in Public Admin or related field; 5 years responsible experience (prior California experience a plus); and experience in economic development, human resources, finance, union negotiations, and water and wastewater facilities upgrades is desired. Apply by July 22nd by submitting a cover letter, resume, salary history, and 5 professional references by email to selectionteam@mtshastaca.gov.

Go to www.mtshastaca.gov to access the job flyer.

POLICE CHIEF Salary: $152,504.22 - $199,623.08

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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City Attorney, City of Moreno Valley, CA The City of Covina (population 50,000) is located to the east of Los Angeles in the San Gabriel Valley. The Chief of Police oversees all functions and operations of the Police Department including, oversight of a staff of 120 and a budget of approximately 14.7 million. The ideal candidate will be a progressive, innovative, and experienced police executive, well versed on modern policing issues and methods. The candidate chosen will place high value on community engagement, professionalism and integrity.

Position details, requirements and application instructions are available at www.covinaca.gov.

Closing date: July 15, 2016.

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League of California Cities

The City of Moreno Valley (population just over 203,000) is a progressive and diverse city with a bright future. The Moreno Valley City Council is seeking an exceptional attorney with demonstrated expertise in municipal law, particularly in the areas of land use; the California Environmental Quality Act (CEQA); employment and labor relations; code enforcement; development agreements; and municipal elections. Candidates for this position must be conversant with the Brown Act, California Public Records Act, and Conflict of Interest Code. A typical candidate will possess at least 10 years of progressively responsible experience in the practice of civil and/or criminal law, with at least 5 years of experience as City Attorney or Assistant City Attorney in a comparable California city. Candidates for this position must possess a juris doctorate from an accredited law school. A valid certificate of membership in the Bar of the State of California and admission to practice before State of California and federal courts is required, as is a valid California Driver’s License and ability to maintain insurability under the City’s vehicle insurance policy. The salary for the City Attorney is open, depending upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Gary Phillips at (916) 784-9080 should you have any questions. Brochure available.

Closing date July 22, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

www.cacities.org

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Watch for these Upcoming Opportunities: • Santa Clara Valley Water District, CA – Assistant Officer - Government Relations • City of Pleasanton, CA – Police Captain • City of Beverly Hills, CA – Assistant Community Services Director & Director of Public Works • Fontana Unified School District – Lieutenant • County of Calaveras, CA – Building Official • Los Angeles Department of Water & Power – Assistant General Manager, Cyber Security & Project Manager - Large Systems Integration

For more information and filing deadlines, please contact: Bob Murray and Associates, 1544 Eureka Road, Suite 280, Roseville, CA 95661 Phone: (916) 784-9080, Fax: (916) 784-1985, E-mail: apply@bobmurrayassoc.com

Building Official

City of Manhattan Beach, CA

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ocated in the South Bay region of Los Angeles County lies the incredibly vibrant City of Manhattan Beach (pop.

35,726). It is one of the most desirable coastal communities in the country and continues to experience significant growth. The services provided by the Community Development Department are already in great demand and will continue to be so with transformative development projects just on the horizon. The City’s Building Official is a key member of the department and will have the opportunity to lead in a fast-paced environment during a very dynamic time.

The ideal candidate will be known for his/her professionalism, responsiveness and impressive technical expertise. A Bachelor’s degree and seven (7) years of relevant experience, that includes at least two (2) years of supervisory experience, are required. California Professional Civil Engineer registration or Architect license is desirable. Certification as a Building Official within one (1) year of appointment will also be expected.

Salary range $121,800 to $158,472. Salary is supplemented by an excellent benefits package.

Closing date: Sunday, July 10, 2016. For recruitment brochure and to apply online, visit www.tbcrecruiting.com.

Teri Black • 424.296.3111 Bradley Wardle • 650.450.3299

Cover: Yvonne Hunter

Pages 14–15: Yvonne Hunter

Page 3: Victoria Lipov/Shutterstock.com

Page 17: Yvonne Hunter

Pages 6–7: graphic, Binik/Shutterstock.com; photos, courtesy of the City of Santa Monica

Page 19: Courtesy of the City of Woodland and Woodland Tree Foundation

Page 8: top and below left, Kenkistler/Shutterstock.com; below right, courtesy of Los Angeles County

Pages 22–23: Top left, David Litman/Shutterstock.com; below left and right, courtesy of the City of Santa Cruz

Page 9: top left, Joy Strotz/Shutterstock.com; top right, OLOS/Shutterstock.com; bottom, courtesy of the City of Cupertino

Page 24: Rock and Wasp/Shutterstock.com

www.westerncity.com

City of Fremont

Assistant City Manager City of Carlsbad

Public Works Director Building Official City of Manhattan Beach

Fire Chief Provo City, Utah

County Librarian Director of Human Resources Contra Costa County

Photo/art credits

Pages 10–11: Photos courtesy of the City of Chula Vista; leaf, Blackboard1965/Shutterstock.com

Community Services Director

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

Page 25: Yvonne Hunter Page 27: Yvonne Hunter

Western City, July 2016

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Local Streets and Roads Awards Recognize Best Practices, continued from page 9

Both roundabouts feature depictions of ocean wildlife commonly found in Monterey Bay as well as unique operational characteristics.

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City of Soledad, CA City Manager Up to $180,000 Annually Depending on Qualifications Soledad, CA (pop. 26,000) is seeking an experienced, progressive, energetic municipal administrator to be the new City Manager. Known as the “Gateway to the Pinnacles”, the City is located along CA Highway 101 in the heart of the renowned Salinas Valley. The City Manager is appointed by the City Council amd oversees all City functions, appoints department heads, and serves as the chief advisor to the City Council.

Candidates must have a Bachelor’s degree in Public Administration or related field, and five years of progressively responsible experience in local government with emphasis in financial management, human resources management, budgeting, economic/community development, labor relations, public works, and/or wastewater management. A Master’s degree and ability to speak Spanish are desirable.

Category: Safety or Intelligent Transportation Systems Projects Winner: Santa Cruz Beach Area Roundabouts, City of Santa Cruz Pacific Avenue serves as a crucial link between downtown Santa Cruz and the beach area, which includes the boardwalk and municipal wharf. The city’s plan recommended constructing two roundabouts on Pacific Avenue, one at Center Street and the other at Beach Street. The intersection modifications improve traffic flow and bike and pedestrian access and safety. The modifications also support the city’s climate action goals to reduce transportation-related greenhouse gases. The roundabouts create a very attractive gateway to Monterey Bay and address multimodal safety and efficiency well into the future.

Both roundabouts feature depictions of ocean wildlife commonly found in Monterey Bay as well as unique operational

For more information please visit our website at www.rjamanagement.com.

Open Until Filled. First Review Begins August 5, 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

Deputy Operating Officer - Watersheds Stewardship & Planning, Santa Clara Valley Water District, CA The Santa Clara Valley Water District strives to provide Silicon Valley with safe, clean water for a healthy life, environment, and economy. The District is now seeking a Deputy Operating Officer to manage and lead the Watersheds Stewardship and Planning Division. Candidates with demonstrated experience in large-scale watersheds planning activities will be highly desired. The selected candidate will have strong negotiating skills, and be effective in reaching consensus and agreement with local and regional partners and with state and federal regulatory agencies to assist in the completion of planning capital projects. Candidates should possess a minimum of six years of progressive experience in the planning and management of watersheds, environmental sustainability, hydrology, and flood control projects. Resumes should reflect key competencies and proven successful performance in these areas. A Bachelor’s degree with major coursework in Environmental Science, Planning, or Management; Civil Engineering or other related fields is required. Advanced degrees and professional certifications and licenses are highly desirable. The salary for the Deputy Operating Officer is $164,293-$234,129 annually; placement within this range will be dependent upon qualifications. Interested individuals may apply online at www.bobmurrayassoc.com.

Contact Valerie Phillips at (916) 784-9080 with questions.

Closing date July 11, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

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www.cacities.org

characteristics. The Pacific-Center roundabout incorporates the main entrance to Depot Park, and the Pacific-Beach roundabout incorporates a railroad through the northern side, a cycle track (two-way bicycle facility) on the southern side and the entrance-exit gates to the Santa Cruz Municipal Wharf. The roundabouts eliminated the need for nine stop signs.

The project involved extensive public review and approval as well as agency cooperation and coordination efforts.

Funding for the project came from a combination of federal stimulus funds, gasoline tax, Measure H Paving, developer fees, Utility Enterprise and General Capital Improvement Funds.

The projects provided the city an opportunity to bring pavement, access ramps, sidewalks, lighting and storm drain, water and sewer facilities to current standards and capacity and address system preservation.

More Information Online

Contact: Christophe J. Schneiter, assistant director/city engineer, Department of Public Works, City of Santa Cruz; phone: (831) 420-5422; email: cschneiter@cityofsantacruz.com.

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Provo City, Utah

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ocated 45 miles south of Salt Lake City with a population of 115,000, Provo is the third largest city in Utah and the seat of Utah County. This second largest metro area of the state spans 44 square miles and offers an outstanding quality of life, is home to Brigham Young University (BYU) and is a focus area for technology development. Provo Fire and Rescue is an all-hazards response department supported by 80 personnel and an annual budget of $9.3 million.

Reporting to the Mayor, the successful candidate will bring a solid background of leadership and management in fire and emergency services, a high degree of ethics, and an ability to relate effectively to staff, city leaders, elected officials, as well as the community. Five (5) years of command experience and a Bachelor’s degree in a relevant discipline are required. Equivalent combination of education, training and/or experience may be considered. Additional credentials and criteria can be found in the recruitment brochure available at www.tbcrecruiting.com.

The salary range for the Fire Chief goes up to $131,318 DOQE. Salary is supplemented by an attractive benefits package. This recruitment will close at midnight on Friday, July 8, 2016.

Bradley Wardle • 650.450.3299 Teri Black • 424.296.3111

CITY OF OXNARD Located on the beautiful Southern California coast, the City of Oxnard is the largest city in the County of Ventura with over 200,000 residents. Nestled about 60 miles northwest of Los Angeles and 35 miles south of Santa Barbara, Oxnard prides itself on its rich diversity and culture. Residents enjoy an unsurpassed quality of life enhanced by the clean air of this coastal community, the charm and solitude of the nearby Los Padres National Forest, and the cultural and educational amenities of a vibrant urban setting.

clockwise from bottom left The Pacific-Beach roundabout eases traffic congestion to Santa Cruz’s popular beach and boardwalk; details depict features of Monterey Bay.

www.westerncity.com

The Human Resources Director is a hands-on position and is a key player in the City’s Executive Team. The HR Director reports to an Assistant City Manager and oversees the HR Department, which serves as a critical partner in providing support services to HUMAN the employees of Oxnard and the public.

RESOURCES The Director will help fulfill the City William Avery & Associates Manager’s goal of creating a high functioning DIRECTOR organization providing quality services Management Consultants to the public. Functional areas of responsibility include: recruitment and 31/2 N. Santa Cruz Ave., Suite A selection, classification and compensation, labor relations, training, benefits Los Gatos, CA 95030 administration, and safety and workers’ compensation.

408.399.4424

Fax: 408.399.4423 The selected candidate will possess a combination of education and experience that has provided the knowledge, skills and abilities necessary email: jobs@averyassoc.net www.averyassoc.net for this role. A typical way of obtaining these qualifications is to possess the equivalent of four years experience in professional personnel management including at least one year in a public sector setting and a BA/BS from an accredited college or university in a related field. A Master’s degree is highly desirable. To be considered, please submit (email preferred) a letter of interest, resume, salary history and contact information including email addresses for five work-related references to Bill Avery

by July 18, 2016. A formal job announcement is available on our website at http://www.averyassoc.net.

Western City, July 2016

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Woodland Builds a Healthy Urban Forest, One Tree at a Time, continued from page 19

Sustaining Heritage, Community and the Environment

with the Woodland Tree Foundation and partnerships with PG&E, the school district and the community.

Woodland demonstrates its commitment to enhancing and maintaining a healthy urban forest for current and future generations through its close collaboration

“Every tree we plant helps Woodland’s legacy grow,” says Navazio. “We are sustaining our city’s heritage, community and environment, one tree at a time.” ■

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City of Culver City ASSISTANT TO THE CITY MANAGER The Assistant to the City Manager is responsible for providing leadership support to the City Manager by planning and recommending organizational policies and performance strategies. The position functions as a member of the City Manager’s Executive Team and provides a variety of specialized complex administrative and management analysis to support decision-making and strategic direction. The ideal candidate will possess exceptional customer service skills; a cooperative approach when establishing and maintaining working relationships with public officials, private agencies, and stakeholders; sound independent judgment; and solid analytical skills and sensitivity to administrative, operational, economic and organizational issues.

A minimum of four (4) years of management assistance experience in a public sector organization and a Bachelor’s degree are required.

Potential candidates are encouraged to apply immediately as the application filing will close at 5:00 p.m., Thursday, July 28, 2016. For more position information and requirements, please view the full job announcement by visiting our website: www.culvercity.org/jobs

Tips for Implementing a Successful Urban Forestry Program The City of Woodland offers these suggestions for city officials who want to create or enhance a tree-planting program in their community: • Articulate the environmental benefits of an urban forest in your city’s Climate Action Plan goals and policies; • Identify and partner with a “community champion,” such as a local foundation or nonprofit communitybased organization; • Work with your local utility to identify common goals that can be achieved through tree plantings; • Allocate funds, however small the amount may be initially, to leverage or match outside funding; • Engage community volunteers through service organizations and/or social media;

Community Services Director City of Fremont, CA

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he fourth largest city in the San Francisco Bay Area, Fremont (pop. 226,551) serves as the eastern anchor of the Silicon Valley and is one of the most ethnically and culturally diverse cities in the region.

Supported by 90 FTE, the Community Services Department consists of Recreation Services, Park Maintenance, Landscape Architecture, and Environmental Services.

• Start with small-scale plantings in city parks or at other public facilities; • Involve arborists in selecting appropriate species and placement and developing instructions for planting and care of trees; • Provide appropriate tools and safety equipment;

The ideal candidate will be adept at managing large and complex priorities, as well as highly skilled at engaging with a wide variety of stakeholders. He/she will be a supportive manager and outstanding mentor. In addition, this individual will be an exceptional communicator with superior relationship and consensus building abilities. A Bachelor’s degree in a relevant discipline and six (6) years of broad experience in the profession, which includes at least three (3) years of service as a supervisor, are required.

• After collaborative efforts with community partners are in place, expand tree-planting program outreach and opportunities to property owners; and

The salary range for this position is $154,246 to $208,232. Salary is supplemented by an attractive benefits package. Closing date: Sunday, July 24, 2016. For detailed recruitment brochure and to apply, visit www.tbcrecruiting.com.

• Recognize and foster the multiple benefits that a tree-planting initiative can provide in disadvantaged neighborhoods.

Julie Yuan-Miu • 925.820.8436 Teri Black • 424.296.3111

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League of California Cities

www.cacities.org

California Cities Shine in $5 Million Energy Prize Challenge, continued from page 12

The community’s efforts have increased participation in programs related to energy conservation and renewable energy.

The City of Claremont’s Georgetown University Energy Prize activities build on its prior engagement in state-run energy conservation programs like Energy Upgrade California. The city’s per-capita participation in Energy Upgrade California remains about 20 times that of Los Angeles County. Claremont also boasts average energy savings of 28 percent per retrofitted home.

“We are certainly not going to stop after this competition,” says Council Member Joe Lyons. “This is meant to be a sustained program that actually gains momentum as time goes on.”

Palo Alto Launches a Virtual Lottery The City of Palo Alto is the only municipality in California that operates a full suite of city-owned utility services — electricity, gas, water, wastewater and fiber optic.

For years, the city has been providing its residents with home energy reports and neighborhood comparisons in an effort to show how a customer’s energy use stacks up compared to their neighbors’ energy use. In February 2016 Palo Alto launched a new online portal where customers can view in one place their usage and savings of water, gas and electricity.

In the fall, the city plans to launch an energy-savings lottery competition. For every percentage of energy a resident can save over their previous year’s baseline, he or she will receive a virtual lottery ticket that will be entered in a drawing for prizes ranging from photovoltaic solar systems to hot water heaters and even an electric vehicle lease.

At a collaborative workshop conducted by contest coordinators in March 2016, Palo Alto shared these and some of its other best practices with the other California cities competing in the Georgetown University Energy Prize challenge. “We are all in this together,”

says Lacey Lutes, a utility account representative with the City of Palo Alto Utilities who serves as lead on the city’s Georgetown University Energy Prize efforts. “We want to create programs that are replicable and accessible to communities of all sizes.” continued on page 27

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Director of Human Resources Contra Costa County, CA

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ocated in northern California, Contra Costa County is among the top ten most populous counties in California.

It has one of the fastest growing work forces among Bay Area counties, with growth in its employment base being driven by the need to provide services to an increasing population, and the presence of relatively high-wage skilled jobs.

The County is seeking a seasoned professional with a proven performance record and a partnership approach towards problem solving. This excellent communicator will be adept at motivating dedicated staff. He/she will welcome the opportunity to transform and lead a streamlined and modern Human Resources Department. The ideal candidate will be a strategic thinker and an exceptional administrator who embraces technology. Bachelor’s degree and 6 years of experience in public personnel, including 2 years as head of major personnel function are required. See brochure for full details.

Salary range is up to $199,257 annually, and supplemented by an attractive benefits package that includes CCCERA retirement plan, health plans and various leaves. Closing date: Sunday, July 17, 2016. Brochure available at www.tbcrecruiting.com.

Julie Yuan-Miu • 925.820.8436 Teri Black • 424.296.3111

CITY OF FRESNO Fresno is centrally located in the heart of California. Fresno is a great family town offering an excellent environment of charm and friendliness combined with many recreational activities and affordable housing.

A warm sense of community pervades throughout this culturally diverse and friendly city featuring oldfashioned values coupled with larger city amenities The Assistant Police Chief will join a proud organization with a tradition of excellence. As the Police Chief’s second in command, this position will oversee the Department operationally, allowing the Chief to focus on a variety other key priorities. Serving as the Chief in his ASSISTANT of absence, the Assistant Chief will also play a key William Avery & Associates role in rebuilding the Department that suffered POLICE Management Consultants resource reductions during the recession. With the CHIEF 1 addition of new and returning positions, training 3 /2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 and development will be a priority. A core value system that incorporates honesty, integrity and ethical behavior will ensure the Assistant Chief 408.399.4424 establishes a foundation of credibility and trust throughout the department.

Fax: 408.399.4423 The selected candidate will have a background that includes a minimum of email: jobs@averyassoc.net www.averyassoc.net eight years in a position of increasing responsibility as a law enforcement executive, a BS/BA degree and possession of a California POST Management Certificate at the time of appointment. An MA/MS degree, completion of the California Command College or similar coursework, and a POST Executive Certificate are highly desirable. The salary is up to $183,120 annually, DOQ (includes 9% POST pay with a POST Management Certificate). To be considered, please submit (email preferred) a cover letter, resume, salary history and contact information including email addresses for five work-related references to Bill Avery by July 15, 2016. A formal job announcement is available at www.averyassoc.net.

The City of Davis focuses its energy-related efforts on homes and residents.

Western City, July 2016

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PeckhamMcKenney &

“All about fit”

Fire Chief

City of Oceanside, CA

Centrally located in the heart of the beautiful Southern California coastline, Oceanside (pop. 175,948) offers a unique combination of outstanding location, affordable housing, excellent schools, and multiple resources. The Oceanside Fire Department is a full-service fire, medical, and rescue organization with an annual operating budget of approximately $27M and 126 FTEs within 7 operational areas. The ideal candidate will have a well-rounded career that includes experience in fire prevention, training, wildland interface, operations, EMS, and marine safety. At least 10 years of increasingly responsible experience in all major functions of a municipal fire department, including at least 2 years in a command position is required. Bachelor’s degree in fire science, fire administration, public/business administration, political science, or closely related field is required; Master’s degree and designation as a Chief Fire Officer and/or participation in the Executive Fire Officer program is highly desirable. Salary range is $150,192 to $200,016 (DOQ).

Filing deadline is August 15, 2016.

General Manager/CEO

Public Agency Risk Sharing Authority of California (PARSAC)

PARSAC, celebrating its 30th Anniversary, is a statewide risk sharing pool consisting of Member Entities (currently 37 cities and towns and one fire district) which have a combined workforce of just over 5,000 employees and an annual payroll over $232 million. Programs offered include Liability and Employment Practices Liability, Workers’ Compensation, PEPIP Property Program, and Group Purchased and Ancillary Programs. The General Manager is responsible for the strategic planning, direction and vision of PARSAC’s day-to-day operations, functions and administration to meet the organization’s fiscal and service goals. This is a lean, high performing organization that takes great pride in exceeding members’ expectations. Excellent communication and interpersonal skills are necessary to be successful in this position. Direct experience with insurance, risk management and pooling is required. Ten years of increasingly responsible work experience in a management or administrative position, local government experience, ARM/ARMPE/CPCU, human resource/organizational development background, and/ or a Master’s degree in public or business administration or related field preferred. Salary range DOQ with excellent benefits.

Filing deadline is July 25, 2016.

Human Resources Manager City of South Lake Tahoe, CA

The City of South Lake Tahoe, population 21,500, lies within the Tahoe Basin approximately 90 miles northeast of Sacramento. Lake Tahoe is a unique and beautiful national treasure which offers a plethora of year round activities offering residents the opportunity to live, explore and experience on a daily basis what brings over a million visitors a year to the Lake Tahoe region. The Human Resources Manager, a working manager, takes direction from and works closely with the City Manager and Assistant City Manager and is responsible for the following activities and functions: labor relations, workers’ compensation (self-insured), risk management, recruitment and selection, training and development, discipline, classification and compensation adjustments, and benefits administration. She/he will also serve on the Senior Management team providing advice and counsel regarding strategic policy and problem solving for the organization.

Superior leadership, collaboration, and team building skills are necessary to be successful in this position. Bachelor’s degree required, experience in interest-based negotiations desired. Salary range from $96,360 to $117,120 DOQE with competitive benefits.

Filing deadline is July 25, 2016.

Please send your cover letter and resume electronically to:

Peckham & McKenney

apply@peckhamandmckenney.com

Resumes acknowledged within two business days.

Detailed brochures are available at

www.peckhamandmckenney.com (866) 912-1919

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League of California Cities

www.cacities.org

California Cities Shine in $5 Million Energy Prize Challenge, continued from page 25

California Cities Share Best Practices

Beyond Saving Energy The $5 million prize will not be awarded solely on the basis of which city can show the most energy savings during the two-year competition. The judging committee will evaluate participating communities on a set of criteria that includes a community’s ability to develop and implement a plan that is innovative, replicable and scalable. The competition will announce the winner in June 2017.

Staff from Fremont, Sunnyvale and Berkeley also attended the forum and shared their best practices. The City of Berkeley recently passed a Building Energy Saving Ordinance that requires building owners to complete energy efficiency assessments and publicly report the findings, and the City of Fremont uses data and mapping to identify and target households that use the most energy. The City of Sunnyvale is turning to social media platforms to encourage its community to save energy and help win the prize.

Everyone Wins Even though only one city will win the $5 million prize, competition organizers say that every participating community is a winner. “In the first nine months of the competition, participants recorded energy savings totaling more than $45 million and reduced the greenhouse gas emissions

The competition is close, with many of the participating California cities ranking in the top 20 of the communities competing for the big prize. For the most recent standings, visit https:// guep.iconics.com.

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William Avery & Associates, Inc. Labor Relations / Executive Search / Human Resources Consulting 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

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The City of Palo Alto’s energy-savings lottery prizes will include an electric vehicle lease.

equivalent to taking one car off the road every five minutes,” says Christopher Nelson, Georgetown University Energy Prize project director. “A competition like this focuses everyone’s attention on energy efficiency for a finite period of time, but the effects of programs and policies created during that time will last for years — even decades — to come.” ■

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Peckham&McKenney “All About Fit” www.peckhamandmckenney.com Bobbi C. Peckham • Phil McKenney

Roseville, CA

866.912.1919

916.630.4900

There’s an Entire Team Behind Every Assignment • Executive Recruitment • Management Consulting • Public Safety

www.RalphAndersen.com

www.westerncity.com

Western City, July 2016

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Public Sector Human reSourceS conSulting

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Solving the Human Resources Puzzle for 30 Years

Classification & Compensation Studies Staff and Executive Recruitment Organizational Assessments Performance Management HR Audits and Compliance

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Staffing Solutions: Building & Safety Code Enforcement ■ Public Works ■ Planning Dept ■ Executive Recruiting ■ ■

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Code Services: Plan Check ■ Green Compliance ■ CASp Services ■ Fire-Life Safety ■

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HF&H CONSULTANTS, LLC

HELPING LOCAL GOVERNMENT LEADERS

Managing Tomorrow’s Resources Today Providing Consulting Services to Recycling, Solid Waste, Water and Wastewater Management for more than 20 Years

• Planning • Procurement • Management

• Financial/Rates • AB939 Compliance • Litigation Support

www.hfh-consultants.com Walnut Creek (925) 977-6950

Irvine (949) 251-8628

managementpartners.com Budget Strategies ∙ Service Sharing Organization Analysis ∙ Performance Management Process Improvement ∙ Strategic Planning Executive Recruitment ∙ Facilitation/Team Building

E XPERIENCE , T ALENT , COMMITMENT TO PUBLIC SERVICE San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400

WRITTEN TESTS Over 70 stock tests available for jobs in public agencies.

Toll Free (877) 22-EXAMS exams@donnoe.com www.donnoe.com

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League of California Cities

www.cacities.org

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Still comparing apples to oranges?

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Western City, July 2016

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