Western City October 2015 by Western City Magazine

OCTOBER 2015 |

The Monthly Magazine of the League of California Cities®

West Sacramento’s Path to a Safer, Healthier Community p.12 Preparing Your Community for Fire Danger p.3 Restorative Peace Building Initiative Succeeds in Reedley p.18

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CONTENTS 2 Calendar of League Events 3 President’s Message

Preparing Your Community for Fire Danger

By L. Dennis Michael

The combination of drought, higher temperatures and abundant dry vegetation means that California’s fire season is now a year-round phenomenon.

7 City Forum

Ending Veteran Homelessness

By Elisha Harig-Blaine

ities have made dramatic progress C in the effort to end veteran homelessness, thanks to bold leadership and historic levels of federal resources.

Legal Notes

California Supreme Court Upholds Inclusionary Housing Programs

By Thomas B. Brown and Richard Doyle

he California Supreme Court in T June 2015 issued one of its most important and city-friendly decisions in many years, reaffirming the breadth of cities’ power to address the affordable housing crisis.

oarding’s Hazards: H Fremont’s New Approach Improves Safety

By Suzanne Shenfil and Amiel Thurston Hoarding is a costly problem for cities to tackle, often taking hours of staff time and costing thousands of dollars.

est Sacramento’s Path to a W Safer, Healthier Community

By Jude Hudson A crime-ridden trail spurred unhappy residents into action and led to a collaborative effort involving a local nonprofit, the city, school district and multiple agencies.

18 California Cities Helen Putnam Award for Excellence

Restorative Peace Building Initiative Succeeds in Reedley

ediators work with crime victims M and offenders to help resolve conflict and make amends.

19 California Cities Helen Putnam Award for Excellence

enlo Park Builds M Relationships for Safer Neighborhoods

he city is the first in the nation to T have a full-time police officer position funded by a private company.

Job Opportunities 21 Professional Services 28 Directory

Cover image: Children at a new playground in West Sacramento Photo: Yvonne Hunter

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President L. Dennis Michael Mayor Rancho Cucamonga

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

First Vice President JoAnne Mounce Council Member Lodi

Second Vice President James Goodhart Mayor Palos Verdes Estates

Immediate Past President Stephany Aguilar Council Member Scotts Valley

Executive Director Chris McKenzie

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

leaguevents

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

October

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

Sept. 30 –Oct. 2

League of California Cities 2015 Annual Conference & Expo, San José This 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 at the Closing General Assembly.

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 19–20

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

Contributors Tim Cromartie Martin Gonzalez Koreen Kelleher Melissa Kuehne Randi Kay Stephens Patrick Whitnell

DECEMBER 2–3

Associate Editors Carol Malinowski Carolyn Walker

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

Design Taber Creative Group

2–4

Advertising Design ImagePoint Design For photo credits, see page 22. 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. Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2015 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCI, No. 10.

City Clerks’ New Law & Elections Seminar, La Jolla The seminar covers laws affecting elections as well as many aspects of the clerk’s responsibilities.

January 2016 20–22

New Mayors and Council Members’ Academy, Sacramento This vitally important training prepares newly elected officials for the demands of office and introduces them to the legal constraints on city councils.

21–22

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

NT RI

ED US IN G

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

IND EN

Supplied by Community Energy

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

FSC ® is an independent, not-for-profit organization that promotes environmentally appropriate, socially beneficial and economically viable forest management worldwide. Products with the FSC label are independently certified to ensure that they come from forests managed to meet the needs of present and future generations.

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President’s Message by L. Dennis Michael

Preparing Your Community for

Fire Danger One of the worst fire seasons in recent memory is scorching California, and four years of drought are complicating the challenges of fighting these fires.

Fire Season Expands Before the current drought, fire season typically began in May and ended in early October. But the lack of moisture has turned much of the state into a tinderbox and created explosive fire conditions. In addition, higher temperatures are drying out the soil and air, increasing the likelihood of fires earlier in the year. Forests ravaged by bark beetles and drought provide

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plentiful fuel for wildfires. The combination of drought, higher temperatures and abundant dry vegetation means that California’s fire season is now a yearround phenomenon.

Unprecedented and Unpredictable The state’s wildfires have increased in intensity and speed. The Rocky Fire in Northern California ignited nearly 70,000 acres between July 29 and Aug. 14 and

exhibited “ultra-extreme” fire behavior. The fire burned so hot and fast that it created its own weather systems, including strong, unpredictable winds and fire “whirls,” or tornadoes of flame. Cal Fire reported that the Rocky Fire burned 20,000 acres in a five-hour period one night, which the California Weather Blog describes as “unprecedented for a fire burning in these fuels and in this part of the world.” continued

Western City, October 2015

Preparing Your Community for Fire Danger, continued

The threat of wildfire affects every city in California. The Best Legal Resource for Your Special District

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El Niño: A Wild Card in the Weather El Niño, a weather phenomenon that occurs irregularly in the eastern tropical Pacific every few years, causes ocean surface temperatures to rise and sets into motion a chain of weather events. Climate experts report that a strong El Niño has developed this year, which has already brought more storms — and increased lightning strikes — to California. Although El Niño may produce muchneeded rain this winter, it could also raise temperatures and potentially make 2016 one of the hottest years on record.

The Wildland-Urban Interface Many California communities are built in places that take advantage of natural beauty and recreational opportunities. Areas where homes are built near or among lands prone to wildland fire are part of the wildlandurban interface. Depending on the location, fire departments might refer to wildland fires as brush fires, forest fires, rangeland fires or something else, but they are all part

of the wildland-urban interface and all pose the same threat to local assets. According to the National Fire Protection Association, the wildland-urban interface is not a place but a set of conditions that can exist in nearly every community. It can be a major subdivision or four homes on an open range. The wildland-urban interface conditions include: • The amount, type and distribution of vegetation; • The flammability of the structures (homes, businesses, outbuildings, decks and fences) in the area and their proximity to fire-prone vegetation and other combustible structures; • Weather patterns and general climate conditions; • Topography and hydrology; • Average lot size; and

the fire front passes, these small embers may ignite fires that spread to a home and then jump from home to home in a neighborhood, turning a wildland fire into an urban inferno. Ember-resistant construction and fire-safe landscaping can reduce the chances of a home fire caused by embers. California fire and building code changes that took effect Jan.1, 2008, are designed to reduce fire risk by requiring that new construction include fire-retardant building materials and design elements, such as enclosed eaves that prevent sparks from flying into attics.

Resources for Local Communities Although lightning strikes spark many wildfires, more than 95 percent are caused by people, according to the California Department of Forestry and Fire Protection (Cal Fire).

City officials and fire departments can tap into a number of resources designed to help educate the public about fire prevention and preparedness. The Ready, Set, Go! Program (www.wild landfirersg.org/About/Learn-About-ReadySet-Go), managed by the International Association of Fire Chiefs, seeks to develop and improve the dialogue between fire departments and the residents they serve. National studies have shown that firefighters are uniquely respected in their communities and can project a trusted voice in the public preparedness appeal. The program helps fire departments teach individuals who live in high-risk wildfire areas and the wildland-urban interface how to best prepare themselves and their properties against fire threats. The program materials can be customized for your community’s needs. continued

• Road configuration.

Embers Pose a Major Threat Windblown embers are a major cause of concern in the wildland-urban interface. Most structures within the wildland-urban interface are not destroyed by direct flame contact but by fires from embers. Embers carried by winds over long distances may precede the fire front. These embers fall or are wind-driven into receptive fuels at structures, often going undetected for some time. As

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Preparing Your Community for Fire Danger, continued

Cal Fire (www.fire.ca.gov/communications/ communications_firesafety_100feet.php) offers a flyer, brochure, video, checklist and other items to help educate homeowners about the need for 100 feet of defensible space around their dwelling. Maintaining 100 feet of defensible space around homes in wildfire hazard areas helps keep flames away and gives firefighters a safer area in which to work.

(www.fireadapted.org), a collaborative approach that connects those who play a role in wildfire education, planning and action with comprehensive resources to help reduce risk. The USDA Forest Service, the U.S. Department of the Interior and the National Association of State Foresters co-sponsor the Firewise Communities program, which provides numerous practical tips and tools.

Firewise Communities (www.firewise.org), a project of the National Fire Protection Association, encourages local solutions for safety by involving homeowners in taking individual responsibility for preparing their homes from the risk of wildfire. The program teaches people how to adapt to living with wildfire and encourages neighbors to work together and take action now to prevent losses. Firewise is a key component of Fire Adapted Communities

Conclusion

League of California Cities

The threat of wildfire affects every city in California. I encourage you to work with your local Fire Department to reach out to residents during October, which is Fire Prevention Month, and take advantage of the resources described here. Together, we can help our communities prevent fires and be prepared when wildfire threatens. ■

More Resources Online Read the online version of this article at www.westerncity.com for additional information and links to related resources, including these articles: • Crisis Leadership: Understanding the Emergency Response System and the Elected Official’s Role; • Declaring a State of Emergency: What You Need to Know; • Is Your City Prepared for the Next Major Disaster?; • Planning With Fire: Balancing Growth and Safety in Fire Hazard Areas; • Lessons Learned From the Witch Creek Fire; and • Leveraging the Power of Social Media When Disaster Strikes.

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Ending Veteran

Homelessness by Elisha Harig-Blaine Homelessness increased in U.S. cities from the 1980s into this century. Many considered it an intractable problem. Some communities resorted to trying to move homeless people along with bus tickets out of town or by passing ordinances that prohibited sitting or lying on the sidewalk, but these approaches did not address the underlying problems. In recent years, however, communities have made dramatic progress in the effort to end homelessness, thanks to bold leadership, unprecedented community collaboration and historic levels of federal resources. Veteran homelessness has declined nationwide by 33 percent since 2010, paving the way for progress in other subgroups of the homeless population. Veteran homelessness in California has decreased by 28 percent since 2011.

Dedicating More Resources A U.S. Department of Housing and Urban Development (HUD) count of homeless people on a single night in January 2014 showed homeless veterans comprised less than 9 percent of the total homeless population. The lower number of homeless veterans is due to expanded resources dedicated to this group and the use of proven strategies such as uniform and coordinated assessment, rapid rehousing and Housing First, an approach that offers permanent housing as quickly as possible for people experiencing homelessness.

Michelle Obama announced in June 2014 the creation of the Mayors Challenge to End Veteran Homelessness. To date, 709 mayors, county officials and state leaders have pledged their support, including 30 mayors and county officials in California. As elected leaders pledge their support, they are finding community organizations with new federal resources and national partners equipped with best practices developed throughout the nation. In Phoenix and Salt Lake City, Mayors Greg Stanton and Ralph Becker have joined the efforts of local stakeholders to improve the community coordination of these resources. As a result, Phoenix and Salt Lake City have housed all chronically homeless veterans in their communities. The mayors of New Orleans and Houston reported earlier in 2015 that they have effectively ended veteran homelessness; both citiesâ&#x20AC;&#x2122; housing systems now ensure that a homeless veteran has rapid access to a housing solution after being identified as needing assistance. To help local stakeholders understand these resources and best practices, the National League of Cities and HUD signed a memorandum of understanding in support of the Mayors Challenge. Cities have held nine forums in communities throughout the nation, including a forum in June where participants from California communities heard from Houston officials.

Broad bipartisan congressional support exists for programs, administered by HUD and the U.S. Department of Veterans Affairs (VA), that span the spectrum of housing needs. As the capacity of these programs increased, the number of homeless veterans steadily decreased.

The decline in veteran homelessness and the successes in Phoenix, Salt Lake City, New Orleans and Houston show that homelessness can be ended. As more cities focus on ending veteran homelessness, the improvements can be extended to other segments of the homeless population.

Since fiscal year (FY) 2008, HUD has distributed more than 79,000 housing vouchers specifically for veterans, including 14,944 in California. In addition, since FY 2009 the VA has provided nearly $1.2 billion to help prevent veteran homelessness or rapidly rehouse homeless veterans and their families. In 2015 alone, the VA has provided more than $136 million to 388 nonprofits in California for this purpose.

People may always experience homelessness, but cities are showing that by developing and maintaining effective and efficient service systems, homelessness can be reduced to the point where episodes are rare, brief and nonrecurring.

Local Leaders Pledge Support To build on the progress of the past five years and meet the federal goal of ending veteran homelessness in 2015, First Lady

How to Get Involved For information on the Mayors Challenge, local efforts and how the National League of Cities can help your community end veteran homelessness, email harig-blaine@nlc.org. For links to the resources mentioned here, read the online version of this article at www.westerncity.com. â&#x2013;

Elisha Harig-Blaine is principal housing associate for the National League of Cities; he can be reached at harig-blaine@nlc.org.

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Western City, October 2015

California Supreme Court Upholds Inclusionary Housing Programs by Thomas B. Brown and Richard Doyle The California Supreme Court in June 2015 issued one of its most important and city-friendly decisions in many years. The ruling in California Building Industry Association (CBIA) v. City of San José reaffirms the breadth of cities’ constitutional police power to address the affordable housing crisis faced by all California cities. In doing so, the court turned away an effort to impose a heightened level of scrutiny to cities’ legislative judgments about how best to address difficult landuse policy issues.

Background: California Cities Use Inclusionary Programs to Address Housing Crisis The California Legislature has repeatedly emphasized that the state has a housing crisis arising from a serious shortage of decent, safe and affordable housing. Accordingly, the Legislature has adopted a variety of laws to encourage and facilitate the development of affordable housing. In addition, the Legislature has charged cities with identifying actions that will be taken to make sites available for affordable housing and to assist in the development of such housing. As one means of addressing the crisis as well as the obligations imposed by the Legislature, over 170 cities (and counties) have adopted what are known as “inclusionary housing/zoning programs.” Such programs require or encourage developers of market-rate housing to set aside a specified percentage of the proposed housing

units for purchase by low- and moderateincome residents. By requiring integration of affordable units into market-rate projects, these programs allow members of households with diverse socioeconomic backgrounds to live in the same developments and have access to the same types of community services and amenities. Although the court of appeal upheld the constitutional validity of inclusionary ordinances nearly 15 years ago in Home Builders Assn. v. City of Napa, homebuilders and property rights advocates had continued to argue otherwise on the basis of later state and federal appellate decisions.

San José’s Inclusionary Program The City of San José adopted its inclusionary housing ordinance in 2010. The ordinance contains findings that: • Housing costs in San José have steadily increased; • Substantial need exists for affordable housing to meet the city’s regional needs as determined by the state; • Requiring affordable units is consistent with the city’s housing element goals of fostering an adequate supply of housing for people at all economic levels and maintaining both economic diversity and geographically dispersed affordable housing; • Rising land prices have prevented development of new affordable housing;

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.

• New market-rate housing uses scarce available land and drives up the price of remaining land; and • New residents of market-rate housing create a demand for new employees who earn incomes only adequate to pay for affordable housing. The ordinance applies to residential developments that create 20 or more new dwelling units. The basic inclusionary requirement specifies that 15 percent of the proposed onsite for-sale units in the development shall be made available at an “affordable housing cost” to households earning no more than 120 percent of the area median income for Santa Clara County. As an alternative to providing the required number of for-sale inclusionary units on the same site as the market-rate units, the ordinance allows a number of other compliance options. The ordinance also permits a developer that provides all of the required affordable units on the same site as the market-rate

Thomas B. Brown is president of the League’s City Attorneys’ Department, a partner with Burke Williams & Sorensen LLP, city attorney for St. Helena and author of the League’s amicus brief for the case described in this article; he can be reached at tbrown@bwslaw.com. Richard Doyle is city attorney for San José and can be reached at Richard.Doyle@sanjoseca.gov.

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units to obtain a variety of economically beneficial incentives, including a density bonus, reduction in parking and setback requirements, and financial subsidies and assistance from the city in the sale of the affordable units. The ordinance requires that inclusionary units have the same quality of exterior design, comparable square footage and bedroom count as the market-rate units. But it also permits some different “unit types” of affordable units and allows the affordable units to have different but functionally equivalent interior finishes, features and amenities. To ensure the affordable housing units are not lost on resale, the ordinance requires inclusionary housing agreements, regulatory agreements, promissory notes, deeds of trust, resale restrictions, rights of first refusal and options to purchase to be recorded on

the chain of title of the residential development, all the inclusionary units and any site subject to the ordinance. The documents must include subordinate shared appreciation provisions, allowing the city to recapture at resale the difference between the market-rate value of the inclusionary unit and the affordable housing cost, plus a share of appreciation realized from any unrestricted sale the city determines to be necessary to replace the inclusionary unit. Finally, the ordinance specifies that all the inclusionary units must remain affordable.

development of new residential housing created an adverse impact, namely, a need for additional subsidized housing units in the city. In addition, CBIA asserted the ordinance was unconstitutional under controlling state and federal constitutional standards governing “exactions” and conditions of development approval, as set forth mainly in two cases, the first issued by the California Supreme Court: San Remo Hotel L.P. v. City & County of San Francisco and Building Industry Association of Central California v. City of Patterson.

CBIA Challenges the City’s Ordinance and Lower Court Rulings

The trial court agreed with CBIA and concluded the ordinance was unconstitutional. The court rejected the city’s position that, under settled law governing judicial review of land-use regulations adopted under a city’s constitutional police power authority, the city was required

In 2010 CBIA filed a lawsuit against San José, seeking to invalidate the city’s inclusionary housing ordinance. CBIA alleged the city had not demonstrated that

continued on page 24

The state Supreme Court found the ordinance simply operates as a limitation on land use.

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

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Western City, October 2015

Hoarding’s

Fremont’s New Approach Improves Safety by Suzanne Shenfil and Amiel Thurston When firefighters respond to a call from a home or apartment where hoarding occurs, rarely is the problem visible from outside. But inside, rooms and hallways can be difficult or impossible to navigate. Towering piles of possessions often block access to doors, windows and exits. Such homes present severe hazards to firefighters, emergency medical technicians and occupants in the event of a fire or medical emergency and pose potential threats to public health. For example, a home in a Fremont neighborhood appears normal when viewed from the street. “Alice” owns the house, and she is a hoarder. Her mother kept Alice’s tendency to hoard in check for years. After her mother’s death, Alice had a nervous breakdown and refused medical care. Now Alice leaves home every morning and rifles through trash at the train station, which she brings home in plastic bags. Alice’s hoarding has spread to every room of the house. Hoarding disorder, defined as “a persistent difficulty discarding or parting with possessions because of a perceived need to save them,” affects 1 million Americans. It is a costly problem for cities to tackle, often taking hours of staff time and costing thousands of dollars. Experts estimate that approximately 2 percent of the population has hoarding disorder. Fremont, a city of approximately 217,700, is home to an estimated 4,354 people with hoarding disorder.

The Limitations of an Emphasis on Code Enforcement Traditionally, the city’s response to hoarding emphasized code enforcement, but this approach had two significant limitations: 1. Compliance with building codes is not mandated unless a code enforcement officer witnesses dangerous or substandard housing, including a home where hoarding occurs. Hoarders typically deny requests to inspect their house or apartment and sometimes cite Fourth Amendment rights to privacy. 2. People with hoarding disorder frequently fail to recognize or acknowledge their behavior as problematic. On the contrary, they perceive their actions as resourceful and even frugal. This results in a reluctance to address the reality of the situation. Many hoarders are isolated and have medical and/or mental health issues; many suffer from self-neglect while living in deplorable conditions. The Fremont Fire Department was concerned that hoarding behavior not only presents a risk to those in its grip, but the substandard living conditions also put firefighters’ safety at increased risk. In fall 2013, one case changed the direction of Fremont’s response to hoarding. The case itself wasn’t remarkable, but

it brought together staff from the city’s fire, police, code enforcement, legal and human services departments who were given the task of mitigating the impacts of hoarding and were willing to rethink the city’s approach. From the outset, staff shared interest in using a harm-reduction approach, which emphasizes doing the least amount of harm to the hoarder. However, in many cases enforcement is necessary in the interests of public health and safety. The challenge was how to address both the interests of the hoarder and the city when dealing with a complex psychological disorder that often occurs in conjunction with dementia or obsessive-compulsive disorder. In rethinking the city’s approach, staff agreed that: • Enforcement could be used as a catalyst to effect change and present a reason for the resident to consider using available social and mental health services; • The pace of enforcement could be balanced with consideration of the needs of the hoarder, their family, the community and the hoarder’s living conditions; and • Firefighter safety could be increased by knowing where substandard housing exists within the local community.

Suzanne Shenfil is director of the Fremont Human Services Department and can be reached at sshenfil@fremont.gov. Amiel Thurston is division chief of operations for the Fremont Fire Department and can be reached at athurston@fremont.gov.

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Hazards: First Step: Redesigning the Intake Process The Fremont Fire Department became a key participant in transforming the intake process. Fire captains who encountered hoarding in the field often reported it because the conditions they observed were unsettling, but their reports rarely provided information that was actionable for code enforcement. To remedy this situation, the Fire Department equipped firefighters with a Clutter Image Rating Scale (CIRS) designed

by Professor Randy O. Frost of Smith College. The CIRS gives firefighters a diagnostic tool to determine if they are dealing with a home with clutter or a person suffering from hoarding behavior. The scale from 1 to 9 depicts rooms containing increasing content, with a rating of 4 and above considered hoarding. Firefighters use a clutter survey form to document what they observe. The form includes the CIRS rating for a living room, bedroom and kitchen.

The Fremont Municipal Code delegates authority to public safety professionals including firefighters, police officers, code enforcement officers and building officials to document and abate substandard and dangerous housing. Given that hoarding is often in plain view, firefighters can use the CIRS and the clutter survey form to initiate the enforcement process. The Fire Department sends documentation of substandard housing to both code enforcement and human services staff, and a code enforcement officer and a mental health specialist together visit the home.

Working With the Hoarder Code enforcement staff has the difficult job of informing the resident of the need to decrease storage, improve unsanitary conditions, repair dangerous conditions and eliminate fire hazards. This is often the hardest part of the process. â&#x20AC;&#x153;We are essentially telling someone who covets their possessions that they must discard continued on page 23

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Western City, October 2015

West Sacramento’s Path to a

Safer, Healthier by Jude Hudson About five years ago, parents and families living in a low-income neighborhood in the City of West Sacramento were frustrated, fearful and angry. Walking their children to the Westfield Village Elementary School had become an increasingly dangerous experience along a rough trail where crime occurred daily, and vagrants harassed pedestrians and solicited mothers. In addition, neighborhood children lacked a safe place to play. A group of Latino parents approached staff at the Yolo County Children’s Alliance, a community-based nonprofit organization, and asked for help in finding a solution.

Katie Villegas, executive director of the alliance, listened to the parents’ concerns and discussed possible options with them. The elementary school had a playground, but it was fenced and unavailable outside school hours. A disused sports field on the school grounds had been fenced. The parents asked whether that parcel of school property might be put to better use as a park. They wanted a secure walking path to school and a safe place for children to play with a tot lot, playground, grass and shade.

Jude Hudson is principal of Hudson + Associates, a Sacramento-based strategic communication consulting firm, and editor in chief of Western City; she can be reached at jude@surewest.net. This article is a service of the Institute for Local Government’s Collaboration & Partnerships program and is made possible by a grant from Kaiser Permanente. For more information about the program, visit www.ca-ilg. org/collaboration-partnerships.

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left Workers

from Northern California Construction Training rebuild the trail and add amenities. right Westlake Village children enjoy the new playground.

Community “Part of the challenge was that the city and the school district had not always worked well together,” says Villegas. “There was resistance to change on all sides. And this proposed park was not on the city’s Parks Master Plan. The residents essentially had no voice and little, if any, involvement in local government.” The Yolo County Children’s Alliance facilitated meetings with the parents, the school superintendent and then-City Council Member (and now County Supervisor) Oscar Villegas, who is married to Katie Villegas. He says, “As an elected official, I tried to set a realistic tone about expectations. My role on the city council was to act as liaison to this community group. Managing expectations was a key part of that. People get discouraged when they

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hear it could take six months, a year or more to get a project off the ground.” Oscar Villegas worked to create a rapport with members of the community, who were initially angry and distrustful. Face-to-face meetings helped establish trust and create the basis for a more friendly relationship. “It took a big leap of faith for these parents to become partners in this effort,” says Villegas. “Infusing them with the confidence to express their vision was critically important. For the non-English-speaking women in the community group, going before the city council to speak was intimidating. We told them that showing enthusiasm and support would help produce results. We asked them to trust us and assured them that they would not be forgotten.”

The group decided who would be the lead speakers, and about a dozen women and their children took their request to the city council. The parents explained what the desired improvements would mean for them, their children and their neighborhood. Oscar Villegas recalls, “We provided interpretive services, and they spoke at the council meeting with great enthusiasm, saying, ‘We want to be part of the solution. We are excited about the prospects, and we understand that it will take awhile.’ They made a great impression on the council.” The city agreed to launch a collaborative effort with the school district and the community to build a park and playground. continued

Western City, October 2015

West Sacramento’s Path to a Safer, Healthier Community, continued

Nonprofit Pursues Funding Opportunities In the meantime, the Yolo County Children’s Alliance had been busy exploring ways to pay for the improvements needed for the trail leading to the school and the costs of building a playground and park. Kaiser Permanente was providing funding for the Healthy Eating Active Living (HEAL) Cities Campaign, established in 2008 in California as a result of a partnership between the League of California Cities and the California Center for Public

Health Advocacy. The program supports cities in their efforts to improve the physical environment and give residents more opportunities to be physically active and eat healthful foods. Executive Director Katie Villegas approached Kaiser Permanente. She invited their representatives to make a site visit and see the problems, and they agreed. “We walked them through this blighted area, which was littered with hypodermic needles, drug paraphernalia and other horrific things,” she says. “A fire was

smoldering next to a homeless encampment on the trail. We explained that this was the only route many children had to get to school.” Kaiser Permanente provided Yolo County Children’s Alliance a grant of $150,000 for park improvements. In cooperation with the school district, the alliance opened the disused playing field at Westfield Village Elementary School as the first step in building a park. The alliance used the Kaiser Permanente grant funds to move the fence, build a path around the park and install a playground, using volunteer labor from residents.

The city agreed to launch a collaborative effort with the school district and the community to build a park and playground.

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Katie Villegas also pursued grant funding from the Wells Fargo UrbanLIFT program and secured $80,000. The alliance used the funds to move fences, rebuild and pave the trail, install picnic tables and benches and plant an urban forest of 70 fruit and nut trees for the community. Northern California Construction Training (NCCT), a community-based nonprofit organization that provides pre-apprenticeship programs, did the work in phases, and its students got hands-on experience.

Two sets of railroad tracks and a freeway bisect the City of West Sacramento, making it impossible to cross the city on foot or bicycle. The trail and a freeway overpass will connect the community and allow for pedestrian and bike travel. See page 17 for more details. Source: City of West Sacramento Public Works Dept.

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The Yolo County Children’s Alliance cobbled together funding in a creative, piecemeal fashion from a variety of public and private sources. The initial grants and work completed made it possible to

secure additional funding to build the park and playground. Construction on the park and playground began in 2011 and concluded in early 2014. The next steps for the park include securing the funds needed to build restrooms, and the city plans to install lighting. continued

SYCamore trail Map

Westfield Village Elementary School

A 75-foot-wide underground sewer utility right of way that runs through the city was located adjacent to the rough trail and further complicated the process. Working with the city, the alliance reached an agreement with the sewer utility agency that allowed the alliance to remove the fence topped with razor wire that surrounded the ground over the sewer line and pave the path. According to Katie Villegas, this process was one of the project’s most challenging aspects. “People were concerned about tearing down fences, but we needed to open up the space to make it safer,” she says. “A lot of brush and weeds had to be cleared from the trail. The community wanted to move the fence to widen the trail, install picnic tables and benches and make it clean, inviting and safe.”

The new, improved path, called the Sycamore Trail, opened March 31, 2015.

Joey Lopes Park

“The school district is all for collaborative efforts that benefit the entire community,” says Superintendent Linda Luna of the Washington Unified School District, where Westfield Village Elementary School is located. “Student safety is our number one priority. This project made it possible for families to walk to school safely and created a safe environment for recreation as well.”

Westmore Oaks Elementary School

Sycamore Trail Phase 1 Sycamore Trail Overpass Sycamore Trail Phase 3 Future Crossing

Western City, October 2015

West Sacramento’s Path to a Safer, Healthier Community, continued

Partners Check Their Egos at the Door

Oscar Villegas adds, “People were pretty good about checking their egos at the door.”

“This project was nontraditional. Without a range of collaborative partners, it would not have come together,” says Oscar Villegas. “Even the residents who were initially interested in overnight results realized they would be better served by a longer-term project with more amenities.”

Funders’ interest in the project served as a catalyst to turn around the resistance to change that existed before the project gained momentum.

The arduous and complex process took several years. The Yolo County Children’s Alliance played the role of a neutral thirdparty facilitator. The project initially encountered difficulties created by agencies holding tight to bureaucratic protocols and the desire to take credit for the effort. “Although memoranda of understanding had been in place for years, we had to build new cooperative relationships between the school district, the city, residents and the other parties involved,” says Katie Villegas. The alliance achieved this by emphasizing the spirit of collaboration and the goal of doing what was best for the community and its children. “You have to get the right people involved and give credit to all involved,” she adds. “There can be no grandstanding, otherwise funders are not interested in the project.”

“The work that the Yolo County Children’s Alliance did with the Kaiser Permanente grant focused attention on the neighborhood,” says West Sacramento Mayor Christopher Cabaldon. “The Sycamore Trail project improved the environment for health and safety. In part, this is because the neighborhood residents were so involved. There is a sense of ownership that would not have happened if the city had just gotten a grant and done the project on its own. Folks use the trail and protect it against vandalism and graffiti — they treasure it.”

Building a Safer and Healthier Community “In the days that followed the Sycamore Trail ribbon-cutting ceremony, lots of people were out using the trail and the park,” says Oscar Villegas. “This type of community effort instills deep-seated pride. It took a lot of energy and effort to accomplish. Some of the children were

very small when their families started talking about the need for this project, and now they are old enough to go to the park by themselves. The residents are more likely to protect the park and notify the authorities of any problems that may arise because they have a stake in it.” West Sacramento Deputy Police Chief Deanna Stevens acknowledges the project’s positive impact. She says, “The increased attention to the trail and its reconstruction has suppressed the appeal it once had for criminal activity and has allowed it to become a path that families in our community can use on a daily basis.” “It’s very powerful when multiple entities and the community work together,” says Superintendent Luna. “The school district was grateful to have the opportunity to help make a difference for the neighborhood.” “This is a very high-needs, low-income area,” Katie Villegas adds. “You have to think outside the box to make things happen. People will get involved and engaged if it’s an urgent neighborhood issue. If I had to do it again, I would try to fast-track more of the process if possible. But failure was not an option on this project.” ■

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Sycamore trail Project Generates Broader Effort The blight and crime along the trail in the Westfield Village neighborhood were symptoms of a larger problem. The city’s physical features make traveling short distances from north to south by foot or bicycle extremely difficult, because railroad tracks and a freeway running from east to west create barriers to through traffic (see map on page 15). The major thoroughfares are not pedestrian friendly. The freeway bisects attendance districts for local schools and separates neighborhoods from job centers. Using the sewer line right of way for the trail generated interest at the city level in extending the trail to connect the neighborhoods north and south of the freeway. “The utility right of way gave the city the ability to punch through existing neighborhoods using an existing pathway. It was a tremendous opportunity for the city to work with utility partners to develop this,”

says Chris Dougherty, transportation program specialist for the City of West Sacramento. “Previously, the right of way was blighted and gated off. Now it’s a great active transportation element through the central part of the city.” Phase 1 of the Sycamore Trail on the north extends from Rice Avenue, just below the Union Pacific railroad tracks, to West Capitol Avenue. “So far, it’s a small component of what’s being built over the next year,” says Dougherty. “It’s hard to get from the Westfield Village neighborhood to other areas of the city except by car,” says West Sacramento Mayor Christopher Cabaldon. “Phase 2 extends the trail farther south to include a bridge over the freeway to the schools on the south side of the freeway. Phase 3 takes it all the way to the port with a bike and pedestrian path to the high school and charter high school. The trail encourages

people to travel from one neighborhood to another and contributes to their longerterm successes, both economically and as a cohesive community.” The city will use state and federal funds to pay for the overpass and trail extension. City of West Sacramento Planning Commissioner Andrew Sturmfels says, “The first phase of the trail, about half a mile long, was partially funded through the Sacramento Area Council of Governments. When the Sycamore Trail is completed, it will be about 1.5 miles long and provide a valuable connection between the north and south areas of the city. This project also creates a place for recreation and provides safe routes to school.” When it is completed in August 2016, the Sycamore Trail will connect students to schools and residents to jobs and activities.

“People were concerned about tearing down fences, but we needed to open up the space to make it safer.” — Katie Villegas

Maria Alonzo, one of the parents who approached the city council to ask for help in creating a safe, healthy space for children and families, drops her son off at Westfield Village Elementary School.

right

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Western City, October 2015

Restorative Peace Building Initiative Succeeds in Reedley Reedley (pop. 25,122) lies in the heart of the San Joaquin Valley’s agricultural country. Decades of caring leadership and community partnerships have shaped the city into an attractive and welcoming center amid farmland, vineyards and orchards. Reedley experienced a sharp rise in violent gang crimes in 2009–10, accompanied by an increase in juvenile offenses that appeared gang related. These offenses added to the caseload of an already overworked criminal justice system. Gang-related crime and gang activity were also reflected in an increase in suspensions and expulsions from Reedley schools and other schools in the Kings Canyon Unified School District. The Community-Oriented Policing Services (COPS) philosophy guides Reedley’s criminal justice process. This approach recognizes that a problem as endemic and far-reaching as gang-related crime has many sources, all of which need to be addressed to accomplish real change. The entire community was concerned about the upsurge of juvenile crime and the waste of young lives in 2009–10, so it was a natural step for the Reedley Police Department to introduce a program for young offenders that explored alternative solutions to instances of juvenile crime. The department launched the Reedley Peace Building Initiative (RPBI) in 2011 as a way for “the community to take care of community.” The program brings together the victim of a crime and the offender with a qualified conflict mediator to help resolve the conflict and reach agreement on how to make amends for the damages caused by the offense. The goal of the process is to awaken awareness of accountability and ultimately to redirect a juvenile offender by providing mentoring and training at the same

time that the youth in some way makes restitution for the offense. In this way, it is hoped that the victim receives recognition, the relationship between victim and offender is repaired and the offender makes amends without incurring a permanent criminal record. The RPBI is modeled on the Victim Offender Reconciliation Program developed through Fresno Pacific University. The nonprofit Mennonite Central Committee West Coast Office partnered with the city for the RPBI launch and provided insight and leadership; its Restorative Justice Director John Swenning acts as RPBI’s restorative justice coordinator. The program relies on volunteer mediators for its outreach, and this partnership allowed for broad participation with the faith-based community. Additional community partnerships followed, with the Reedley Rotary Club, the Kiwanis, the Reedley Peace Center, Reedley College Upward Bound, Adventist Health, the Reedley Chamber of Commerce and the Reedley Downtown Association among those who signed up to provide volunteer mediators. Regional supporters include Fresno Pacific University, the Marjaree Mason Center and the Fresno County District Attorney’s Office. Over 30 additional partners have offered to support the program by providing opportunities for community service.

Program Makes a Difference In its first three years the program trained more than 75 community mediators who successfully resolved over 210 misdemeanor cases and conflicts. “Out of school”

The City of Reedley won an Award for Excellence in the Public Safety category of the 2015 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

League of California Cities

Reedley Police Lieutenant Marc Ediger, Community Service Officer Rosalinda Padilla and Police Chief Joe Garza are honored for the city’s community policing program. left to right

suspensions at Reedley High School dropped 42 percent in one year and expulsions that year decreased by 87 percent. Of the more than 210 juvenile offenders mentored during this period, only nine have reoffended. How did the program achieve this? The first steps were to integrate the RPBI as a core program within the Reedley Police Department and to give officers in contact with a juvenile misdemeanor crime the authority to direct the case to the RPBI program rather than to the court system. A Restorative Justice Committee leads the program, which is coordinated by the support services commander (a police lieutenant). An administrative sergeant monitors the monthly caseload. A victim services community service officer and the restorative justice coordinator determine which cases are eligible for mediation and select the volunteer mediator. continued on page 26

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Community Service Officers Gonee Sepulveda and Eddie Mazon get to know a young Menlo Park resident at a neighborhood event.

Menlo Park Builds Relationships for

Safer Neighborhoods The City of Menlo Park (pop. 32,000) in southern San Mateo County is home to one of the most culturally and economically diverse populations in Silicon Valley. Despite being an epicenter of venture capitalism, the city is not without its challenges.

in Belle Haven. Furthermore, all three locations were rental properties owned by landlords who lived out of the area and were unaware of the ongoing problems. By working with the landlords and tenants, the city identified solutions, and the problems began to ease.

Menlo Park has focused revitalization and redevelopment efforts on the Belle Haven neighborhood since 1981. For many years, the Belle Haven community has been plagued with gang violence. A comprehensive analysis of crime data from 2010â&#x20AC;&#x201C;13 revealed that a vast majority of shootings in the city were connected, in one way or another, with three properties

Within six months of working with the residents of the problem properties, suitable alternative housing was identified. As of August 2015, there have been no shootings in the city since November 2013. Once the gang shootings subsided, the Police Department had more time to focus on traffic concerns, juvenile issues and community relationships.

Building Partnerships With the Community The Menlo Park Police Department formed a community advisory group to improve relations with residents and business owners from throughout the city. The group, which meets bimonthly, identifies crime and community issues and develops comprehensive, coordinated plans that target each neighborhoodâ&#x20AC;&#x2122;s most pressing concerns. Traffic is a primary concern, and the group took the lead in formulating the departmentâ&#x20AC;&#x2122;s strategic plan on traffic safety. The plan includes traffic enforcement around all schools in Menlo Park. continued

The City of Menlo Park won an Award for Excellence in the Public Safety category of the 2015 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

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Western City, October 2015

Menlo Park Builds Relationships for Safer Neighborhoods, continued

Each school is randomly scheduled multiple times for traffic enforcement in the morning and afternoon to ensure a consistent presence. The administrators, teachers and students have expressed their appreciation of these efforts. The advisory group also helped identify residents interested in being Neighborhood Watch block captains. These partnerships have generated extensive community involvement. “Our nonpolitical committee, with representatives from each neighborhood of our city, is making significant progress in understanding the challenges that face our Police Department, making recommendations to the city council upon request, advising the police chief of matters of interest in our respective neighborhoods and, at times, dispelling incorrect assumptions regarding police matters in our neighborhoods,” says Maya Sewald, longtime Menlo Park resident and member of the community advisory group. “While we all strive to improve our little corners of the world, committees such as this go a long way in promoting community.” To ensure that residents understand the Police Department’s community policing philosophy, the city offered a Citizens Police Academy for the first time in April 2014. Residents attended the academy one night per week for nine weeks and learned about local government functions and services as well as opportunities to work together to make the city a better, safer place to live. Twenty-three residents have graduated from the Citizens Police Academy and are now actively engaged in their neighborhoods. The program’s success led to the development of a Youth Academy, which recently graduated 17 teenagers. One Youth Academy graduate says, “I liked all the scenarios and activities because they helped me see, feel and understand how difficult it could be to be a police officer.” Another graduate adds, “I honestly loved the academy. I was scared because I didn’t know anyone, but I met a lot of new people. Most importantly, I learned a lot about law enforcement. My opinion changed completely, and now I understand the job better.”

League of California Cities

The community advisory group works with the Police Department on a broad range of local issues.

Public-Private Partnerships Yield Results The Menlo Park Police Department participates in a number of public-private partnerships and has been a pioneer in developing a public-private partnership with Facebook, the largest employer in Menlo Park. For more than 10 years, staff had been trying to build a service center and/or substation in the east portion of the city. However, finding a suitable site location and funding for the project made it difficult. When Facebook heard the Police Department was considering a site near the gateway into the Belle Haven neighborhood, the company offered to pay the three-year lease on the property and build a secure law enforcement facility with the comfort of a Facebook lobby. The city’s relationship with Facebook has expanded, and the company now funds a full-time police officer to work with at-risk youth. The Menlo Park Police Department is the first law enforcement agency in the nation to have a full-time officer position funded by a private company. City staff believes that publicprivate partnerships will be instrumental for smaller agencies to implement nontraditional programs, because local government budgets are increasingly constrained. Without this partnership, the Police Department would not be in a position to have an officer work specifically with at-risk teens. However, since the position has been in place, the officer has also

arranged to meet every week with at-risk students in the sixth, seventh and eighth grades at Belle Haven Elementary School. During this time, the officer addresses issues that these students confront daily, and they discuss techniques for choosing the right life path. The officer meets with every class at the elementary school a minimum of three times during the semester. In March 2015 the Peninsula Council of Lions Clubs recognized the officer assigned to this position for her outstanding service working with schools and at-risk youth.

Reductions in Crime and Traffic Collisions In addition to the significant increase in community participation throughout the Belle Haven neighborhood, the decrease in crime has been noteworthy. When compared with the previous two years, overall crime at the end of 2014 in the Belle Haven neighborhood declined 42 percent over 2013 — and 12 percent throughout the entire city. Reductions in traffic collisions were equally impressive. By adhering to the Strategic Traffic Plan and enforcing violations most important to the community, the city achieved a 15 percent reduction in collisions during 2014. The City of Menlo Park offers an example of how a small agency can partner with residents and private entities to make their city a safer place to live, work and play. Contact: Robert Jonsen, chief, Menlo Park Police Department; phone: (650) 330-6322; email: rjonsen@menlopark.org. ■

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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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Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436

City Manager, City of Hesperia, CA

The Hesperia of today, along with its sphere of influence, is a thriving community projected to reach a population of 113,058 by the year 2018. The City is currently seeking a City Manager to oversee a 2015/16 budget of $83 million and a staff of 319. The ideal candidate will be a visionary for the development of the community and business services. A personable yet professional manager with cultural sensitivity and a willingness to address community issues is highly desirable. The City Manager should be visible in the community and be accessible to residents, taxpayers, businesses, and other individuals, groups and outside agencies having an interest, or potential interest, in affairs concerning the City. The ideal candidate will have high energy and will see challenges as opportunities. The incoming manager will earn the confidence of City Council, department directors and staff, and will treat each Councilmember equally and keep each one well informed. The ideal candidate will be politically astute yet apolitical. The ideal candidate will be a team builder with the ability to hire and mentor staff. Candidates should possess a well rounded background and understanding of municipal issues including financial management, planning and land use, economic development, housing, and labor and employee relations. The ideal candidate will possess a bachelor’s degree in Public Administration, Business Administration or similar field; a master’s degree is desirable. It is highly desirable that the City Manager reside within the community. The salary for the incoming City Manager is dependent upon qualifications. The City also offers an attractive benefits package. Apply online at www.bobmurrayassoc.com. Contact Mr. Regan Williams with questions. Closing date October 16, 2015. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

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Western City, October 2015

City Manager

City of Lomita | Salary: DOQ

PLANNING DIRECTOR City of Aliso Viejo

ALISO VIEJO, CALIFORNIA Salary: $113,989 – $170,983 Plus excellent benefits package

The City of Aliso Viejo is seeking a team player to perform a broad range of planning duties and oversee the performance of in-house staff and contract consultants. The Planning Director will have a key role in the development and implementation of the Town Center Vision Plan and other development opportunity sites. Minimum seven years of increasingly responsible professional planning experience, including two or more years of supervisory experience. Bachelor’s degree in urban planning or closely related field. Pay-for-performance plan and 9/80 work schedule. APPLY BY: October 16, 2015 @ 4:00 p.m. Must submit a city application, faxes not accepted. APPLY AT: City of Aliso Viejo, 12 Journey, Suite 100, Aliso Viejo, CA 92656. For application materials visit the City’s website at: www.cityofalisoviejo.com or call: (949) 425-2511. EOE.

League of California Cities

The City of Lomita is located at the base of the Palos Verdes Peninsula in the County of Los Angeles. With approximately 20,000 residents, Lomita boasts a small town feel that is unique within the Los Angeles metropolitan region. The City employs a team of 43 full-time staff and has a FY 2015-2016 budget of $19.3 million. The new City Manager must have the ability to quickly develop a responsive working relationship with the City Council. The ideal candidate will be a strategic thinker with an engaging and collaborative management style. For more information regarding the position, please view the job bulletin at www.lomitacity.com/cityhall. If you are interested in pursuing this exciting career opportunity, please submit via email a cover letter, resume, and references to Stephen Burrell, Interim City Manager at s.burrell@lomitacity.com. This position will remain open until filled, with the first review of applications occurring by November 10, 2015.

Assistant Deputy Director - Wastewater Treatment & Disposal, City of San Diego, CA The City of San Diego (population more than 1.3 million) is now seeking an Assistant Deputy Director for the Wastewater Treatment and Disposal Division of the Public Utilities Department. This position will be directly responsible for ensuring that the Point Loma Wastewater Treatment Plant, North City and South Bay Water Reclamation Plants, the Metro Biosolids Facility, and contributing large pump stations continue to work in concert and achieve the system-wide state permit treatment performance requirements. The Assistant Deputy Director will also be responsible for the operations of the Advanced Water Treatment Facility and will be at the forefront of the Pure Water Program, a cutting edge program that will be operational within the next few years. A background including experience in personnel management, budgeting, procurement, data analysis, and project management is highly desirable. A valid SWRCB Grade 5 Wastewater Treatment Plant Operator Certificate and a minimum of two (2) years in a supervisory and/or managerial role is required. A Bachelor’s degree in Civil Engineering, Physical Sciences, Public Administration, or a closely related field is highly desired. The salary range for the Assistant Deputy Director position is up to $115,000 annually; DOQ. If you are interested in this outstanding opportunity with the City of San Diego, please apply online at www.bobmurrayassoc.com. Contact Joel Bryden at (916) 784-9080 should you have any questions. Closing date October 28, 2015. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Photo/art credits Cover: Yvonne Hunter

Page 13: Yvonne Hunter

Page 3: Digital Media Pro/Shutterstock.com

Page 14: Jude Hudson

Pages 4–5: StacieStauffSmith Photos/Shutterstock.com

Page 15 map: Courtesy of West Sacramento Public Works Dept.

Page 7: Glynnis Jones/Shutterstock.com Page 9: Pbk-pg/Shutterstock.com Pages 10–11: texture, Toluk/Shutterstock.com Page 11: clipboard, Itsmesimon/Shutterstock.com; Clutter Image Rating Scale courtesy of Oxford University Press and City of Fremont Page 12: Courtesy of Northern California Construction Training

Pages 16–17: fence photo, courtesy of Northern California Construction Training; Alonzo family photo, Yvonne Hunter Page 18: Courtesy of City of Reedley and League of California Cities Pages 19 & 20: Courtesy of City of Menlo Park and League of California Cities Page 25: Joseph Sohm/Shutterstock.com

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Hoarding’s Hazards: Fremont’s New Approach Improves Safety, continued from page 11

or remove them from their home,” says Leonard Powell, community preservation manager. “However, the options available, including fines, prosecution, abatement and court involvement, often encourage the hoarder to seek the support of the Human Services Department. It’s the proverbial stick-and-carrot approach.” “There are many reasons people hoard,” says Ihande Weber, mental health supervisor with the city’s Human Services Department. “For older adults, fear of failing memory and anxiety may become a driver to hoard. For others, hoarding magazines and newspapers may be perceived as a way to stay connected and socially engaged, even though they are socially isolated. Hoarding may replace work and help the individual feel productive or valuable.” Hoarders commonly say, “I had work to do. I had everything to look after. I was a great cook. Everything has been taken away from me now! I have nothing to do.” Sometimes an item may elicit a fond memory of time spent with a loved one. Some hoarders want to save everything because they believe they may need an item in the future. Supporting the hoarder while teaching problem-solving and decision-making skills and encouraging a motivation to change is the primary challenge for the mental health worker. Working with the family — if the hoarder has one — is also important. The mental health worker helps the hoarder begin to visualize what their environment might look like without so much stuff and what advantages might be gained by disposing of some of it. For some it might be the opportunity to once again have visits from family and grandchildren, while for others it is the ability to sleep in a bed or cook in the kitchen. “We start with three boxes,” Weber explains. “One for things to keep, like family photos, one for things to consider eliminating later and one for things the hoarder is willing to relinquish. It is a slow process that can take months, but behavior change takes time, and both the break from social isolation and medication for anxiety and depression may also help.”

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Department has increased threefold, and code enforcement staff now notifies the Fire Department of addresses where verified dangerous or substandard housing exists. This helps protect firefighter lives and allows fire command to anticipate a potentially difficult rescue and request additional resources early during an incident. ■

Moving Toward a Safer Community While the ultimate success of the program in terms of hoarding recidivism is yet to be determined, the changes made by the City of Fremont have resulted in increased cooperation among city staff and the community. The rate at which hoarding is being reported by the Fire J

E S

Planning Services Director, City of Spokane, WA Near Nature, Near Perfect-Nestled in the Inland Northwest at the foothills of the Rocky Mountains, Spokane, Washington, (population over 210,000) is a vibrant growing community that still has a small-town feel. The City is seeking a Planning Services Director capable of providing strategic leadership and support to the Planning Services Department. The ideal candidate will plan, organize, administer and direct the activities of the Planning Department, which consists of a staff of approximately 10+ employees. The ideal candidate will assist the Division Director in developing and implementing long-range strategies to ensure the economic health and vitality of the City. The incoming Director will provide leadership and coordinate assigned activities with other departments and outside agencies. The selected individual will be expected to execute independent judgment and action within City policies in budgeting, resource management and public policy. In this role, the Director will serve as the secretary to the City Plan Commission and serve as the Chief Planning Professional. The ideal candidate must possess eight years of progressively responsible professional planning experience, along with a Bachelor’s Degree in Urban Planning, Architecture, Landscape Architecture, Urban Design or a related field (or a combination of education, training and/or experience that provides an equivalent background required to perform the work of the class). Professional Certification through the American Institute of Certified Planners is a plus! The salary for the Planning Services Director ranges from $89,763.12 to $110,893.68 dependent upon qualifications. The City also offers an attractive benefits package. Apply online at www.bobmurrayassoc.com. Contact Joel Bryden at (916) 784-9080 with questions. Closing date October 23, 2015. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

CITY OF HEMET Nestled in the scenic San Jacinto Valley, the City of Hemet is home to almost 82,000 residents living within its 28 square miles. The area is known for its recreational opportunities, history and rich Spanish culture. Hemet and the surrounding valley is located in Riverside County and is one of the oldest destinations in Southern California. Hemet is known for its affordable housing and retirement communities. The City Manager is appointed by the City Council and serves as the operational head of city government. The Manager is expected to provide quality and responsive service to residents and will focus on quality of life considerations that are vital to the community as well as help the City Council develop its vision for the City moving forward. Importantly, the Manager will understand and interact with the community and provide leadership and inspiration to the hardworking and committed City staff.

CITY MANAGER

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

A formal job announcement, including salary, benefit information and closing date is available at http://www.averyassoc.net.

Western City, October 2015

California Supreme Court Upholds Inclusionary Housing Programs, continued from page 9

only to show a reasonable relationship between the requirements of the ordinance and the general public welfare; there was no need to show that new residential development caused an adverse impact.

The court rejected CBIA’s argument that “heightened” constitutional judicial scrutiny applied to the ordinance under the San Remo and Patterson decisions. Rather, the inclusionary housing requirements should have been evaluated under the deferential standard generally applied to a city’s legislatively imposed land-use regulations.

The city appealed and the Court of Appeal reversed, upholding the ordinance.

CITY OF CARMEL-BY-THE-SEA Community Planning and Building Director & Human Resources Manager Carmel-by-the-Sea is a charming town well known for its quaint blend of art galleries, boutiques, inns, shops, fine restaurants and whimsically styled homes on California’s central coast. Situated on the spectacularly beautiful Monterey Peninsula and overlooking the Pacific Coast, Carmel is located about 330 miles north of Los Angeles and 120 miles south of San Francisco. The City is seeking two progressive and service oriented executives for William Avery & Associates its senior management team. The Community Planning and Building Management Consultants Director will oversee all development services activity, building 1 3 /2 N. Santa Cruz Ave., Suite A safety and code compliance while the Human Resources Manager Los Gatos, CA 95030 will lead the City’s personnel management efforts. Both positions 408.399.4424 report directly to the City Manager and represent outstanding career Fax: 408.399.4423 opportunities. email: jobs@averyassoc.net www.averyassoc.net

Formal job announcements, including salary, benefit information and closing dates are available at http://www.averyassoc.net.

Deputy Director of Municipal Utilities & Engineering City of Redlands, CA The City of Redlands, population approximately 70,000, is located in the heart of the Inland Empire halfway between Los Angeles and Palm Springs. The City is seeking a Deputy Director of Municipal Utilities and Engineering who will be a high energy leader that values teamwork and inter-department cooperation. The ideal candidate will think from a big picture perspective and will possess strong management as well as technical skills. The new Deputy Director should be responsive and ensure the City is in full compliance with all current regulatory requirements established by regional, state, and federal regulatory agencies. The successful candidate will be able to manage a number of different projects and services simultaneously, recognizing the importance of shifting priorities as needed. The City will benefit from a seasoned individual with knowledge of principles and practices of civil engineering, particularly as applicable to municipal development, public capital improvement program development and implementation, governmental codes, flood control, construction management, and master planning. The ideal candidate will have ten years of increasingly responsible experience in municipal public works department, capital and land development, water resource planning, utility administration, water and wastewater utility operations, including five years of supervisory experience. This position requires a Bachelor’s degree from an accredited college or university with major course work in civil engineering, environmental or water resources engineering, or a related field. A Master’s degree in water resources engineering and administration, or related field is desirable. The salary for the Deputy Director of Municipal Utilities and Engineering is $134,983-$164,073, depending on qualifications. The City also offers an attractive benefits package. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Fred Freeman at (916) 784-9080 should you have any questions. Brochure available. Closing date Oct. 23, 2015.

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

League of California Cities

Supreme Court Decision Upholds San José’s Inclusionary Program The California Supreme Court then granted the developer’s petition for review of the case and ultimately affirmed the Court of Appeal’s ruling and upheld San José’s ordinance. In doing so, the court rejected CBIA’s argument that the ordinance imposes an exaction on developers’ property, which requires heightened judicial scrutiny. Instead the court found the ordinance simply operates as a limitation on land use — no different from other local land-use regulations such as height limits, side-yard setback requirements and price controls that cities typically enact under their constitutional police power. As such, courts are bound to review — and uphold — such regulations under the most deferential standard, namely whether the regulation is reasonably related to the public welfare. The court also rejected CBIA’s argument that, under the heightened scrutiny required in the San Remo and Patterson decisions, inclusionary requirements are valid only if cities first demonstrate that the development of new market-rate housing creates an additional need for the affordable housing. The court held those rulings do not apply because San José’s inclusionary regulations do not require an exaction that requires developers to convey a property interest to the city.

What the Decision Means for Cities Several important “take-away” points for California cities emerge from this landmark state Supreme Court decision: • Under constitutional separation of powers principles, courts must defer to cities’ legislative land-use policy judgments. • Properly drafted inclusionary housing regulations — and local land-use regulations generally — will continue to be reviewed by courts under the deferential standard for reviewing the constitutional validity of all police power regulations.

www.cacities.org

• Inclusionary housing laws may still face new challenges under state statutes such as the Mitigation Fee Act. • Cities looking to adopt new or strengthen existing inclusionary housing regulations should look closely at the San José ordinance and pay careful attention to the factors the Supreme Court focused on to uphold it. These include: The ordinance’s basis in the city’s Housing Element and General Plan; Its careful means of ensuring the long-term affordability of the inclusionary units; The provision of incentives for a developer to offset the ordinance’s financial burdens; and Th e inclusion of a “safety valve” process for waiving or reducing inclusionary requirements.

Conclusion CBIA v. San José is one of the most city-friendly decisions in many years from the California Supreme Court. Cities throughout the state watched the case closely, and the League, through its Legal Advocacy Program, filed an amicus (friend-of-the-court) brief in support of San José’s ordinance. The decision emphatically affirms the constitutional validity of inclusionary housing programs as one important tool for cities to use in addressing local affordable housing shortages. Moreover, it represents an important victory not only for San José, but also for cities generally in their efforts to preserve local land-use control. ■

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Director of Library Services Director of Operations & Water Utilities City of Pleasanton Julie Yuan-Miu • 925.820.8436

Riverfront Park Director, City of Spokane, WA Near Nature, Near Perfect-Nestled in the Inland Northwest at the foothills of the Rocky Mountains, Spokane, Washington, (population over 210,000) is a vibrant growing community that still has a small-town feel. The Riverfront Park Director is accountable for a 100 acre park that has three channels of the Spokane River running through it and surrounded by a thriving downtown, Spokane Veterans Arena, Spokane Convention Center and several major hotels. Riverfront Park enjoys 2.5 million visitors a year that come to see the river, ride the historic Looff Carousel, ice skate, ride the Sky Ride, or just picnic in the park. The Riverfront Park Director must be someone who is passionate about urban parks, community events, stakeholder relationships, partnering and getting the most out of their employees. The Director is responsible for outstanding customer service, managing a $5 million dollar budget with a goal of 100% cost recovery, supervising 18 fulltime employees and - hundreds of temporary seasonal employees, and ensuring the park grounds are in excellent condition. The success of Riverfront Park is the sole responsibility of the Riverfront Park Director. Graduation from an accredited fouryear college or university with a degree in Parks and Recreation Administration/Management, Business or Public Administration, or related field; AND, a minimum of five years of experience in a responsible administrative, programming, and supervisory capacity in the parks or entertainment field. A Master’s Degree in an approved field, a C.P.A. certificate, and National Recreation and Park Association certification as a Leisure Professional may substitute for one year of experience each. The salary for the incoming Riverfront Park Director is $75,042.72 to $92,581.92 and is dependent upon qualifications. The City also offers an attractive benefits package. Apply online at www.bobmurrayassoc.com. Contact Joel Bryden at (916) 784-9080 with questions. Closing date October 29, 2015.

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

ASSOCIATE PLANNER City of Ojai, California Salary: $68,099 to $82,784 annually, plus excellent benefits Performs professional-level work in current and longrange planning in the City’s Community Development Department. Education: Combination of training/ experience equivalent to Bachelor’s degree in planning or a related field. Master’s degree desirable. Experience: Three years experience as a City or County planner or equivalent, with some supervisory experience, with strong knowledge of CEQA and local government permitting processes. APPLY BY: October 20, 2015 APPLY TO: City of Ojai, Attn: Deputy City Manager 401 S. Ventura St., Ojai, CA 93023 (805) 646-5581 x101 or www.ojaicity.org

www.westerncity.com

Western City, October 2015

Restorative Peace Building Initiative Succeeds in Reedley, continued from page 18

The mediators receive 16 hours of training in conflict resolution and mediation skills; they are responsible for the mediation process and drafting the resolution contract between the offender and the victim. A twofold process separates cases of offenses occurring on the street from those happening on a school campus. J

This allows for separate management of certain issues arising from community offenses at the same time that it allows school officials to play a direct role in determining outcomes. The RPBI has reduced the number of juvenile cases directed to the criminal

Police Lieutenant

California State University, San Bernardino California State University, San Bernardino is a preeminent center of intellectual and cultural activity in Inland Southern California. Opened in 1965 and set at the foothills of the beautiful San Bernardino Mountains, the university community includes over 20,000 students, faculty and staff. The CSUSB is seeking a Lieutenant with thorough knowledge of law enforcement, public safety and security methods; the ability to apply public safety experience and principles in a campus setting; willingness and ability to enhance the partnership between the department and the campus community; a clear track record of experience in diversity, accountability and transparency, as they apply in a law enforcement setting. The ideal candidate will approach the position with a humanistic view and will also be sensitive to the need to ensure consistency, compliance, accountability and transparency in the department. He or she will be sensitive and personable and be considered a team builder. All candidates must possess a POST Management Certificate or be eligible to obtain one within 12 months of hire. A bachelor’s degree from an accredited college or university—with study in the areas of criminal justice administration, business administration, psychology, or a related field is strongly preferred. A master’s is desirable as is prior experience in a university or educational law enforcement setting. The salary for the Lieutenant will be negotiated based on candidate qualifications. The University also offers an attractive benefits package including tuition fee waiver for the employee and dependents. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Joel Bryden at (916) 784-9080 should you have any questions. Brochure available. Closing date October 16, 2015.

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

www.bobmurrayassoc.com

Upcoming & Current Opportunities: Santee, CA City Manager Montecito Water District, CA General Manager Central Arizona Project, AZ General Manager Santa Clara Valley Water District, CA Assistant Administrative Officer Financial Services Division Healdsburg, CA Senior Planner Sonoma County, CA Director of Law Enforcement Review & Outreach

Cachuma Operation and Maintenance Board, CA General Manager Vernon, CA City Administrator Mendocino County Russian River Flood Control and Water Conservation Improvement District, CA General Manager Beverly Hills, CA Water Conservation Administrator; Water Resources Manger; Project Manager-Water (2)

For more information and filing deadlines, please contact:

justice system, and its effects are being felt throughout the community: • The engagement of the volunteer mediators with the Police Department fosters greater mutual understanding; • The appointment of a restorative justice coordinator working directly in the Kings Canyon School District extends the reach of the program into the daily lives of the student offenders; • Parental involvement in the mediation process strengthens families; • Valuable statistical information about the nature of criminal and gang activity is now available to all of Reedley’s city departments and the participating community organizations; and • Business and institutional partnerships engaging young people in productive work through the RPBI help strengthen the community as a whole. Simple statistics illustrate the program’s greatest impact. Previously 42 children in a given year could find themselves with criminal records and possibly incarcerated; today that number is down to 12. “Restorative justice provides a way to build relationships and trust through communication, accountability and honesty,” says Restorative Justice Coordinator John Swenning. “The RPBI continues to save money, save time and save lives.” The RPBI has changed lives because the community was willing to try something different and believe in its children. “This program is about giving our kids a second chance and creating a healthier community,” says Reedley Police Chief Joe Garza. “The opportunities that arise when someone can take ownership of an offense and still be accepted into the community help to build confidence and a sense of appreciation in our young people.” To learn more about the program, visit http://rpbi-reedley.org. Contact: Marc Ediger, lieutenant, Reedley Police Department; phone: (559) 637-4250, ext. 243; email: marc.ediger@reedley.ca.gov. ■

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

League of California Cities

www.cacities.org

Presents Outstanding Career Opportunities Resumes acknowledged within two business days. Call Phil McKenney at (866) 912-1919 for more information. Filing deadline is October 19, 2015.

City Manager City of Galt, CA

The City of Galt, with 25,000 residents and growing, is located in southern Sacramento County and offers a full range of services including sewer, water, drainage, streets, parks and recreation, police, and planning and building. The new City Manager will find Galt to be a financially sound and politically stable organization with 120 full-time employees and a total operating budget for 2015-16 of $31 million. Bachelor’s degree in a relevant field with significant experience in a municipal or other public agency setting; or, an equivalent combination of education and experience sufficient to successfully perform the essential duties of the position is required. Master’s degree highly desirable. Salary up to $165,072 DOQE with excellent benefits.

Chief of Police

City of Beverly Hills, CA

Resumes acknowledged within two business days. Call Phil McKenney at (866) 912-1919 for more information. Filing deadline: October 12, 2015.

The City of Beverly Hills has a longstanding reputation for providing superior customer service to its visitors, businesses and 34,833 residents. The Police Department with 127 sworn and 55 civilian fulltime employees is known and recognized as one of the finest public safety agencies in the nation and is a strong source of pride for the community. The new Chief of Police will be a strong leader who is politically astute with excellent interpersonal skills and unquestionable integrity. Bachelor’s degree in a closely related field and six years of increasingly responsible management level experience with a minimum of two years at a police captain or equivalent or higher level required. Master’s degree and graduation from the POST Command College and/or FBI National Academy are highly desirable. Salary range from $218,832 to $296,064 DOQE with comprehensive benefits.

Human Resources Director City of Anaheim, CA

Resumes acknowledged within two business days. Call Bobbi Peckham at (866) 912-1919 for more information. Filing deadline is November 6, 2015.

One of the nation’s premier municipalities, Anaheim provides over 348,000 residents with a vast array of quality services. With a 2015/16 budget of $1.7 billion and nearly 2,000 FTEs, the city is committed to innovative solutions to continually improve core services and encourage economic growth for the community. The Director will oversee a centralized human resources department with $180.5M budget and excellent staff of 39 in the areas of recruitment and employee development, benefits, employee relations, risk management, and administration. The ideal candidate brings proven management, leadership, customer service, and labor relations experience. A Bachelor’s degree in human resources management, personnel administration, or related field is required. Attractive salary range and benefits; appointment is DOQ.

Upcoming Recruitments City Manager – City of Calistoga, CA Assistant Director of Finance – Marin County, CA Deputy City Manager – City of Oceanside, CA Financial Services Director – City of Oceanside, CA Chief Deputy County Administrator (2) – Contra Costa County, CA

Please send your cover letter and resume electronically to:

Peckham & McKenney apply@peckhamandmckenney.com

Resumes acknowledged within two business days. A detailed brochure is available at

www.peckhamandmckenney.com

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Western City, October 2015

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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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Bobbi C. Peckham • Phil McKenney

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League of California Cities

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Western City, October 2015