Western City August 2016 by Western City Magazine

AUGUST 2016 |

The Monthly Magazine of the League of California Cities®

Cities Collaborate to Help Give Kids a Running Start for School p.10 Summer Night Lights Program Keeps LA Parks Safe After Dark p.8 Menifee’s Youth Advisory Committee Boosts the Community p.17

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CONTENTS 2 Calendar of League Events 3 President’s Message Navigating the Ups and Downs of the CouncilManager Relationship

ities Collaborate to C Help Give Kids a Running Start for School

By Melissa Kuehne

sing programs ranging from U truancy reduction to summer reading, cities are taking unique and collaborative approaches to combat summer learning loss and prepare students of all ages to return to school.

By L. Dennis Michael

First and foremost, the relationship between the city council and the city manager is a partnership that serves the community.

7 City Forum

16 California Cities Helen Putnam

By Eva Spiegel

Palmdale’s Season of Service Puts Volunteers to Work

ecause a healthy democracy is B built upon a foundation of engaged citizens, inspiring young people to become involved is essential to the future of strong cities.

Inspiring a Lifelong Commitment to Civic Engagement

8 News From the Institute for Local Government

Summer Night Lights Program Keeps LA Parks Safe After Dark

he City of Los Angeles launched T a program in which parks are kept open until 11:00 p.m., and volunteers and staff facilitate safe, healthy activities.

9 Legal Notes

Preserving Access While Regulating Conduct in Public Libraries

Award for Excellence

almdale gives residents a way to P help address critical infrastructure challenges.

17 California Cities Helen Putnam Award for Excellence

Menifee’s Youth Advisory Committee Boosts the Community

he committee advises the council T and participates in local events.

Job Opportunities 18 Professional Services 27 Directory

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Cover image: Andresr/ Shutterstock.com

By Stephen A. McEwen and Nicholas E. Hermsen

pen library access can lead to O dilemmas such as situations involving patrons who bring in excessive amounts of personal belongings and use the library as a temporary shelter.

www.uscommunities.org/lcc Sponsored by the League of California Cities®

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 Carrie Manning Meghan McKelvey Patrick Whitnell

28–29

Associate Editors Carol Malinowski Carolyn Walker

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

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Nov. 30–Dec. 1

Advertising Design ImagePoint Design For photo credits, see page 19. Western City (ISSN 0279-5337) is published monthly by the League of California Cities, 1400 K St., Sacramento, CA 95814. Subscriptions: $39.00/1 year; $63.00/2 years; student: $26.50; foreign: $52.00; single copies: $4.00, including sales tax. Entered as periodical mail January 30, 1930, at the Post Office, Los Angeles, CA 90013, under the Act of April 13, 1879. Periodical postage paid at Sacramento, Calif.

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IND EN

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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President’s Message by L. Dennis Michael

Navigating the Ups and Downs of the Council-Manager Relationship

ost California cities use the council-manager form of government. In this model, the city council sets policy, passes ordinances, approves new projects and programs and ratifies the annual budget. The city manager implements the policies, advises the council, makes recommendations on council decisions, formulates the budget and oversees the administration and management of staff and resources. Having the city manager oversee the agency’s day-to-day operations allows the council members to focus on big-picture policy issues without the distraction of administrative tasks, such as managing personnel. It also enables the council to hold one individual accountable for the city’s administration.

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First and foremost, the relationship between the city council and the city manager is a partnership that serves the community. This partnership benefits immensely from a council that sees itself as a team. While council members can and do disagree on various issues, they can nevertheless function as a team if all members can agree that their shared goal is to make the best decisions possible for the community they serve. It can be helpful to frame this as a collaborative effort in which all members bring something of value to the task at hand.

Building a Positive, Constructive Relationship Civility and communication are key elements of an effective council-manager partnership. Respectful discussions that incorporate civility set a positive tone for

council meetings and council-manager interactions and help foster a welcoming environment for community members who attend council meetings. Communicating clearly is essential to a positive, productive relationship between the council and the city manager. When dealing with a controversial or emotionally charged issue, it’s critically important to listen carefully and, in many cases, repeat or paraphrase what you just heard to ensure that you fully comprehend and acknowledge what has been said. A respectful exchange also involves giving your complete attention to the discussion. This means eliminating distractions to the extent possible, which may include turning off cellphones as a courtesy until the discussion or meeting has concluded. continued

Western City, August 2016

Navigating the Ups and Downs of the Council-Manager Relationship, continued

Separating the people from the problems is another helpful strategy. Emotions can make problem-solving more difficult when people feel passionately about an issue. But attacking the problem — instead of each other — offers a more effective approach and a better way to preserve an important working relationship. It’s OK to disagree, but it’s not OK to be disagreeable.

tough issues. Address issues directly as they arise by communicating clearly and respectfully. Bear in mind that conflict can play a constructive role in problem solving. Complacency can be a red flag. A complacent council and city manager may be avoiding dealing with controversial or thorny problems. Such avoidance can ultimately make the problem much harder to address.

When communication falters, problems occur. Avoiding conflict, which is human nature, can be a barrier to progress on

Complaining is another red flag. When one team member complains to another about the performance or approach

Don’t allow your mistakes to cast a long shadow — address them promptly.

of a third team member, this generally indicates significant frustration. If a fellow council member complains to you about the city manager or another council member, gently redirect the focus and explore possible ways to address the problem. It may be helpful to say, “I hear you are frustrated. What might we do differently to address this issue? What positive steps can we take to change this dynamic?”

Dealing With Challenges Difficulties can arise in numerous situations related to the council-manager relationship. One challenge involves council members who don’t see themselves as part of a team — first, as part of the council team, and second, as part of the larger team comprising the council, the entire city organization and the community, including both residents and local

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businesses. It may be helpful to have a skilled, neutral, third-party facilitator lead the council and manager in discussions and team-building exercises to help nurture a culture of teamwork. Another useful tool is to “think greatness.” Former City Manager Gary O’Connell described this in a 2007 article titled “CouncilManager Relations: Finding Respectable Ground” in Public Management magazine: If you have [a] theme to help emphasize excellence and high performance (such as building a world-class community), it goes a long way to help staff and employees understand that goal. This kind of thinking appeals to many councils and helps them think about the larger, difficult and more strategic issues in the community. Another pitfall occurs when a council member doesn’t have a clear understanding of the council’s role. For example, when a council member bypasses the city manager and gives direction to city staff, it puts the staff in an awkward position and can undermine the city manager’s position. In my city, the city manager welcomes council members talking to city department heads but not front-line staff — and only in the context of having

a discussion, not giving direction, which is the city manager’s responsibility. The council member who treats council meetings as an opportunity to grandstand creates yet another type of challenge. A 2002 Western City “Everyday Ethics” article titled “Dealing With a Grandstander” explores this issue in-depth: The dictionary defines “grandstanding” as “playing or acting so as to impress onlookers.” Public meetings were not created as opportunities for elected officials (or wannabe elected officials) to impress each other, the media or the public. The purpose of a public meeting is to accomplish the public’s business in the most productive, efficient and professional manner possible. The article explains that grandstanding wastes the time of the public, staff and council. … There are likely to be individuals in the audience who are waiting for an opportunity to speak or for later items on the agenda. They will be frustrated and resentful of an elected official who is prolonging the meeting in a

self-serving and unproductive manner — particularly when the audience members have taken the time to come and participate in the agency’s business. … The sense that public meetings are unnecessarily long may ultimately discourage the public from attending the meetings in the long run and alienate them from civic affairs. … some agencies have adopted codes of ethics and values that address these kinds of issues. For example, the City of Sunnyvale’s code of conduct specifically says that city council members should “[b]e respectful of other people’s time. Stay focused and act efficiently during public meetings.” It also says council members should “[f ]ully participate in city council meetings and other public forums while demonstrating respect, kindness, consideration, and courtesy to others.” In a similar vein, the City of Santa Clara’s Ethics and Values Statement emphasizes the importance of communication, particularly effective two-way communication that involves listening carefully and adding value to conversation. continued

Find More Resources Online Read the online version of this article at www.westerncity.com to access related resources and information, including these articles: • A City Council Member’s Role With Respect to Individual City Employees; • Get Your Public Meetings Back on Track; • Promoting Good Governance Within Your Agency; • Is Your City Council Stifling Innovation? Tips to Promote Smart Risk-Taking; • Meeting Great Expectations: Dealing With Emotional Audiences; and • Dealing With a Grandstander.

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The council-manager relationship has a direct impact on the tone of city council meetings and public perception of the council’s effectiveness.

Western City, August 2016

Navigating the Ups and Downs of the Council-Manager Relationship, continued

Council-Manager Relations: How We Work Together by Debra Figone What your city manager wants from the council to be optimally effective: • Respect that we have a council-manager form of government; • Allow me to assist in translating your policy interests and priorities to the organization to achieve action; • Give clear direction as a council; • Feel free to interact directly with department heads on city matters. They are instructed to keep me informed of such contacts, and I ask that you do the same. Please do not direct them. Department heads are agents of the city manager, not free agents;

What you, the council, can count on me to do as your city manager: • Treat you with respect; • Tell you the unvarnished truth; • Treat you as partners as well as my employers; • Establish individual relationships with you to help each of you be effective council members; • Help you to be effective collectively as a city council; • Act within my comfort zone on council requests and advise you when a request should go to the entire council; • Communicate with you to keep you as equally informed as possible; • Listen to you and seek to understand you, your role and your needs;

• Fix the problem, not the blame. Help create a no-blame culture. If you acknowledge disappointment in public, do so constructively. Scolding should be done privately;

• Do my personal and professional best;

• Be sensitive about the need to pace the organization and to manage priorities, workload and expectations. Use city processes and protocols to add issues and interests to the workload; and

• Be politically astute but not political.

• Help me understand how best to communicate with you both as a team and as individuals. These methods must be compatible.

• Respect your council-to-council and council-to-constituent relationships; and

Remember, I am human. If you don’t see these actions, please give me the benefit of the doubt, and then talk to me about it. Debra Figone is former city manager of San José. This information was presented at the League’s 2011 City Managers’ Department Meeting.

Health Care Reform Solutions Keenan’s Health Care Reform Consulting Services help you understand the Affordable Care Act’s (ACA) potential impact on your health care benefit plan. • Analysis of your plan and employee workforce • Prioritizing next steps in alignment with your objectives • Creating a recommended action plan • Evaluating and modeling plan design and contribution strategies • Developing employee wellness and condition management approaches • Identifying cost-savings alternatives to Covered California, including PACE, a unique Joint Powers Authority medical benefits program for public agencies For more information about our Health Care Reform Consulting Services, please contact Steve Gedestad, sgedestad@keenan.com.

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Innovative Solutions. Enduring Principles.

In its Attributes of Effective Councils publication, the Institute for Local Government offers these best practice tips: Build capacity to create a more effective team. The governance team (mayor, council members and city manager) should get to know each other — how each person approaches issues, decision-making and so on. This can be accomplished at annual meetings or workshops throughout the year. In the event that council members disagree, clear ground rules (norms of behavior and practice) can help quell acrimony before it becomes a problem. It’s important to remember that trust is built around understanding and respect, not necessarily agreement.

Supporting the City Manager’s Role The council can support the city manager in many ways, such as giving him or her permission to take risks and act in an entrepreneurial manner, and providing clear directions with a unified voice. See “Council-Manager Relations: How We Work Together” at left for additional tips.

Accepting Responsibility Everyone makes mistakes. It’s part of the human condition. If you have mistakenly asserted something that you subsequently discover was inaccurate or wrong, share that information and take responsibility for your error. If you have contributed to difficulties in communication, apologize and agree to move on. Don’t allow your mistakes to cast a long shadow — address them promptly. Doing so also helps to build bridges with your colleagues on the council and your community and ultimately improves your ability to serve the public. ■

Next Month in Western City: The Issue of Homelessness

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Inspiring a Lifelong Commitment to

Civic Engagement by Eva Spiegel Because a healthy democracy is built upon a foundation of engaged citizens, inspiring young people to become involved in their communities and government is essential to the future of strong cities, states and the nation. The Ruth Vreeland Award for Engaging Youth in City Government, a category of the Helen Putnam Award for Excellence, highlights California city programs that involve local youth in helping shape their communities. The 2016 winner will be honored during the 2016 League of California Cities Annual Conference & Expo, Oct. 5–7 in Long Beach, along with the winners in the other 11 categories. The League created this award in honor of former Monterey City Council Member and League Board Director Ruth Vreeland, who was a teacher and a passionate advocate for youth. Vreeland died in 2004. The award recognizes programs such as: • Youth commissions that have maintained active and diverse youth involvement and provided young people a voice in their city’s public decision-making; • Collaborative efforts between cities and other organizations (schools, public agencies, nonprofits, the faith community and the private sector) to inform and engage youth about city issues and their community; • Projects that promote young people’s understanding of local government, their roles and responsibilities as citizens and their engagement in the community in ways that advance this understanding and benefit the community; and • Improvements in how the student community functions in terms of attitude, involvement, knowledge and the skills of good citizenship. This month Western City features Menifee, the 2015 winner (see “Menifee’s Youth Advisory Committee Boosts the

Community” on page 17), but beyond the winners, other entries in this category are also incredible examples of the wide variety of approaches cities take in leveraging the energy and commitment of youth to their communities. The League website features a database (www.cacities. org/citysolutions) of applications in each Helen Putnam Award category from previous years, which can be searched by year and keyword. A summary of each application from the most recent award year is displayed on this landing page with a link to the full write-up. These applications are best practices that can often be replicated in other cities to fit the local community. For example, Temple City’s application focuses on an October 2014 Youth Engage Conference organized by the Temple City Youth Committee and hosted at City Hall. Approximately 100 students participated in the workshop designed to spark greater youth civic engagement and help develop the next generation of leaders. The Temple City Youth Committee was created as a result of the city’s desire to connect with all constituents. In Cupertino, the city’s Teen Commission partnered in 2012 and 2014 with the City of Saratoga’s Youth Commission to host political debates geared toward youth

and teens. The two-hour events featured debates with local and state candidates. CA Cities Advocate, the League’s electronic newsletter, regularly features articles on Helen Putnam Award applicants from the most recent year. These stories can be viewed at www.cacities. org/CACitySolutionsNews. Several Ruth Vreeland Award applicants from 2015 have been spotlighted in 2016, including Salinas’s youth-led Ciclovia, an open street project initiated by a city youth commission that believed creating a special space for walking, biking, dancing and celebrating could transform the city. Open street initiatives temporarily close streets to car traffic to allow people to use them for recreation and socializing and can help communities achieve environmental, social, economic and public health goals. First launched in 2013 by 13 high-school students and a handful of college students, the event attracted 2,500 people and grew to 3,000 the next year. A diverse coalition of individuals and organizations partnered to make Ciclovia Salinas successful.

Start Thinking Ahead to the 2017 Helen Putnam Award It’s not too early to start thinking about applying for a 2017 Ruth Vreeland Award for Engaging Youth in City Government. Applications, which are due in April 2017, can be submitted directly through the Helen Putnam website at www.HelenPutnam.org. Juries of peers meet in late spring to review applications and select the winners, which will be announced during the Opening General Session of the 2017 League of California Cities Annual Conference & Expo. ■

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

Western City, August 2016

Summer Night Lights Program Keeps

LA Parks Safe After Dark Many cities throughout California experience a rise in violence during the summer. When school is out, cities struggle to keep youth engaged in positive activities. This is especially true in areas that are prone to gang violence. To address this challenge, the City of Los Angeles adopted a Summer Night Lights (SNL) program in which parks and recreation centers — many in areas with extensive gang activity — remain open 7:00 p.m. to 11:00 p.m., and volunteers and staff facilitate safe, healthy activities for children and families. At these events, city and county departments and nonprofit organizations provide everything from nutritious meals to Zumba lessons.

Public-Private Partnership Spurs Program The city organizes SNL through a public-private partnership of the Mayor’s Office of Gang Reduction & Youth Development (GRYD) and the nonprofit GRYD Foundation. SNL conducts athletic, recreational, educational and artistic activities that are youth- and adult-centered. Activities include dance classes and art workshops such as silk screening, ceramics, illustration and painting. For those who are more sports oriented, the program offers basketball, softball and soccer leagues. City and county departments and nonprofit organizations also provide resource fairs, health screenings and workshops. SNL hires community intervention workers to engage youth in proactive peacekeeping activities as well as violence-interruption strategies. Since 2008 more than 4 million youth and families have participated in SNL’s free activities, and the program has served over 2 million meals featuring fresh produce. SNL reaches families living below the poverty line and provides activities to help fight obesity.

Creating a Positive Change In addition to helping decrease violence, SNL creates job opportunities for both adults and youth. Through SNL’s Youth Squad, teens and young adults age 17 to 24 receive job training on customer service, leadership, team-building, financial literacy and work readiness. As a result, the program has hired and trained 326 at-risk youths, 240 of whom received a work readiness certificate in 2015. The Los Angeles County Department of Public Health surveyed SNL efforts in the county and found that recreation and parks staff members are frontline ambassadors for community health. Evaluations and data also reveal that SNL programs are effective in reducing crime, preventing violence, increasing physical activity and building social cohesion and trust among community members and staff, which is particularly effective in serving disadvantaged communities. In summer 2014 alone, the city saw a 15.4 percent reduction in gang-related crime in the 32 SNL communities compared to these locations in 2013. City staff and elected officials enjoy SNL as a way to engage with members of the public who often do not attend public events and meetings. SNL activities support positive youth development and can be a key strategy in reducing summertime crime and violence among youth by bringing communities together in safe spaces. To learn more about Summer Night Lights and Parks After Dark efforts, visit http://bit.ly/SNLinfo or http://bit.ly/ParksAfterDarkInfo. ■

LA’s Summer Night Lights program offers many activities, including recreation and arts and crafts, to meet the needs of families and youth.

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About Legal Notes This column is provided as general information and not as legal advice. The law is constantly evolving, and attorneys can and do disagree about what the law requires. Local agencies interested in determining how the law applies in a particular situation should consult their local agency attorneys.

Preserving Access While Regulating Conduct in Public Libraries by Stephen A. McEwen and Nicholas E. Hermsen Libraries perform a unique and important function in American society. According to the U.S. Supreme Court, “a public library [is] a place dedicated to quiet, to knowledge and to beauty.” Public libraries give people of all ages and backgrounds access to a vast array of topics and literature and ways to learn about current events, explore the internet, perform schoolwork and become better connected with their communities. The public, therefore, has a right to enter and use public libraries under the First Amendment.

At times, however, open library access leads to difficult dilemmas — for example, situations involving patrons who bring in excessive amounts of personal belongings and use the library as a temporary shelter. In such circumstances, other library patrons may complain that this interferes with their right to use and enjoy the library. Preserving the public’s right to use the library for its intended purposes can present difficult legal challenges under the First Amendment and Due Process Clause.

A Library Is a Limited Public Forum Federal court decisions analyzing library access issues agree that “the First Amendment does not merely prohibit the government from enacting laws that censor information, but additionally encompasses the positive right of public access to information and ideas.” The First Amendment, therefore, protects “the right to some level of access to a public library.” continued on page 20

Stephen A. McEwen is a partner in the law firm Burke, Williams & Sorensen LLP and serves as city attorney for the City of Buellton, assistant city attorney for Hemet and Atascadero and deputy city attorney for Placentia; he can be reached at SMcEwen@bwslaw.com. Nicholas E. Hermsen is an associate with Burke, Williams & Sorensen LLP and serves as deputy city attorney for Cathedral City; he can be reached at NHermsen@bwslaw.com. www.westerncity.com

Western City, August 2016

Cities Collaborate to Help Give

Running Start for by Melissa Kuehne

With summer coming to a close, cities throughout California have been taking steps to ensure that youths in their community are prepared for the school year ahead. Using programs ranging from truancy reduction to summer reading, cities are taking unique and collaborative approaches to combat summer learning loss and prepare students of all ages to return to school. Summer is a critical time for youth, especially in lower-income neighborhoods — students often have limited access to enrichment opportunities or safe places to congregate, and the social, learning and health support

available to them during the school year is typically disrupted. The cities of Ontario, Pittsburg and Fremont provide examples of how municipal programs help keep youth on a positive path during the summer months. Ontario Launches Citywide Effort to Increase Early Literacy In 2015 the Ontario City Library launched KinderGO, a program to increase the number of children age 6 and younger who have library cards.

The program, funded by a Library Services and Technology Act grant administered by the California State Library, provides children and families with library cards and information about library resources to boost participation in communitywide reading programs. KinderGO’s first phase involved visiting all of the kindergarten classes in the city. The library’s Youth Services Department enlisted and trained 65 city employees from diverse departments. The city staff visited classrooms to share information about library services, read stories and

Melissa Kuehne is communications and development manager for the Institute for Local Government (ILG) and can be reached at mkuehne@ca-ilg.org. Patrice Chamberlain, program manager for ILG’s California Summer Meal Coalition, also contributed to this article.

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Participants in the Fremont Youth Empowerment Academy created this mural, which is displayed at the Alameda County Juvenile Justice Center, with the help of renowned urban artist Cameron Moberg.

far left

Kids a

Find Related Resources Online For links to the programs described here and additional resources, read the online version of this article at www.westerncity.com.

School distribute KinderGO bags that held a wallet, library card and various library materials. For the second activity, KinderReads, library staff chose one book to be read to all kindergarten students during the visits and provided each teacher a copy of the book with a packet of activities to be used in the classroom. KinderGO held a large-scale resource fair, KinderFair, for kindergarteners and their families as the program’s final activity. The fair featured early literacy, science, technology, engineering and math (STEM) stations, live music, costumed characters, library tours and other activities.

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The program distributed 2,200 library cards. As of April 2016, nearly 300 of them had been activated and used — double the number of cards for children age 6 and younger that were active before the program was launched. The city and library are committed to continuing the program and are currently planning for KinderGO 2017.

In addition to serving between 180 and 230 meals per day, the library offers story time, movie days, “Free Book Fridays” and summer reading programs that aim to boost early literacy, combat summer learning loss and encourage all community members to read more. Funding for the summer reading program comes in part from local business community sponsorships.

Because 90 percent of Ontario’s schoolaged children participate in the free and reduced-price lunch program during the school year, the Ontario City Library became a Lunch at the Library meal site in 2015. In the first year alone, the library served over 7,000 youths — the secondhighest number served statewide.

The summer reading program’s third year generated an increase of 500 participants. Library staff offers this programming with the assistance of “volunteens,” local high-school students who help with Lunch at the Library meals and programming and receive school credit in return. continued

Western City, August 2016

Cities Collaborate to Help Give Kids a Running Start for School, continued

The Ontario City Library also hosted the statewide Lunch at the Library Kick-Off Event held June 1, 2016, which brought together local, regional and state elected officials and staff, including State Librarian Greg Lucas. Activities included child fingerprinting and community booths that provided information on summer reading programs, community gardens, the “Rethink Your Drink” campaign and Healthy Ontario. “Kindergarten is the first time kids are a captive audience,” says Helen McAlary, director of the Ontario City Library. “If we can get library cards for all of them, we can play a supporting role through their academic years.”

“Having that library card opens the world to every child who may not be able to leave Ontario,” adds Courtney Saldana, the library’s youth services manager. “It’s all about equal access for every child.” Pittsburg Partners to Reduce Truancy and Connect With Families The City of Pittsburg joins a growing number of California communities where leaders are taking advantage of summer and a unique collaborative opportunity to help ensure students are ready for the school year ahead. Contra Costa County, like many counties, has been experiencing rising truancy rates, with

chronic absences beginning in elementary school. Truancy increased by 8.5 percent in the 2013–14 school year compared to the previous year. This contributes to two problems — a loss of more than $1 million in Average Daily Attendance funds and a greater risk of falling further behind academically for the county’s most vulnerable students. During the 2014–15 school year 77 percent of Pittsburg Unified School District’s students were eligible for free or reducedprice lunches, yet the district struggled to increase participation in its summer meal program. The solution lay in a city-school partnership. The school district was already partnering with the city to serve summer meals at the Pittsburg branch

Summer is a critical time for youth, especially in lower

How to Start a Summer Meal Program in Your City

income neighborhoods.

• Assess the needs of families in your community during the months when school is out and the availability of local summer meal programs; • Explore the extent to which your libraries, parks and recreation sites or other public facilities can become summer meal sites; • Promote the availability of summer meal programs to the community; • Convene city, school and community leaders to identify strategies that address childhood hunger, and establish a work group to plan and help implement these strategies; • Partner with community organizations that serve summer and after-school meals; • Sponsor an after-school or summer meal program; and • Host or participate in a community kick-off event to help raise awareness of and increase participation in your city’s summer meal program. For more information about summer and after-school meal programs, visit http://bit.ly/meal-info.

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of the Contra Costa County Library in conjunction with the library’s summer reading program. To help take that collaboration to the next level, leaders coordinated an end-of-summer awareness event to get families ready for the start of school in August. In collaboration with the Institute for Local Government’s California Summer Meal Coalition, Pittsburg Unified School District, the City of Pittsburg, Contra Costa County Public Health Department and other agencies hosted a free Backto-School Barbeque for families. Held outside the Pittsburg Library, the event encouraged families to use the library while the school district provided free,

locally sourced lunches to 320 families. The Pittsburg Police Department participated in the event and gave families a chance to interact with officers, participate in the child fingerprinting program, explore police vehicles and meet K-9 Officer Zed. The Contra Costa District Attorney’s Office and Contra Costa County Probation Department staff handed out free books and school supplies. Talking with parents and caregivers gave police and probation officers an opportunity to stress the importance of school attendance, increase awareness of the county’s new truancy court and build positive relationships with families. Other agencies offered nutrition education, health-care insurance enrollment information and additional community

resources. And local farmers provided activities to help children learn how food is grown. The school year can be a very busy time for working families as well as for schools and local public agencies. The more relaxed summer season offers an opportunity for collaboration and a starting point for agencies to better identify their shared interests and goals for the school year ahead. The barbeque also provided a positive experience for families that illustrated Pittsburg’s commitment to the success of its youth year round and to ensuring that students return to school healthy and ready to learn. continued

below The

Ontario City Library’s KinderGO program provides library cards for kindergarten students and a book to be read in each classroom; its KinderFair event offers learning activities and resources for children and their families, left.

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Western City, August 2016

Cities Collaborate to Help Give Kids a Running Start for School, continued

Fremont Engages and Empowers At-Risk Youth The City of Fremont Human Services Department takes a collaborative approach to helping youth and families. Its Youth and Family Services Division offers child and family counseling and assessment and intervention for at-risk youth and youths on probation, as well as parenting support. Fremont’s Family Resource Center houses the division, along with more than 24 state, county, city and nonprofit agencies that provide essential community resources, including employment programs, housing information, mental health services, intensive and coordinated case management, child care information and referrals, support groups and vocational services. To help families navigate these services, Fremont’s Youth and Family Services Division hired a family-parent partner

who acts as liaison between the city and the families it serves. The partner brings firsthand experience and perspective to help families feel more respected and build their trust in the city and its programs and services. The partner’s main focus areas include mental health education, child development, local resources, advocacy and self-care. In addition, the partner helps bridge cultural gaps, helps parents develop specific skills and provides emotional support for families in times of stress or crisis. In an effort to reach at-risk youth, the city developed the Fremont Youth Empowerment Academy. Now in its fourth year, the academy enrolls approximately 20 youth between the ages of 15 and 18 each year. The seven-week program offers elective credit, work experience and job readiness training, including résumé writing and interview and leadership skills. The academy represents a collaborative effort supported

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“The academy was developed to provide a continuing education and work experience program for youths who are at risk during the summer months,” says Annie Bailey, Youth and Family Services administrator for the City of Fremont. “We are trying to help them catch up and get school credit and work experience so that they can graduate and have viable educational and career opportunities.” In addition to classroom time, students enrolled in the academy spend time in the community including visiting the Fremont Senior Center to help serve meals, teach self-defense, play games and engage in intergenerational conversation. In 2015 academy students worked with award-winning urban artist Cameron Moberg to create a community mural. The Fremont Art Guild made a generous donation to cover the cost of the materials for the mural, which is currently on display at the Alameda County Juvenile Justice Center.

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“The partnership began a few years ago under the leadership of the city, with officials saying, ‘Every student is important — how can we can work together to empower them, help them and make sure they are having a really great summer experience?’” says Jim Morris, superintendent of Fremont Unified School District. Morris enthusiastically supports the program and has delivered the commencement speech each year for the Fremont Youth Empowerment Academy graduating class. How Your City Can Get Involved Cities throughout California are finding innovative, collaborative ways to ensure that the youths in their community are ready to go back to school. Find tips on getting involved in “How to Start a Summer Meal Program in Your City” on page 12 or visit www.ca-ilg.org/summermealcoalition. ■ www.cacities.org

Ontario’s Lunch at the Library program serves summer meals and offers children and families story time, reading programs and more, with the help of teen volunteers.

About Lunch at the Library Keeping children healthy, fed and engaged during summer months is the goal of Lunch at the Library programs. The California Summer Meal Coalition and California Library Association work with libraries statewide to offer summer meals and prevent summer learning loss in low-income communities. These programs do more than just provide meals. Activities at Lunch at the Library sites include welcoming guest readers, distributing backto-school supplies and books and providing nutrition education, such as container gardening and how to make healthy snacks and smoothies. To find out more about summer meal programs and how your city can get involved, visit www.ca-ilg.org/summermealcoalition or http://lunchatthelibrary.org.

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Visit PARS at booth #1341 During the League of cities annual conference For more information or a complimentary proposal Mitch Barker: 800.540.6369 x 116; mbarker@pars.org Dennis Yu: 800.540.6369 x 104; dyu@pars.org Kevin O’Rourke: 707.249.5356; kevin@kolgs.com ©2016 Public Agency Retirement Services (PARS). All rights reserved.

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Western City, August 2016

Residents help plant trees and reseed worn grass areas in city parks.

Palmdale’s Season of Service

Puts Volunteers to Work The City of Palmdale (pop. 160,072) lies 60 miles northeast of Los Angeles in the Mojave Desert region. The city experienced a major challenge during the Great Recession when economic difficulties significantly reduced city staff and funding levels, especially in its Public Works Maintenance Division, which is responsible for renovating and revitalizing the city’s infrastructure. The division lost approximately 50 percent of its workforce, leaving few staff to address the renovation and revitalization projects. Palmdale began contracting out much of the dayto-day routine maintenance of the parks and landscapes.

Bridging the Gap With Volunteers Residents make extensive use of the city’s parks, most of which are over 20 years old. Maintenance challenges included dilapidated fencing, sports fields with significant wear and tear, aging landscaping, outdated playgrounds and obsolete lighting fixtures. Park facilities and fixtures — activity buildings, restrooms,

picnic tables, benches and trash receptacles — were weathered, and the paint in parking areas had faded. Higher priorities, such as public safety, continually superseded these maintenance needs. The situation required an innovative approach. Because Palmdale has a strong tradition of community involvement, a communitybased solution to the challenges of maintaining an aging parks infrastructure seemed the logical next step. Involving residents in renovating and revitalizing city parks included benefits such as: • Increased community awareness of challenges related to resources and maintenance; • Service and learning opportunities for families; • A greater sense of community ownership of city assets; and • Pride and accomplishment in the completed projects.

Palmdale created its Season of Service program in 2013 to give residents a way to engage in community projects and help address critical infrastructure challenges. The annual program typically features four to five projects beginning with the Martin Luther King Jr. Day of Service in January and culminating with Global Youth Service Day in April. Activities have included planting trees, renovating parks, constructing a community garden, eradicating graffiti and cleaning up illegally dumped trash. Since the program’s inception over 2,500 residents have participated in service day events and donated more than 10,000 hours. Careful planning by an interdepartmental team before each event results in increased efficiency and quality work done by residents working side by side with city staff. In addition to recruiting residents and service organizations to participate, the city has established partnerships with area businesses that provide labor and materials for the various projects. continued on page 26

The City of Palmdale won the Award for Excellence in the Public Works, Infrastructure and Transportation category of the 2015 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

League of California Cities

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Menifee’s Youth Advisory Committee Boosts the Community Situated in the heart of southern Riverside County along Interstate 215, Menifee is home to more than 85,000 residents. Menifee incorporated in 2008, and its population has since grown by about 30 percent. The city’s demographics also changed in conjunction with this growth — its residents’ median age shifted from 56 years old to 38 years old. As part of its efforts to address qualityof-life concerns for the growing community, the city council sought input from Menifee’s youth. In response, the Community Services Department created the Youth Advisory Committee in April 2014 to promote public service and community involvement and review proposals for youth-related programs, projects and facilities. “The Youth Advisory Committee promotes and participates in community events, programs or projects through public education and community

organizations and acts in an advisory capacity to the city council in policy matters pertaining to youth,” says Mayor Scott Mann. “The committee is composed of 11 members (and two alternates) who represent a cross section of the community’s youth and includes high-school students, college students, sports team members and youth recreation users,” says Community Services Director Robert Lennox. “Committee members serve a one-year term, and the committee conducts its monthly meetings in accordance with the Brown Act.” Two members of the Youth Advisory Committee also serve on the Menifee Citizens Advisory Committee.

Providing Input for Policy-Makers One of the Youth Advisory Committee’s first activities was creating a working list of youth-related priorities needed in the

city. These priorities included enhancing and providing additional parks and recreational facilities and opportunities to connect residents of diverse ages and cultures and preserve the region’s rural heritage and charm. As a result of the committee’s input, the city launched a Parks, Trails, Open Space and Recreation Master Plan project. The master plan, developed with Youth Advisory Committee input, addresses concerns related to obesity and providing programs that will keep youth safe and focused on positive recreational activities.

Offering Hands-On Help at Community Events The Youth Advisory Committee plays an integral, active part at many of Menifee’s signature events, where they engage with the community and bring enthusiasm to a variety of activities. On Veteran’s Day, continued on page 27

The City of Menifee won the Ruth Vreeland Award for Engaging Youth in City Government in the 2015 Helen Putnam Award program. For more about the award program, visit www.helenputnam.org.

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Western City, August 2016

Display Advertising

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

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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Chief of Police Salary Range $163,450—$179,795

The City of Placentia is seeking a Police Chief that will strive for an effective and efficient delivery of services. The ideal candidate will have the skills necessary to collaborate with staff to deliver the highest quality policing services to the community. The Police Department consists of 49 sworn personnel and additional professional staff to conduct all Police Department operations. Deadline: Thursday, August 18, 2016. Application packet must include: Application, Cover Letter, Resume and Supplemental Questionnaire. Email to: hr@placentia.org. City of Placentia, 401 East Chapman Avenue, Placentia, CA 92870. Contact Human Resources at (714) 993-8141 or visit our website: http:// placentia.org/DocumentCenter/ View/5170 for more information.

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Police Captain, City of Pleasanton, CA The City of Pleasanton (population nearly 75,000) has the well-deserved reputation of being one of Northern California’s premier communities in which to live, work, and raise a family. The Police Chief is now seeking a Police Captain to serve as the newest member of the Police Department’s leadership team, upholding the Department’s commitment to responsive, respectful, and conscientious delivery of public safety while offering a small-town service approach. A strong candidate for this position will have experience with high-visibility incidents and labor negotiations; at minimum, candidates must possess a bachelor’s degree in a job-related area and one (1) year of experience as a Police Lieutenant at the time of appointment. Two or more years of experience at the level of Police Lieutenant or higher is desirable. Candidates must possess or be eligible to obtain a POST Management Certificate and a California Driver License. The salary for the Police Captain is currently under review, with an existing control point of $163,824 annually. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Joel Bryden at (916) 784-9080 should you have any questions. Brochure available. Closing date August 26, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

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Public Works Director

City of Seal Beach, California

City of Manhattan Beach, CA

DIRECTOR OF PUBLIC WORKS

ne of the most desirable communities on the west coast, Manhattan Beach is home to a population of 35,726 in Los Angeles County. This urban coastal city attracts over 3.8 million visitors annually and is known for a wide variety of amenities that include two miles of beachfront property, an iconic pier, vibrant downtown and 54 acres of parks with diverse facilities and recreational opportunities. The Public Works Department is organized across five divisions – Engineering, Utilities, Maintenance, Environmental Programs and Administration. Manhattan Beach is seeking a strong leader who thrives in a dynamic environment and is accustomed to meeting exceptional service standards. He/she will be a team oriented and empowering people manager who encourages problem solving and leadership at all levels. Five years of experience in municipal public works, including four years of service in a supervisory capacity, and a Bachelor’s degree are required. Experience in a comparable community is desirable. Salary range $156,648 - $204,156. Salary is supplemented by an excellent benefits package. Closing date: Sunday, August 14, 2016. For recruitment brochure and to apply online, visit www.tbcrecruiting.com.

Teri Black • 424.296.3111 Bradley Wardle • tel 650.450.3299

Building Official, Calaveras County, CA Calaveras County, CA (population approximately 48,000) is located in the heart of the California Gold Country. The County Board of Supervisors is now seeking a Building Official, responsible for the overall operation of the County’s Building and Code Compliance divisions while managing a budget of approximately $1.5 million and a full-time staff of 15. Qualifications for this position include: a certification as a Building Official from the International Code Counsel (ICC); a valid CA Driver License; five (5) years of professional experience in construction with demonstrated knowledge of Uniform Building Codes; and five (5) years of supervisory experience, two (2) of which should be at the level of a Chief Building Official/Deputy Community Development Agency Director or equivalent. A bachelor’s degree in a related field is preferred. The salary for the Building Official is open and dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Joel Bryden at (916) 784-9080 should you have any questions. Closing date August 26, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Photo/art credits Cover: Andresr/Shutterstock.com Page 3: Photo, Stockagogo, Craig Barhorst/Shutterstock. com; graphic, Andrey_Kuzmin/Shutterstock.com Page 4: Graphic, shopplaywood/Shutterstock.com Page 5: Photo, Stephen Coburn/Shutterstock.com Page 7: Photo, Rawpixel.com/Shutterstock.com Page 8: Photos courtesy of the City of Los Angeles and Institute for Local Government Page 9: Photo, Tyler Olson/Shutterstock.com Page 10: Courtesy of the City of Fremont and Institute for Local Government

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Page 11: photo, Andresr/Shutterstock.com; graphic, Hakki Arslan/Shutterstock.com Pages 13 & 15: Courtesy of the City of Ontario and Institute for Local Government Pages 16 & 26: Courtesy of the City of Palmdale and League of California Cities Pages 17 & 27: Courtesy of the City of Menifee and League of California Cities Pages 20–21: Top photo, Connel/Shutterstock.com; bottom photo, Alexey Stiop/Shutterstock.com

Salary range: $12,352.72 - $15,014.81 per month plus excellent benefits. Open until filled. Located on the coast of Southern California, Seal Beach enjoys a wellinformed and engaged community. With a population of approximately 25,000, Seal Beach is nestled between Long Beach and Huntington Beach in Orange County, and has retained its quaint “village-by-the-sea” ambiance. Under general direction of the City Manager, plans, directs, manages, and evaluates the administrative, engineering, and maintenance programs and services of the Public Works Department, and participates as a member of the City’s Executive Management Team. The position requires a Bachelor’s degree with a major in Public Administration, Civil Engineering or a related field and eight years of professional, administrative and managerial experience involving public works construction and administration. Possession of a valid certificate of registration as a Professional Civil Engineer issued by the California State Board of Registration for Civil Engineers is required. For more information and to apply for this position, please visit our website at www.sealbeachca.gov.

Western City, August 2016

Preserving Access While Regulating Conduct in Public Libraries, continued from page 9

Adopting Library Rules That Comply With the First Amendment

In applying the First Amendment to library regulations, courts have regularly held that public libraries are limited public forums: “[A]s a limited public forum, the library is obligated only to permit the public to exercise rights that are consistent with the nature of the library and consistent with the government’s intent in designating the library as a public forum. Other activities need not be tolerated.” Cities have more leeway to control objectionable conduct in a limited public forum than they do in a traditional public forum.

Because the First Amendment protects library access, library conduct rules are subject to careful scrutiny. The exact level of scrutiny that applies depends on the nature of the rule in question. In Kreimer v. Bureau of Police for Town of Morristown, the Third Circuit Court of Appeals identified two basic standards of review for library regulations. The first standard of review, which is lenient and relatively easy to survive, generally applies to “conduct” rules. These rules do R

PLANNING DIRECTOR | City of Big Bear Lake Nestled in the heart of the San Bernardino National Forest, the City of Big Bear Lake welcomes residents and visitors with its natural beauty and crisp, clean, alpine air. Southern California’s premier four season mountain resort community is just two hours from Los Angeles and offers numerous recreational opportunities. The City of Big Bear Lake is currently seeking a Planning Director. The successful candidate will be responsible for the overall administrative and management functions of the Planning Department. The annual salary range is $105,000 – $120,000 DOQ. A detailed recruitment brochure, application materials and contact information are available at www.citybigbearlake.com.

not limit traditional First Amendment activities and therefore “need only be reasonable and not an effort to suppress expression merely because public officials oppose the speaker’s view.” Examples of reasonable conduct rules include: • A requirement that patrons engage in activities associated with public library use, such as reading, studying or using library materials; • A prohibition against harassment of patrons and staff members; • A requirement that library patrons wear shoes; and • A prohibition against playing loud music or talking or singing loudly inside the library. The second standard of review applies to rules that may limit permitted First Amendment activities, such as those that control appearance or hygiene. These rules require greater scrutiny because they may “require the expulsion of a patron who might otherwise be peacefully engaged in permissible First Amendment activities within the purposes for which the library was opened, such as reading, writing or quiet contemplation.” Therefore, these rules “are constitutional only if they are narrowly tailored to serve

CITY OF EL SEGUNDO HUMAN RESOURCES DIRECTOR El Segundo, a Los Angeles County beach city of almost 17,000, is located on the Santa Monica Bay. The City offers all the natural elements of fun and adventure that you’d expect from a beach city. Residents enjoy classic California living with ocean breezes and a healthy outdoor lifestyle. El Segundo balances an ideal business environment with a small town community to provide a high quality of life for its residents and employers. There are tree-lined neighborhoods with award winning schools, parks and athletic fields. A wealth of dining and retail experiences are thriving that range from historic Main Street to recently constructed lifestyle shopping centers. William Avery & Associates The City is seeking a skilled and experienced executive manager who will be able to lead and inspire a competent and committed staff of human resources professionals. The HR Director will be relied upon heavily as a professional advisor to the City Manager and a consultant to department directors while providing leadership to the HR Department Team and driving a variety of organizational development initiatives.

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a significant government interest, and ... leave open ample alternative channels for communication of information.” If a library is going to impose a personal hygiene requirement or odor regulation for library users, it should pay close attention to the court’s analysis in Kreimer and Armstrong v. District of Columbia Public Library. In Kreimer, the court of appeal upheld a library rule that stated, “Patrons whose bodily hygiene is offensive so as to constitute a nuisance to other persons shall be required to leave the building.” The court concluded the rule was narrowly tailored to serve the government’s significant interest in ensuring that members of the public can use the library to the maximum extent possible and left open alternative channels for communication. The court further concluded that the hygiene requirement was not vague because it applied only to the extent the hygiene was so bad that it created a nuisance — a sufficiently objective standard for enforcement. Armstrong dealt with a slightly different rule. In that case, a patron was denied access to a public library under a rule that prohibited patrons with an “objectionable appearance,” defined as “barefooted, bare

Before engaging in any enforcement, it is critically important to document the problem or violation. J

Deputy Operating Officer - Watersheds Operations & Maintenance, 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 Operations and Maintenance Division. Candidates with demonstrated experience in watershed operation and management activities are encouraged to apply. 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 implementation of watershed maintenance projects. Candidates should possess a minimum of six years of progressive experience in the planning and management of watersheds, wildlife and vegetation habitats, regulatory compliance, and implementation of maintenance projects. Resumes should reflect key competencies and proven successful performance in these areas. A Bachelor’s degree with major coursework in Environmental Science, Planning, 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 August 22, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

continued

The City of Colton is accepting applications for the positions of:

Finance Director and Human Resources Director

Drafters of library rules should make sure the rule focuses on the potential to disrupt the library and includes some objective standard.

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The City of Colton is an “American Classic” with 53,000 citizens. Located in the heart of the Inland Empire, one of the fastest growing regions in the US. Colton is a thriving, wellbalanced community offering affordable housing, recreation and parks, a quality education system and public safety programs. These are executive positions, reporting directly to the City Manager. Finance Director: The ideal candidate must be results oriented and eager to assume the complex responsibilities of the position. The City seeks a good communicator and team builder, with strong interpersonal skills and the ability to bring innovative solutions to budget issues. Experience with municipally-owned utilities is highly desirable. Human Resources Director: The ideal candidate must be energetic, dynamic and provide consistent leadership for our organization of 380 employees and 9 bargaining groups. Experience with labor negotiations and ability to build consensus is essential. Excellent communication and interpersonal skills are vital. The flyer: www.coltonca.gov To apply: www.calopps.org Open until filled; first review will be August 12, 2016.

Western City, August 2016

Preserving Access While Regulating Conduct in Public Libraries, continued

chested, body odor, filthy clothing, etc.” The court concluded that this rule was unconstitutionally vague because, unlike the rule in Kreimer, “the ‘objectionable’ nature of these conditions is not accompanied by any cognizable legal definition to clarify exactly what appearances or degree of filth and odor are meant to be J

prohibited.” As a result, the rule lacked an objective standard for enforcement. The lesson from these cases is that drafters of library rules must identify a specific problem when drafting hygiene, appearance and odor rules. If there is no objective standard to guide enforcement or to differentiate between conditions R

Assistant City Manager City of Carlsbad, CA

ome to a population of 110,000 in north San Diego County, the City of Carlsbad is known for providing the ideal California experience via its beautiful beaches and lagoons, and abundant natural open space combined with world class resorts, family attractions, well‐planned neighborhoods, excellent schools and a charming village atmosphere. This full-service city has a workforce of nearly 700 full-time staff and a FY2016-17 operating budget of $253.4 million and a CIP for the year that exceeds $64 million. The ideal candidate will be an exceptional people manager and proven leader of change who is capable of bringing people together around a common vision. Consistent with the city’s priorities and superior service standards, he/she will have sophisticated understanding of high performing organizations and in-depth knowledge of local government. Previous experience in a similar role is desirable. A Bachelor’s degree in a relevant discipline is required and a Master’s degree is strongly preferred. Salary range $130,500 - $189,300. An attractive executive benefits package is also included. This recruitment will close on Sunday, August 7, 2016. A detailed recruitment brochure is available at www.tbcrecruiting.com.

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436

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Another common dilemma arises when library patrons bring excessive amounts of personal belongings to the library in bags, luggage or wheeled devices such as shopping carts. The Kreimer court noted, “The library need not be used as a lounge or a shelter.” At the same time, however, a restriction on personal belongings could effectively bar a patron from a library by forcing him or her to choose between library access or leaving his or her only belongings unattended. Any rule that addresses this issue would likely be scrutinized more closely because it could result in the expulsion of someone who is otherwise quietly using the library. Drafters of library rules should make sure the rule focuses on the potential to disrupt the library and includes some objective standard. For example, not all wheeled devices will cause a disruption; in fact, some are smaller than an average stroller. A blanket prohibition on push carts or on luggage may not be narrowly tailored enough to survive scrutiny. In addition, a library that bans push carts but not strollers may have a difficult time establishing a link between the rule and the asserted interest of maintaining adequate space and passageways inside the library. The rule, therefore, should target certain specified negative impacts rather than specific property items. Using this approach, a library may be better positioned to avoid claims that it is banning a specific class of people.

Develop Enforcement Procedures That Comply With Due Process

408.399.4424 Fax: 408.399.4423 email: jobs@averyassoc.net www.averyassoc.net

The cases dealing with legal challenges to library rules demonstrate that how the rules are enforced is as important as the rules themselves. Due process requires notice of the violation and an opportunity to be heard. The extent of the due process protection required depends on what the particular situation demands.

Please check our website at http://www.averyassoc.net/current-searches/ for formal position announcements.

A simple ejection from the library typically requires a clear explanation of the applicable

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that truly affect the public’s access to the library and those conditions that are merely annoying, a court is likely to strike down the rule.

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library rule and an opportunity for the offending patron to address the alleged violation with a member of the library staff. A lengthier banishment from a library may require a more formal appeal process. Before engaging in any enforcement, it is critically important to document the problem or violation. Library staff should create a detailed record of the unpermitted conduct that describes all incidents with specific details, lists all witnesses and explains why the conduct violates a library rule. In Kreimer, the court relied heavily on an extensive factual record, including the library’s written log of incidents involving Kreimer’s disruptive behavior and foul odor. In Armstrong, on the other hand, the library could not even recall the situation in which it banned Armstrong from entering, which put the library at a distinct disadvantage. As Armstrong instructs, it is also important to document how notice was provided to the offending patron, and that he or she was provided an opportunity to be heard on the matter. In Armstrong, there was no evidence that Armstrong “was ever told either that an appearance regulation existed or exactly which provision of such a regulation he had violated.” At most, he was told that he needed to “clean up.” This was insufficient notice.

Because the First Amendment protects library access, library conduct rules are subject to careful scrutiny. J

E S

Director of Economic & Property Development City of Long Beach, CA

he City of Long Beach is one of the country’s largest urban coastal communities and the seventh largest city in California. Home to a diverse population of 462,257, Long Beach is a full-service municipality with its own commercial airport, convention and entertainment center, and one of the busiest seaports in the world. The city’s population is as diverse as its job base, commercial, residential and recreational offerings. Located in Los Angeles County, the city spans 50-square miles and attracts 6.5 million visitors per year. Long Beach is seeking an innovative and forward thinking development professional to serve as its next Economic & Property Development Director. The ideal candidate will possess land use expertise and offer a track record of accomplishments that demonstrate the ability to enhance the economic vitality of a city, county or specific region. Outstanding interpersonal and relationship building skills will be expected. At least five years of relevant experience and Bachelor’s degree are required. Salary will be DOQE up to the low $200,000s. An attractive executive benefits package is also included. This recruitment will close on Sunday, August 14, 2016. A detailed recruitment brochure is available at www.tbcrecruiting.com. Teri Black • 424.296.3111 Bradley Wardle • 650.450.3299

Clarity Is Crucial When carefully drafted and enforced, library conduct rules can withstand legal challenges and help ensure that libraries remain accessible for the public’s use and enjoyment. In addressing issues related to disruptive behavior, it is important to identify and document the problems that need to be addressed, develop objective standards of conduct to the greatest extent possible, and ensure that offenders receive adequate notice and an opportunity to be heard. ■

Looking for Footnotes? For a fully footnoted version, read this article online at www.westerncity.com.

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Available this summer . . .

Police Chief

City of Lakewood, CO

Administrative Services Director City of Murrieta

Assistant Community Development Director – Business & Economic Development City of Burbank

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

Western City, August 2016

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Presents Outstanding Career Opportunities

City Manager City of Campbell, CA

With its excellent schools and small-town atmosphere, Campbell remains one of the hidden jewels of the Bay Area. Centrally located in the Santa Clara Valley, Campbell (pop. 42,500) is a charming community that offers its residents an unparalleled quality of life. The City of Campbell enjoys a professional and collegial culture among its City Council, management team, and 150 FTEs. The City Manager will oversee a total operating and capital budget of $64.2 million. Upcoming challenges and opportunities include a General Plan Update and Civic Center Master Plan. Experienced City Managers in smaller communities and Assistants in larger communities are strongly encouraged to apply. Bachelor’s degree is required; Master’s preferred. Competitive salary DOQE. Contact Bobbi Peckham Filing deadline is August 31, 2016.

Assistant County Executive Sacramento County, CA

Sacramento County covers 994 square miles in the middle of the 400-mile long Central Valley. Sacramento is the County’s largest city and is the seat of government for both the State and County. The County provides a full range of services including public protection, construction and maintenance of all public facilities, waste management, water, parks maintenance and operations, health and human services, human assistance, planning, tax collection, elections, airports and several others. These services are provided by nearly 12,000 employees with a total funds budget of over $3.88 billion and a general fund budget of $2.36 billion. The ideal candidate will be a confident, creative, visionary leader who takes a collaborative approach toward board policy-making, community relations, and the day-to-day management of employees. The salary range is from $210,470 to $232,039 annually with excellent benefits. Desirable qualifications are a Bachelor’s degree in an appropriate field, Master’s degree preferred along with at least five years’ experience as a department head in a public agency. Contact Phil McKenney Filing deadline is August 15, 2016.

Fire Chief

Sonoma Valley Fire & Rescue Authority, CA The Sonoma Valley Fire & Rescue Authority (SVFRA) provides all-risk fire, rescue, and emergency medical services to the City of Sonoma and the Valley of the Moon Fire Protection District and Advanced Life Support ambulance transport service to the greater Sonoma Valley. The SVFRA service area covers 31.5 square miles, with a resident population of approximately 33,000. Within its boundaries are expansive wildland urbaninterface areas, large single-family homes, multi-family residential complexes, hotels, a local hospital, and a historic downtown Plaza. The SVFRA is governed by a five-member Board of Directors, has a total operating budget of $8.6 million, and is staffed by 39 full-time employees, 1 part-time employee, and a cadre of 41 dedicated volunteer firefighters that supplement daily staffing. Daily staffing consists of 14 personnel who staff 3 engine companies, 2 ambulances, and a command vehicle out of four strategically located fire stations. The SVFRA is seeking a Fire Chief who is a strong manager with excellent communication, management, and interpersonal skills and who will be highly visible and actively engaged in the community. Salary range is from $147,632 to $173,459 (range includes holiday and longevity pay) with Act 37 retirement plan and excellent benefits. Contact Phil McKenney Filing deadline is August 31, 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

“All about fit” City of Pacifica, CA

The most panoramic coastal town in the San Francisco Bay Area, Pacifica is famous for its six miles of scenic coastline, classic California beaches, breathtaking vistas, and charming ambience. Pacifica encompasses roughly 12.6 square miles, of which, approximately one-half is publically-owned open space. With a population of approximately 40,000, Pacifica is a full-service city with an overall budget of $73.7M. Severely impacted by El Nino, the City of Pacifica declared a State of Emergency in January 2016 and requested State and Federal assistance to respond to the growing list of failing public infrastructure. In order to address these challenges, the City Council recently approved two Deputy Director positions for the Department of Public Works.

Deputy Director of Public Works – Wastewater With a total division staff of 27 and a $14 million budget, the Deputy Director will direct the activities of the Calera Creek Water Recycling Plant, the collection system, and the storm water pump stations. A Bachelor’s Degree in civil engineering, chemistry or related field and a minimum of eight years’ experience in wastewater treatment and utility operations, including five years of management level experience is required. Experience in construction management of wastewater facilities is highly desirable. Possession of a current Grade V Wastewater Treatment Plant Operators Certificate is required.

Deputy Director of Public Works – Field Services & Engineering With a total division staff of 25 and a $2.8 million budget, the Deputy Director will oversee maintenance of streets, parks, trees, vehicles, and public facilities as well as public infrastructure projects, transportation planning and traffic engineering, and emergency management technical services. A Bachelor’s degree in civil engineering or a closely related field and a minimum of five years of increasingly responsible professional civil engineering experience is required; a Master’s degree is desirable. Registration as a Civil Engineer in California is required. The annual salary range for these positions is $130,392 to $153,600; appointment DOQE. Outstanding benefit package including PERS retirement at 2.5% @ 55. Contact Bobbi Peckham or Clay Phillips Filing Deadline is August 26, 2016.

Congratulations to our recent placements! Brad Misner, Director of Planning & Neighborhood Services, City of Milpitas Ingrid Hardy, Cultural & Community Services Director, City of Oxnard Ken MacNab, Community Development Director, City of Windsor Heather Lowe, Human Resources Manager, City of San Clemente Eric Sergienko, County Health Officer, Mariposa County

Palmdale’s Season of Service Puts Volunteers to Work, continued from page 16

Since the program’s inception in 2013, over 2,500 residents have donated more than 10,000 hours. J

Team RC is looking for a

COMMUNITY SERVICES DIRECTOR $9,059 - $13,501 per month Filing deadline: September 15, 2016 Lucy Alvarez-Nunez: (909) 477-2700 Email: careers@cityofrc.us Website: www.cityofrc.us

Team RC is seeking an innovative, strategic and forwardthinking Community Services Director who shares our passion for leadership and world-class service to join our Executive Management Team. The successful candidate will receive a competitive salary, excellent benefits package including deferred compensation benefits such as a 6% City Paid 401A plan. The City will match up to an additional 4% of an employee’s matching contribution in a 457 plan, along with a VEBA plan (tax-free health reimbursement account) for retiree medical expenses. For more information and a detailed job announcement, please visit our website at www.cityofrc.us.

Director of Finance and Internal Services Salary range: $78,241 – $100,308

The City of Ketchum is seeking a Director of Finance and Internal Services. Qualified candidate will be a strategic and well-versed financial management director, reporting to the mayor and city administrator, and will be a hands-on and participative manager leading and developing a small staff team to support: finance, business planning, analysis and budgeting, human resources, and information technology. Position plays a critical role in partnering with city’s leadership team in strategic decision making and operations, and requires positive interaction and cooperation with the mayor, City Council, community and co-workers. Equivalent to a bachelor’s degree from an accredited college or university with major coursework in accounting, business or public administration or a closely related field, or equivalent experience in the public or private sector is required. Possession of a master’s degree in accounting or business administration and/or licensure as a Certified Public Accountant highly desirable. Job description and requirements at ketchumidaho.org/jobs. For questions, contact Suzanne Frick at sfrick@ketchumidaho.org or 208-727-5086.

League of California Cities

Young volunteers paint equipment in a park’s picnic area.

Palmdale’s intergenerational, multicultural and geographically balanced outreach efforts used a diverse array of media outlets, including print, English and Spanish radio, television, internet and social media.

Efforts Include Volunteers of All Ages Season of Service events also provide opportunities for the community’s youngest members to participate, with children painting and cleaning alongside their family and neighbors. Young children assisted in painting hopscotch courts and decorating a playground wall with a handprint and geometric design mural, a permanent reminder of their impact and contribution. Superintendent of Maintenance Tony Colombo says, “It’s not just about fixing infrastructure — we’re also affecting lives.” The feedback from staff and participants has been exceptionally positive, with residents commenting on their improved understanding of the challenges facing the city and a renewed sense of ownership created by hands-on involvement. Local Girl Scout Leader Kelly Barrera says, “As a result of this project, my girls are definitely connected to the community — that is ‘their’ park now.” The city’s Season of Service and complementary community events provide an innovative solution to the problems presented by an aging infrastructure, reduced staff and diminishing financial resources. Contact: Trish Jones, community programs supervisor, City of Palmdale; phone: (661) 267-5473; email: tjones@cityofpalmdale.org. ■

Menifee’s Youth Advisory Committee Boosts the Community, continued from page 17

Committee has traveled beyond the city limits to exchange ideas and learn from others at workshops, tours and conferences. The group visited the City of Norco where they attended a Teen Leadership and Anti-Bullying Conference. The Youth Advisory Committee hosted the City of Perris Youth Advisory Committee for a workshop on leadership and team-building that focused on future joint projects for the two cities, fundraising opportunities and common teen concerns. Recently the Menifee Youth Advisory Committee collaborated with the City of Perris Youth Advisory Committee to take part in a Teen Dating Violence Workshop. During that same day, they also attended a Teen Leadership and College Preparedness Conference in the City of Fontana. The committee will use the knowledge gained to create teen and youth-specific events in 2016–17.

committee members provided a helping hand at the card-making station, where community members made cards for active military personnel. To kick off the winter season of events, they ran the Snow Zone recreation area at the city’s annual Christmas tree-lighting event; at the popular Breakfast with Santa event, they greeted people, served breakfast and lent a hand to children at the crafts booth. During the city’s Spring Fest event, committee members provided assistance in the Kids Zone, where they helped with face painting and crafts. At the city’s Fourth of July celebration, the committee participated with a float titled “Menifee Is a Playful City.”

Local Youth Collaborate Regionally With Peers In addition to its extensive involvement in the local community, the Youth Advisory

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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

A Youth Advisory Committee member paints faces at Menifee’s Spring Fest event. The next Youth Advisory Committee activity will be an annual Comedy for Cause event to raise money for future youth-related city initiatives, including an Anti-Bullying Campaign and a No Texting and Driving Campaign. Contact: Rob Johnson, city manager; phone: (951) 672-6777; email: RJohnson@cityofmenifee.us. ■

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