Western City October 2016 by Western City Magazine

OCTOBER 2016 |

The Monthly Magazine of the League of California Cities®

2016 Annual Conference & Expo Highlights p.19 Santa Rosa’s Violence Prevention Efforts Lead to Success p.11 Concord Offers Support and Services to Victims of Domestic Violence p.39

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CONTENTS 2 Calendar of League Events 3 Executive Director’s Message Some Final Thoughts About Leadership, Democracy and the League

By Chris McKenzie

During a ballot measure campaign, a critic said, “If you’re going to try to kill the king, you’d better succeed.”

7 City Forum

Confronting the Opioid Crisis: Lifesaving Tool Now Available at Reduced Cost

By Norman Coppinger

he consequences of opioid T misuse are increasingly deadly.

9 News From the Institute for Local Government

ILG Launches Community Health Partnerships Resource Center

he resource center offers a specT trum of collaborative examples.

10 Legal Notes

Changes Ahead for CEQA Traffic Studies: How Your City Can Prepare Now

By Rick Jarvis and Christine Crowl

n upcoming amendment will A significantly change how local public agencies are required to analyze development projects’ traffic impacts.

League of California Cities® 2016 Annual Conference & Expo Highlights

By Caitlin Cole

earn about new ways to better L serve your city and residents.

CALIFORNIA STATEWIDE COMMUNITIES DEVELOPMENT AUTHORITY

Expo Exhibitors p.21

29 Fort Bragg Makes Bees a Priority

By Scott Schneider

ort Bragg is California’s first F Bee City USA®.

33 A Farewell Interview

With Executive Director Chris McKenzie

McKenzie will retire this month.

38 California Cities Helen Putnam Award for Excellence

Santa Clarita’s Special Needs Registry Provides Vital Information

he online registry provides T an important public safety tool.

39 California Cities Helen Putnam Award for Excellence

Concord Offers Support and Services to Victims of Domestic Violence

one-stop center serves people A who want to break the cycle of violence.

Providing California’s local governments with an effective tool for the timely financing of community-based public benefit projects. Since 1988, more than 500 cities, counties and special districts use CSCDA as their conduit issuer and PACE funding provider.

Job Opportunities 40

Santa Rosa’s Violence Prevention Efforts Lead to Success

Professional Services 51

By Randi Kay Stephens

ultiple agencies and local M organizations partnered to reduce violent crime.

Cover image: Courtesy of Long Beach Visitors & Convention Bureau

Sponsored by:

www.cscda.org

President L. Dennis Michael Mayor Rancho Cucamonga

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

Second Vice President James Goodhart Council Member 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 Managing Editor Eva Spiegel (916) 658-8228 email: espiegel@cacities.org

OCTOBER 5

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

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

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

Transportation, Communication and Public Works Policy Committee Meeting, Long Beach The League’s policy committees review issues of interest to cities statewide and make recommendations to the League board of directors.

Contributors Dan Carrigg Martin Gonzalez Rebecca Inman Melissa Kuehne Corrie Manning Lorraine Okabe Sara Rounds Katie Sacco Adrienne Sprenger Patrick Whitnell

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.

November 10–11

Associate Editors Carol Malinowski Carolyn Walker

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.

Design Taber Creative Group Advertising Design ImagePoint Design

28–29

For photo credits, see page 41. 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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ED US IN

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

Nov. 30–Dec. 1

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.

Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2016 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCII, No. 10.

First Vice President JoAnne Mounce Council Member Lodi

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 www.cacities.org

Executive Director’s Message by Chris McKenzie

Some Final Thoughts About

Leadership, Democracy and the League My political awakening began in 1968, when I was 17 years old. The Vietnam War was in high gear, sacrificing young Americans’ lives; a gunman assassinated Martin Luther King Jr. in April; and just two short months later, after winning the California primary, Robert Kennedy also was assassinated. In August riots broke out at the Democratic National Convention in Chicago outside the convention hall where police clashed with demonstrators protesting the Vietnam War and the choice of Vice President Hubert Humphrey as the party’s presidential nominee, and fights even erupted on the convention floor. On the national stage things could not have been much worse, and public confidence in the federal government was abysmally low. My own future also was on the line as I approached draft age (but not voting age, which was still 21). My family often heatedly debated the morality and wisdom of going to fight a war that my generation detested and our parents barely tolerated out of a sense of patriotism. The sense of alienation my generation felt was real. For me, however, it was deeply personal because our national selective service policy could

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have determined whether I remained in America or felt compelled to leave the country to avoid being forced to fight a war I believed was profoundly wrong. In a strange way that year laid the groundwork for my eventual interest in local public service where politics are practiced face to face, the services provided are essential to our daily lives, and public officials can be held more accountable. My attraction to local government service probably also allowed me to respond to President John F. Kennedy’s idealistic call eight years earlier to “ask what you can do for your country” without sacrificing my integrity or my life.

Local Leadership During the 9/11 Crisis Most people my age can remember where they were when they heard that President Kennedy had been assassinated. That searing experience left its mark. The same can be said about Sept. 11, 2001. Each of us can remember where we were the moment we heard that terrorists had attacked and destroyed the World Trade Center. continued

Western City, October 2016

Some Final Thoughts About Leadership, Democracy and the League, continued

The League was preparing to host its 2001 annual conference in Sacramento, but it immediately became clear that city officials did not feel comfortable leaving their cities during this national crisis. The League board of directors quickly postponed the event, and we never heard a single complaint. What happened next illustrates why local governments — especially city governments where citizens experience real community connections — are our most trusted form of government. Recognizing that their constituents needed to mourn, share the experience and renew their connections as Americans and neighbors, city leaders statewide hosted hundreds of community events so people could gather to share their shock and grief. The public response was tremendous, and these events helped people feel less alone in their grief and receive assurance from their leaders that their community was safe. In a way, everyone recommitted to our common democratic values and to each other during this crisis, which also provided one of the most impressive examples of organic leadership I have ever seen. City officials sensed what their residents needed, and they moved rapidly to provide security and opportunities for the collective experience.

Rebalancing the State-Local Relationship After a period of mourning 9/11, city officials and the League got back to work on how to ensure cities’ ability to keep our residents safe by stopping future raids by the state government on cities’ financial resources. This led us to an outstanding partnership with our county and special district colleagues, the development of a proposed statewide ballot initiative to require voter approval before the state could take additional local revenues, and a statewide signature-gathering effort in which city officials — elected and appointed — participated on their own personal time. We qualified that ballot measure with over 1 million signatures — more than 10 percent of which were collected by city volunteers on weekends and at night in shopping centers and other local venues. As a result, the newly elected Gov. Arnold Schwarzenegger and the Legislature asked us to work with them on an alternative, Proposition 1A, that we later supported and voters approved in November 2004 with an astounding 83 percent of the vote.

All of these things happened because city, county and special district officials and their statewide associations found strength in working together to limit the state’s ability to divert resources from the very level of government most trusted by the voters, both then and today. In hindsight it was an incredibly simple and achievable goal, but after years of the state diverting local funding sources it seemed very unachievable and even frightening at times. We all knew we were taking a collective risk by standing up to the state, but doing it together made it bearable. In one of the many analogies comparing politics to war that we heard during that effort, a critic said, “If you’re going to try to kill the king, you’d better succeed.” In other words, the stakes were high. We achieved this historic goal in 2004 only because of our partnership, called the Leave Our Community Assets Local (LOCAL) Coalition, and the tenacity of local elected and appointed city officials.

Achieving Other Goals Since I arrived on the scene in 1999, city officials have repeatedly helped support

Successful ballot measure campaigns play a key role in the League’s advocacy.

League of California Cities

legislative and ballot measure campaigns aimed at protecting local authority and revenues. For example, in both 2006 and 2008 we joined forces with the counties and environmental groups to defeat ballot measures to limit local land-use authority. In 2009 we partnered with the counties to defeat efforts to divert the local share of the gas tax; and in 2010 we joined transportation and transit allies to pass a transportation funding and local tax protection ballot initiative by 61 percent of the vote. We have waged numerous other legislative and ballot measure campaigns in the intervening years, repeatedly proving that Californians value their cities and local governments and will stand with them when local leaders clearly communicate the threat or need, in a way that only a mayor or council member can. The League’s City Managers’ Department leaders led the charge for the members to approve our now widely supported regional public affairs program and developed a set of forward-looking pension reform recommendations, which became part of the 2012 pension reform package that the governor signed. Our City Attorneys’ Department leaders continue

to operate an outstanding legal advocacy program, which has typically resulted in friend-of-the-court briefs being filed in over 40 cases each year on behalf of cities. Our Public Works Department leaders have helped keep our local streets and roads assessment report up to date, and all the League’s departments send their best and brightest to serve on our various policy committees.

Being Passionate About Democracy Public service is a joy when you serve with people of integrity who believe passionately in democracy and their duty to nurture and protect it. I’m grateful for my experience during the past 17 years as the League’s executive director, because I have been graced with colleagues, officers and directors, committee chairs and members, division officers and members, department officers and members, and caucus officers and members who believe strong local government institutions are the bedrock of democracy and the foundation of our relationship with those we are privileged to serve. It’s been a joy to work with you and our many, many colleagues.

Leaders Who Inspire Me As I take my leave from the League so I can pursue many family and personal priorities and interests that have long competed with my rewarding career, I am also inspired by local, state and federal leaders — too many to name — who are engaged in the challenging and rewarding task of governing and serving their fellow citizens. I have high regard for those who pledge their time, their effort and often their personal resources to serve others. Whether they succeed or fail, these men and women evoke the picture painted so vividly by President Theodore Roosevelt when he said about leaders: “It is not the critic who counts; not the one who points out how the strong person stumbles, or where the doer of deeds could have done them better. The credit belongs to the person who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; continued

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Some Final Thoughts About Leadership, Democracy and the League, continued

who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who know neither victory nor defeat.” One hundred and eighteen years after it was founded, the League continues to be blessed with courageous leaders. I have been fortunate to serve them and the cities of California these past 17 years. Thank you for the privilege, opportunity and joy.

The League also advocates in the courts for local control.

Editor’s note: Chris McKenzie has served as the League’s executive director since June 1999. He will retire at the end of this month. For more about McKenzie, see “A Farewell Interview With Executive Director Chris McKenzie” on page 33. ■

League of California Cities

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Seconds count when responding to a suspected overdose.

Confronting the Opioid Crisis: Lifesaving Tool Now Available at Reduced Cost by Norman Coppinger

Over the past decade the United States has experienced a significant rise in the use and misuse of opioids, both legal and illegal. The consequences of misuse are increasingly deadly. While Ohio, Kentucky, New Hampshire, New Mexico and West Virginia had the highest drug overdose death rates nationwide in 2014, according to the Centers for Disease Control and Prevention (CDC), California is not immune. During that same year the CDC reported over 4,500 deaths in California caused by drug overdoses — compared to 3,074 traffic fatalities.

Alarming Statistics The United States consumes approximately 80 percent of the global opioid supply. Typically prescribed for pain management, the most common drugs involved in prescription opioid overdose deaths are methadone, hydrocodone and oxycodone. Although opioids are not the only drug causing overdose deaths, nevertheless 72 percent of the 1,800 deaths related to opioid and heroin use in California in 2012 involved prescription opioids.

Earlier in 2016 the White House Office of National Drug Control Policy hosted a community forum in Knoxville, Tennessee, as part of an effort to develop strategies for tackling the public health and public safety challenges posed by the dramatic rise in fatal opioid and heroin overdoses. At the forum, state and local leaders learned that Narcan® (naloxone hydrochloride) Nasal Spray, a medication used for treating known or suspected opioid overdose, is available through the League-sponsored U.S. Communities Government Purchasing Alliance program. Opioid overdoses affect the central nervous system and respiration, which can lead to death. Narcan, a type of drug known as an opioid antagonist, can counteract the effects of opioids (including drugs such as fentanyl) on the central nervous and respiratory systems and may be delivered by injection or a nasal atomizer. Timely application can save an overdose victim’s life and prevent brain damage caused by a lack of oxygen.

Drug Plays Key Role in Treating Overdoses In April 2015 the Glendora Police Department became the first police agency in Los Angeles County authorized to carry Narcan Nasal Spray. Five months later, Glendora police officers responded to a call about an unconscious 31-yearold individual in respiratory distress. The officers, who are trained emergency medical technicians, delivered a dose of Narcan after observing signs of an opioid overdose. Within 90 seconds the man was breathing more normally and his pulse rate had risen significantly. Glendora first responders saved his life using a combination of emergency protocols, including administering Narcan, and he recovered fully. California cities and other public agencies can purchase Narcan, the only FDAapproved ready-to-use nasal spray opioid antagonist, through the U.S. Communities Government Purchasing Alliance program, which provides a 40 percent discount under its Public Interest Contract Price award. continued

Norman Coppinger is director of administrative services for the League and can be reached at ncoppinger@cacities.org. www.westerncity.com

Western City, October 2016

Confronting the Opioid Crisis: Lifesaving Tool Now Available at Reduced Cost, continued

72 percent of the 1,800 deaths related to opioid and heroin use in California in 2012 involved prescription opioids.

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“As families, communities, public safety officials, elected leaders and others deal with the devastating and costly effects of opioid deaths, affordable access to lifesaving drugs like Narcan is critical, especially for public agencies constrained by limited funding,” says League Executive Director Chris McKenzie. Although opioid antagonists alone will not end opioid abuse, they are a critically important tool for local agencies. “The White House has made expanding access to the overdose reversal drug naloxone and medication-assisted treatment a top priority, because we have lost too many of our family members and friends to the opioid epidemic,” says Michael Botticelli, director of the Office of National Drug Control Policy. “This public-private partnership to secure discounts for state and local agencies can help ensure that these life-saving medications are available wherever they are needed.” ■

About U.S. Communities Originally launched by the League and California State Association of Counties to help California’s cities and counties share in the financial savings from other local agencies’ competitive procurement decisions, the U.S. Communities Government Purchasing Alliance has evolved into a national program that saves public agencies millions of dollars. “Narcan offers an excellent example of how public agencies benefit from U.S. Communities,” says League Executive Director Chris McKenzie. U.S. Communities reduces the cost of goods and services by aggregating the purchasing power of public agencies nationwide; it provides world-class procurement resources and solutions to local and state government agencies, school districts (K–12), higher education institutions and nonprofit organizations. State and local governments have access to a broad line of competitively solicited contracts with over 40 “best in class” national suppliers. Revenue from U.S. Communities helps keep League membership dues low. For more information visit www.uscommunities.org/lcc.

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League of California Cities

www.cacities.org

ILG Launches Community Health Partnerships Resource Center Local officials and staff play a vital role in the wellness, health and safety of California’s children and families. To address health and social disparities, cities are looking to build upon innovative methods to maximize finite economic and human resources. Specifically, agencies and staff are using collective impact approaches, which provide a framework for making collaborations work across sectors, to create healthier and more vibrant communities. By leveraging collaborations and partnerships for shared services, joint use or proactive program planning, cities and other public agencies can achieve results greater than any one agency could achieve on its own. The Institute for Local Government (ILG) has developed an online Community Health Partnerships Resource Center (www.ca-ilg.org/healthpartnerships) with tools for local officials and staff interested in using collaborative approaches to address community challenges, particularly in the areas of healthy eating/ active living, violence prevention and safety. As part of this work, ILG updated and revised the Stretching Community Dollars Guidebook (www.ca-ilg.org/stretching communitydollars), a publication that provides a framework for collaboration and partnerships. The guidebook’s purpose is to inspire, encourage and support local governments throughout California in achieving focused, sustainable intergovernmental collaboration. City officials and staff can find the guidebook in ILG’s resource center as well as a variety of other tools to help them pursue collaborative approaches to vexing community challenges. Case stories and webinars highlight California communities that have successfully collaborated with other public agencies and community-based organizations to improve community wellness.

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Agencies candidly share the benefits, challenges, lessons learned and best practices in collaborating with others. City officials and staff also can learn more specifically about the collaborative process, including essential elements for starting, maintaining and scaling up projects. The resource center offers a spectrum of examples from small-scale projects to more substantial projects, such as facilities and alignment of staffing resources. Topics and materials provided in the resource center include: • The Stretching Community Dollars Guidebook; • Examples of collaborative efforts focused on healthy eating/ active living, violence prevention and safety; • Information about the benefits of a collective impact approach; and • Practical examples and tips on how to pursue leader-to-leader meetings between city, county and school officials. The Community Health Partnerships Resource Center was made possible through a community benefit grant from Kaiser Permanente. ■

Additional Resources on Safety and Violence Prevention ILG will conduct the last webinar in a three-part series about “Achieving Positive Outcomes for Safety and Violence Prevention Through Collaboration” on Oct. 19 at 11:00 a.m. Panelists from the Santa Rosa Violence Prevention Partnership will discuss their experiences in partnering with multiple agencies and organizations to address gang violence and safety. To register, visit www.ca-ilg.org/violencepreventionwebinar. Read more about the Santa Rosa Violence Prevention Partnership in “Santa Rosa’s Violence Prevention Efforts Lead to Success” on page 11.

Western City, October 2016

Changes Ahead for CEQA Traffic Studies:

How Your City Can

Prepare Now

by Rick Jarvis and Christine Crowl

An upcoming amendment to the California Environmental Quality Act (CEQA) Guidelines will significantly change how local public agencies are required to analyze the traffic impacts of development projects. After a two-year phase-in period, agencies will be prohibited from using the traditional “level of service” analysis and will instead be required to measure the “vehicle miles traveled” resulting from a new development or other land-use decision. This change likely will result in initial controversy and litigation. This article examines what city officials need to know about the new rules and what they should do to prepare for them.

Background on CEQA CEQA requires public agencies to analyze the environmental impacts of all of their discretionary land-use decisions, including their: • Adoption of land-use regulations (such as General Plans and zoning ordinances);

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.

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• Approval of public works projects; and • Approval of discretionary development entitlements, such as subdivision maps, conditional use permits and development agreements. continued on page 43 Rick Jarvis is a partner with the law firm of Jarvis, Fay, Doporto & Gibson LLP; he can be reached at rick@jarvisfay.com. Christine Crowl is an associate with Jarvis, Fay, Doporto & Gibson LLP; she can be reached at ccrowl@jarvisfay.com.

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Santa Rosa’s Violence Prevention Efforts

Lead to Success by Randi Kay Stephens

Faced with an alarming increase in crime and violence in the early 2000s, the City of Santa Rosa developed a partnership with multiple agencies and community-based organizations to address the unexpected challenge. The violence peaked in 2002 when a Cinco de Mayo gathering erupted in gunfire and chaos. Fourteen years later, violent crime in Santa Rosa has decreased by over 40 percent due in large part to a unique collaborative effort supported by more than 50 diverse agencies and organizations. Organizing for Violence Prevention Following the Cinco de Mayo riot, Santa Rosa’s mayors — first Sharon Wright and then Jane Bender — convened a task force to examine internal needs and research models that could be implemented in Santa Rosa to decrease gang violence and provide more opportunities for youth. The community was invited to participate in creating a comprehensive plan and approach. The Mayor’s Gang

Prevention Task Force included residents, representatives from public safety agencies, prevention and intervention advocates, and business and school leaders. The task force borrowed heavily from the model used by the City of San Jose´, which “leverages a variety of available ‘pro-social’ community resources to combat the antisocial influences that youth receive from gangs.”

Randi Kay Stephens is program coordinator for the Institute for Local Government’s Local Government Basics program and CCS (Cities Counties Schools) Partnership; she can be reached at rstephens@ca-ilg.org.

In response to the changing needs of the community and the need to address all youth violence, in 2014 the Mayor’s Gang Prevention Task Force became the Santa Rosa Violence Prevention (SRVP) Partnership. “The entire community owns the solution and supports the effort. This is not just a program, this is full participation,” says former Santa Rosa City Manager Kathy Millison. “The SRVP Partnership is one of the best community-based problem-solving efforts I’ve seen in my 37-year career.” The SRVP Partnership comprises two teams: a policy team and an operational team. The policy team provides leadership and direction by setting policies and monitoring the effort’s effectiveness. continued

Participating in Sports Offers Benefits The City of Santa Rosa’s Department of Recreation and Parks provides direct services to youth through the Santa Rosa Violence Prevention (SRVP) Partnership. By involving youth in sports activities, the SRVP Partnership helps to improve a young person’s interpersonal and teamwork skills and provide a positive physical outlet for youthful energy. The department identifies students in highneeds neighborhoods who are at risk or experiencing challenges and invites them to try out for its soccer program. The SRVP Partnership offers support to help students maintain their grade-point average so they can continue participating in the youth sports program.

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Western City, October 2016

Santa Rosa’s Violence Prevention Efforts Lead to Success, continued

Leadership for the team’s planning, implementation and facilitation is provided by a city council member appointed by the mayor, along with the chief of police and a program manager from the Office of Community Engagement, which is part of the City Manager’s Office. Select members of the policy team also serve on a steering committee that provides further direction and guidance. The operational team, which includes additional members of the community and the organizations represented on the policy team, is responsible for providing direct services. The SRVP Partnership staff and the gang unit sergeant of the Santa Rosa Police Department lead this group. The partnership meets bimonthly to discuss trends, identify opportunities for collaboration and align finite local resources to maximize benefits to the greater community. “The key to the operational team’s success was making sure that enough of the stakeholders included had the resources and knowledge to accomplish goals, without it being so large that it got bogged down,” says Santa Rosa Vice Mayor Tom Schwedhelm, who chairs the SRVP Partnership policy team.

Funding the Effort Due to the early interest and community support for the task force, local leaders quickly realized that additional dedicated support for intervention and prevention programs was essential. In 2004 more than two-thirds of Santa Rosa’s voters approved Measure O, a quarter-cent transactions and use tax, for a period of 20 years. Revenues generated from the measure are used specifically for services related to police (40 percent), fire protection (40 percent) and gang prevention and intervention (20 percent). “The collaborative had already done a lot of the key work needed to educate the public on the measure before it reached the ballot, by pulling together all the different stakeholders in the community and getting them involved in how the money would be spent,” says Schwedhelm. Measure O has four objectives for gang prevention and intervention: 1. Enhancing and improving gang prevention and intervention curriculum and programs in schools;

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2. Adding new programs that emphasize positive role models, problem-solving and community safety in neighborhoods affected by high levels of gang activity; 3. Providing additional after-school and summer programs that stress academic and social success, recreational activities, sports, athletic programs and safe neighborhoods without fear of gangs, drugs or violence; and 4. Offering grants to organizations for youth and parenting programs that focus on gang and anti-violence education, prevention and intervention, community safety and a comprehensive array of social services in high-need neighborhoods. Per the ordinance, the city established an oversight committee to review expenditures and changes to implementation plans and approve an annual report on all expenditures and revenues. The committee comprises Santa Rosa residents who are appointed by the city council. The oversight committee not only fulfills a statutory requirement but also serves to assure the public that the money is not being misused. Measure O provides long-term resources to successfully implement the SRVP Partnership’s vision. Between 2006 and 2015 Measure O provided more than $4 million in grant funding to organizations that provide services for 27,500 youths and their parents in Santa Rosa. The partnership succeeded in leveraging Measure O funding by securing three grants totaling over $2.3 million from the Board of State and Community Corrections’ California Gang Reduction, Intervention and Prevention Program. “The SRVP Partnership has received national recognition for its successful and innovative collaborative approach,” says Santa Rosa Police Chief Hank Schreeder. “We are very proud of our program and what it has been able to accomplish to effectively address youth violence. However, we must remain attentive — violence prevention requires constant vigilance.”

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continued on page 15

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Building Job Readiness Skills The Santa Rosa Violence Prevention (SRVP) Partnership assists youths in developing the skills needed to apply for, get and retain a job. Using funding provided through Measure O, a quarter-cent transactions and use tax, the partnership helps young people gain paid work experience and build a résumé. Short-term employment opportunities are provided during the summer months and typically offer a total of 150 to 180 hours of work. The youths shown here are working at a Sonoma County food bank and preparing senior meals for the Council on Aging as part of this program.

Learn More For related resources, see “ILG Launches Community Health Partnerships Resource Center” on page 9 or visit www.ca-ilg.org/healthpartnerships.

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Western City, October 2016

Helping Youths at High Risk to Finish School Graduating from high school is a turning point for young people; those who complete school are less likely to engage in high-risk behavior and more likely to find employment. The Santa Rosa Violence Prevention (SRVP) Partnership funds programs that support youths’ success by helping them finish school and develop life skills needed to retain a job and thrive as an adult. These programs include conducting street outreach to youths at highest risk. Outreach workers initially build a relationship and earn trust, then maintain ongoing contact and ultimately act as a mentor, role model and case manager who can reconnect a young person with school and help them access supportive services.

Exploring New Places and Experiences The Santa Rosa Violence Prevention (SRVP) Partnership provides many program activities, including field trips to explore colleges and attend events, such as the Oakland Athletics baseball game shown here. (The program takes advantage of reduced ticket prices for its outings to professional sporting events.)

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“Many of our local youths who grew up here have never left town. Some have never even seen the other side of Santa Rosa,” says Serena Lienau, interim program manager for the partnership. “It’s important to show them places and things they haven’t experienced before — it helps develop their understanding of the world and open their eyes to new possibilities. The trips also provide opportunities to help the kids build skills; they learn how to behave and navigate in unfamiliar settings.”

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Acknowledgment

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This article was made possible through a community benefit grant from Kaiser Permanente.

Santa Rosa’s Violence Prevention Efforts Lead to Success, continued from page 12

The Partnership Achieves Results Since the implementation of Measure O in 2004–05, the SRVP Partnership has monitored violent crime, graduation and dropout rates to determine if the community is making progress in supporting Santa Rosa youth and families. Between 2005 and 2014, according to the California Department of Justice, Santa Rosa experienced a: • 44 percent reduction in its violent crime rate; • 42 percent reduction in its juvenile misdemeanor arrest rate;

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• 40 percent reduction in its juvenile felony arrest rate; and

• 37 youths received job training and 22 youths obtained jobs; and

• 13 percent reduction in its juvenile felony violent offense arrest rate.

• 80 youths with prior arrests were not rearrested during 2014–15, which represents a total cost savings of $497,016 for each month not spent in custody.

In addition, high-school graduation rates have increased by 10 percent since 2010. This level of success can be attributed to the cooperative effort between government agencies and nonprofit organizations working closely and collaboratively to support positive outcomes. As a result of Measure O grant funding for fiscal year 2014–15: • 38 youths who had dropped out re-enrolled in school, which generated $230,438 in annual revenue for Santa Rosa schools;

The Future of the Collaborative Though the partnership’s vision for supporting Santa Rosa’s youth remains unchanged, the collaborative now seeks to address youth and gang violence by understanding the root causes of violence. To better comprehend the causes of youth violence and devise appropriate programs and strategies, the SRVP continued

Western City, October 2016

Santa Rosa’s Violence Prevention Efforts Lead to Success, continued

Partnership created a Community Safety Scorecard (based on the Advancement Project’s Comprehensive Violence Reduction Strategy), which incorporates 17 key indicators across four major domains: economic conditions, family and community connectedness, crime and safety and school condition. This information

can be used to make coordinated decisions about maintaining and improving community safety at the neighborhood level. The scorecard also tracks progress over time and provides direction for new investments or reallocation of resources. Moreover, the scorecard serves as a tool

for shared accountability among the agencies that comprise the SRVP Partnership. To learn more about Santa Rosa’s efforts, visit www.thepartnershipsr.org and its Facebook page at www.facebook.com/ PartnerUpSR. For related resources, read the online version of this article at www.westerncity.com ■

Key Considerations for Starting a Collaborative Collaborations are difficult and time consuming but worthwhile. The Santa Rosa Violence Prevention (SRVP) Partnership has shifted its focus over time from gang prevention to violence prevention and intervention. Each partner is dedicated to the success of the collaborative and knows they alone cannot resolve violence. Public safety, social services, government agencies and the community play important roles in supporting Santa Rosa’s youth. Leadership matters. The effort began when one leader took the time to convene all interested stakeholders. Even through leadership changes, the city has maintained its dedication to a strong collaborative and in achieving positive outcomes for Santa Rosa youth. Securing the participation of an extensive set of stakeholders was key to the success of the SRVP Partnership’s collaborative effort. For a full list of the stakeholders involved, read the online version of this article at www.westerncity.com. A shared vision is essential. The success of collaborative effort, such as the SRVP Partnership, depends to a large extent on the participants agreeing on and maintaining a shared vision.

League of California Cities

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League of California Cities

annual Conference Long Beach Convention Center, Oct. 5–7

League of California Cities

www.cacities.org

2016

& Expo highlights by Caitlin Cole

Join thousands of city officials from throughout California at the League of California Cities® 2016 Annual Conference & Expo, Oct. 5–7 in the City of Long Beach. Attend educational sessions and hear about inspiring ways to better serve your city and residents. Visit the Expo Hall to find state-of-the-art products and cost-saving services and explore the League Partner Speaker Theater presentations. Expo and Grand Prize Giveaway This year’s Expo will showcase more than 250 exhibitors, including 57 first-time exhibitors. Be sure to schedule time to meet with vendors and learn how your city can benefit from their products, services and resources. Join us on Wednesday, Oct. 5 for the Expo Grand Opening, held in conjunction with the Host City Reception from 5:00 to 7:00 p.m. The U.S. Communities Zone returns this year and will be rolling out the red carpet for you. U.S. Communities is the League-sponsored government purchasing cooperative designed to save local agencies money. Look for the centrally located, reddraped area to meet with some of the U.S. Communities suppliers, including Columbia Vehicle Group, Graybar, HD Supply Facilities Maintenance and Herman Miller. One lucky city will win the Grand Prize Giveaway this year: a $3,000 voucher that

may be used for products or services from any U.S. Communities supplier. The City of Monrovia won last year’s Grand Prize Giveaway. The 2016 drawing will be held Friday, Oct. 7, during the Closing General Assembly. Entry details can be found inside the U.S. Communities Zone. A representative from the city selected during the random drawing held during the Closing General Assembly must be present to win.

League Partner Village In the Expo Hall, you can find the League Partner Village, an area featuring highlights and successful examples of public-private partnerships. Explore case studies of innovative projects and programs that have worked in California cities. Gain insight from elected officials, continued

Caitlin Cole is a conference program manager for the League and can be reached at ccole@cacities.org.

www.westerncity.com

Western City, October 2016

League of California Cities 2016 Annual Conference & Expo Highlights, continued

city staff and industry experts who have discovered creative solutions to some of the challenging problems that cities face. The League Partner Village also showcases the work of the Helen Putnam Award for Excellence winners. Stop by to learn about these award-winning projects and programs firsthand from the city staff who implement them.

Networking Opportunities The conference offers attendees a multitude of ways to connect with colleagues and experts from throughout the state to discuss common concerns, exchange ideas and share solutions. Networking events are held throughout the conference by the League’s diversity caucuses and regional divisions as well as League Partners.

League Professional Departments Eleven professional departments make up the League, all of which play an integral part in the development and delivery of educational events and networking. These departments comprise: 1. City attorneys;

Regional Divisions The League’s 16 regional divisions function as a grassroots advocacy team and give city officials a way to become more involved in activities that enhance the quality of life in their communities. The divisions provide the League board of directors with a diverse range of perspectives and give a voice to member cities throughout the state. All divisions are staffed locally by the League’s regional public affairs managers. Some League divisions hold networking events during the conference. Contact your regional public affairs manager (www.cacities.org/yourmanager) for more information.

Brown Act Requirements and League Conferences The Brown Act, also referred to as California’s Open Meeting Law, permits a majority of the members of a legislative body to attend a conference (or similar gathering open to the public) that addresses issues of general interest to the public or public agencies of the type represented by the legislative body. However, a majority of the members cannot discuss among themselves — other than as part

of the scheduled program — business of a specific nature that is within the local agency’s jurisdiction. The League has long been a strong advocate for open government and transparency. Cities throughout California continue to comply with the requirements of the Brown Act even though the Legislature has suspended several of its provisions for a three-year period. City officials believe that this compliance serves the best interests of their communities and helps to foster transparency in local government.

Find More Information Visit the League’s annual conference page at www.cacities.org/acsessions to plan your conference schedule. You can also download our free mobile app, designed to help you maximize your time at the conference. The app allows you to check out the schedule of events, customize your schedule, import your selected sessions into your calendar, access session materials and speaker bios, find exhibitor information and more. Find the app by searching in the App Store for “League of California Cities” or “CACities.” ■

2. City clerks; 3. City managers; 4. Community services; 5. Fire chiefs; 6. Fiscal officers; 7. Mayors and council members; 8. Personnel and employee relations; 9. Planning and community development; 10. Police chiefs; and 11. Public works officers. Each professional department is represented on the League board of directors and plays a key role in League policy-making. Most department business meetings will be held Wednesday, Oct. 5. Join your colleagues at the Long Beach Convention Center to sharpen your professional skills and learn new ways to improve your city’s essential services.

League of California Cities

www.cacities.org

2016 Annual Conference & Expo Highlights

Expo Exhibitors League Partners appear in orange.

AAA Flag & Banner

California Joint Powers Insurance Authority

ANP Lighting

California Product Stewardship Council

Carpenter/Robbins Commercial Real Estate Inc.2

AXA

California Specialized Training Institute

Charles Abbott Associates2

A Tiny House Village presented by Newport Pacific

California State Board of Equalization

Churchwell White LLP Citrus Pest & Disease Prevention Program

Accela

California State Water Resources Control Board

Alliance Resource Consulting LLC

California Transportation Foundation

City Ventures

Ameresco

CalPERS

CleanStreet

American Fidelity Assurance Company

CalTRUST

Climatec BTG

Applied Geographics Inc.

Cannon

5 BARS LLC

Capital Partners Development Company

City of Rancho Cucamonga

continued

Aqua Patch Road Materials LLC 1 — Institute for Local Government Partner; 2 — CitiPAC supporter. List current as of Sept. 12, 2016. Visit us at www.cacities.org/2016expo.

Arborjet Architerra Design Group Armorcast Products Company Autocar LLC

We Specialize In Local Government Real Estate Representation

Avery Associates2 Barry Promotions AKA MyHatGuy Best Best & Krieger LLP 1, 2 Blais & Associates Bob Murray & Associates

● Acquisitions

Bryce Fastener Inc. Burke, Williams & Sorensen LLP 1, 2

● Dispositions

Burrtec Waste Industries Inc.2

● Parking Solutions

CSG Consultants Inc.

● Project Management

CXT Prefabricated Concrete Buildings

● Bid Process Management

California Statewide Community Development Authority

“Unique Solutions To Complex Real Estate Issues”

California Association of Code Enforcement Officer California Building Officials

Tom Hixson/Alyce Rados

California Building Standards Commission

thixson@crcre.com arados@crcre.com

California Consulting LLC California Contract Cities Association

925-866-1300

California Department of Water Resources/ Drought California Fuel Cell Partnership California Housing Finance Agency (CalHFA)

www.westerncity.com

CalBRE License 01280981

www.crcre.com Western City, October 2016

2016 Annual Conference & Expo Highlights, Expo Exhibitors, continued

CloudCompli

Dart Container2

Empower Retirement

Colonial Life

Energy Upgrade California

Columbia Vehicle Group

Davey Resource Group, a Division of the Davey Tree

Community Champions

David Taussig & Associates Inc.

Environmental Diversion Solutions

Complus Data Innovations Inc.

DEACERO

e-PlanSoft

ConEdison Solutions

Dekra-Lite

Epoplex

Continental Interpreting Services Inc.

DESIGNPOLE COMPANY

ExecutiveTime by Tyler Technologies

Contract Sweeping Services

Digital Ally Inc.

FATHOM

Contractor Compliance and Monitoring Inc.

Dudek

Fieldman, Rolapp & Associates Inc.

DN Tanks

Earth Systems

Fitch & Associates LLC

DSSI

EfficientGov

Foresters Financial Services Inc.

Dapeer, Rosenblit & Litvak LLP

Emerald Data Solutions Inc.

Fortel Traffic Inc.

Ennis-Flint

Foundation Support of California 1 — Institute for Local Government Partner; 2 — CitiPAC supporter. List current as of Sept. 12, 2016. Visit us at www.cacities.org/2016expo.

FuelMaster/Syntech Systems Inc. GameTime George Hills Company Inc. Golden Sun Safety Good Energy LP Graphic Solutions Graybar Greenshine New Energy Griffin Structures Inc. HAI, Hirsch & Associates Inc. Landscape Architects HD Supply Facilities Maintenance HdL Companies HEAL Cities Campaign

We’re not just another pea in the pod.

HR Green Inc.2

Cooperative purchasing that is uniquely U.S. Communities.

Honor Life Recognition

Herman Miller Holbrook Asphalt IBank Icon Building Supplies Inc.

It is the U.S. Communities difference that delivers savings, efficiency and value through:

In God We Trust America Inc.

• Supplier commitments to pricing, economy, sales and corporate support • Solicitation, evaluation and award process led by an independent lead public agency • Dedicated field Program Managers focused exclusively on public agency support

Integrated Media Systems

Experience the unmatched value of U.S. Communities. Register today! Visit us at www.uscommunities.org/lcc

IntelliTime Systems Corporation International Municipal Signal Association Far West ITEM Ltd.

Founding Sponsor of U.S. Communities

Jamboree Housing Corporation Johnson Controls2 Jones & Mayer KOA Corporation

League of California Cities

www.cacities.org

Kaiser Permanente Kasdan LippSmith Weber Turner LLP Keenan & Associates2 Kenall Lighting Keyser Marston Associates Inc. Kosmont Companies Kronick Moskovitz Tiedemann & Girard LECET Southwest Laserfiche League of California Cities Health Benefits Marketplace Learn4Life Library Systems & Services

The Expo offers city officials and staff opportunities to learn about ways to more cost-effectively serve the public.

Liebert Cassidy Whitmore1 Local Search Association Luminance Recovery MGO MNS Engineers Inc. continued

Piper Jaffray is committed to California municipal finance California municipal finance banking offices are located in Los Angeles, Orange County, Sacramento and San Francisco Mark Adler Managing Director 301 297-6010 mark.j.adler@pjc.com

Russell Reyes Managing Director 310 297-6014 russell.c.reyes@pjc.com

Katie Koster Managing Director 949 494-6110 katherine.a.koster@pjc.com

Victor Ume-Ukeje Managing Director 415 616-1662 victor.e.ume-ukeje@pjc.com

Dennis McGuire Managing Director 916 361-6520 dennis.j.mcguire@pjc.com

Since 1895. Member SIPC and NYSE. ÂŠ 2016 Piper Jaffray & Co. 7/16 CM-16-0647

www.westerncity.com

Western City, October 2016

2016 Annual Conference & Expo Highlights, Expo Exhibitors, continued

Martin Outdoor Media

Pennino Management Group

SSA Landscape Architects, Inc.

Matrix Consulting Group

Periscope Holdings

SVA Architects, Inc.

Meyers Nave

Phantom Fireworks

SWARCO Traffic Americas

MuniciPAY

Piper Jaffray

SAFEbuilt LLC

MuniServices

PlaceWorks

MuniTemps

PowerFlare — PF Distribution Center Inc.

Schaefer Systems International Inc.

MyOnlineBill.com

Precision Civil Engineering Inc.

Schafer Consulting

NBS

Precision Concrete Cutting

Schneider Electric2

NEOGOV

Procure America Inc.

ScholarShare Investment Board

NO-DES, Inc.

SeamlessGov by SeamlessDocs

NV5

Public Agency Risk Sharing Authority of California

Newline Interactive

Public Financial Management Group

SeeClickFix

Newport Pacific Capital Family of Companies

Public Restroom Company

Sensus

QLess

Servpro

NexLevel Information Technology

REV1

Severn Trent Services

NLC Service Line Warranty Program

RJM Design Group, Inc.

Siemens2

Northern California Carpenters Regional Council

RKA Consulting Group

Silver & Wright LLP

RSG, Inc.

Omni-Means Ltd.

SmartCitiesPrevail.org2

Radarsign LLC

OpenGov.com

Sol Powered By Carmanah

Ralph Andersen and Associates

OppSites

Southern California Gas Company

Rancho Cucamonga’s Pop Up City Hall

OpTerra Energy Services

Southern California Library Cooperative

Redtail Telematics Corp

Otto Environmental Systems North America Inc.

SouthTech Systems

Renew Financial

Spohn Ranch Skateparks

Renne Sloan Holtzman Sakai LLP (Public Law Group)1, 2

Sportsplex USA

PFIC

Renovate America — The HERO Program

State of your City Presentations

Pacific Gas and Electric Company2

Republic Services2

ParcelQuest

Retail Strategies LLC

1, 2

PARS2 PERC Water

Save Pensions Inc.

Security Lines US

Spring City Electrical Sturgis powered by PayPal SunGard Public Sector

1 — Institute for Local Government Partner; 2 — CitiPAC supporter. List current as of Sept. 12, 2016. Visit us at www.cacities.org/2016expo.

League of California Cities

www.cacities.org

SunPower Corporation Superior Graffiti Solutions Surface Systems and Instruments Inc. SyTech Solutions Tensar TIAA TKE Engineering Inc. TNT Fireworks Today611 Inc. Toyota Motor Sales Inc. Transtech Engineers Inc. Tribal Alliance of Sovereign Indian Nations Turbo Data Systems Turf Time West Inc. U.S. Communities

The League Partner Village, on the Expo floor, features award-winning city projects and innovative publicprivate efforts.

U.S. Flood Control Corporation USA Fleet Solutions USA Properties Fund Uberlytics Union Pacific Railroad United Storm Water Inc. University of La Verne

PLAN CHECK BUILDING & SAFET Y PROGR AM MANAGEMENT S TA F F A U G M E N TAT I O N C O N S T R U C T I O N M A N A G E M E N T/ I N S P E C T I O N WAT E R Q U A L I T Y

University of San Francisco — MA Urban Affairs Urban Futures Inc. Urben Blu Inc. Utility Service Company Inc. Vali Cooper & Associates Inc.2 Vanir Construction Management Inc.2 ViewPoint Government Solutions Vote4Energy We Hang Christmas Lights Wells Fargo

LET’S TALK CITIES Join us at booth #1428 during the League of California Cities Annual Expo in Long Beach

West Coast Arborists Inc. Willdan Ygrene Energy Fund2 Zenith Motors ■  1100 Town & Country Road, Suite 1025 | Orange, CA 92868

Phone 855.900.4742

In the Expo you will find hundreds of companies whose products and services are tailored to meet the needs of your city.

www.westerncity.com

HRGREEN.COM

T R A NSP OR TAT ION + WAT ER + GOV ERNMEN TA L SERV ICES LAND DEVELOPMENT + ENERGY + CONSTRUCTION

Western City, October 2016

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This city of gardens and gardeners is teaching children and residents about the importance of pollinators.

Fort Bragg Makes

Bees a Priority by Scott Schneider

Fort Bragg became a Bee City USA® in July 2016 — making it the first city in California to receive the designation. Bee City USA (www.beecityusa.org) is a nonprofit national organization whose mission is to foster ongoing dialogue in urban areas to raise awareness of the role pollinators play in sustaining threequarters of the world’s plant species and how each of us can help provide healthy habitats for pollinators. In support of the Fort Bragg City Council’s goal to establish the city as a leader in sustainable practices, Mayor Dave Turner proposed that the council consider adopting a resolution seeking certification of the city as a Bee City USA community. Participating in the national program would increase the awareness and dialogue of what Fort Bragg can do as a community to help provide pollinators with a healthier and more sustainable habitat, thus helping to offset the dramatic decline of honeybee colonies and native pollinators throughout the United States. Members of the community and Bee Bold Mendocino, a local nonprofit organization that advocates for bees and pollinators throughout Mendocino County, encouraged the city council to pursue the Bee City USA designation.

“Fort Bragg understands the importance of sustaining pollinators and wants to do everything it can to make the city more pollinator-friendly and ‘bee’ part of the solution,” says Turner. “We are proud to be the first Bee City USA in California, and we thank Bee Bold Mendocino for bringing the opportunity to our attention.” “The program aspires to make people more PC — ‘pollinator conscious,’ that is,” says Phyllis Stiles, a Bee City USA founder and director. “As more individuals and communities begin planting native, pesticide-free flowering trees, shrubs and perennials, it will create large-scale change for thousands of species of pollinators at risk. How each city or county celebrates pollinators is up to them, but we especially encourage educational programs for children, like school gardens. When a child falls in love with pollinators, they are friends for life.” “Fort Bragg is the ideal first candidate for certification,” says Lavender Cinnamon of Bee Bold Mendocino. “It is a city of gardeners and gardens: it has a garden club, school gardens, numerous community gardens at nonprofit organizations, the farm-to-school program of Noyo Food Forest and, of course, the Mendocino Coast Botanical Gardens.” continued

Scott Schneider is administrative services director for the City of Fort Bragg and can be reached at SSchneider@fortbragg.com.

www.westerncity.com

Western City, October 2016

Fort Bragg Makes Bees a Priority, continued

Formalizing the Commitment

Benefits of Participation

The Bee City USA certification confers both an honor and a responsibility. Launched in 2012, the Bee City USA program endorses a set of commitments, defined in a model resolution, for creating sustainable habitats for pollinators. Cities, towns and communities nationwide are invited to make these commitments and become certified as a Bee City USA affiliate.

Local leaders who choose to have their city become a Bee City USA community can improve their city’s environment, eating habits and economy by:

Becoming a designated city involves multiple requirements. When city leaders complete the application process to become a full-fledged affiliate of Bee City USA, they: • Extend the municipality’s credibility to local grassroots pollinator-conservation efforts; • Institutionalize the city’s commitment beyond any one elected official’s or staff member’s term of service; and • Open the doors to widespread collaboration for establishing and maintaining healthy pollinator habitat within the municipality’s boundaries.

League of California Cities

• Helping to ensure the survival of vital animal species crucial to the planet’s complex food web; • Increasing community awareness of how food grows and improving local food production through expanded pollination. More than 150 food crops in the United States depend on pollinators, including blueberries, apples, squash, strawberries and almonds; • Improving local plant nursery markets by increasing demand for native, pollinator-friendly plants; • Raising community awareness of the dangers of non-native invasive plants to the local ecosystem; • Educating community members about the least toxic ways to deal with home and garden pests; and

www.cacities.org

• Encouraging urban beekeeping and related businesses. Interest in local food products, such as artisanal honey and other honeybee products, creates business opportunities for small-scale entrepreneurs. Honey is unique to the nearby flowers from which the bees gather nectar, and its taste and color vary dramatically as a result. Furthermore, as the community of beekeepers grows, the market for beekeeping supplies grows.

When a child falls in love with pollinators, they are friends for life.

An Ongoing Effort

Council Member Doug Hammerstrom also fully supported Fort Bragg’s application, noting his past experience as an orange farmer. “Without bees to pollinate my trees,” says Hammerstrom, “We would have had no fruit on the trees.”

Maintaining the designation involves: • Annually celebrating being a Bee City USA community with a proclamation and public awareness activities; • Publicly acknowledging your city’s commitment through signage and web links; and • Annually reporting your city’s activities to Bee City USA to renew your designation. Vice-Mayor Lindy Peters is looking forward to Fort Bragg considering the ban of pesticides and neonicotinoids throughout the city. When approving the Bee City USA designation, Peters advocated for planting pollinator-friendly plants on properties where appropriate throughout the city and for a botanical study to learn specifically which plants would most benefit pollinators based on the area’s climate.

Designation as a Bee City USA City also complements efforts being made on a national level. President Obama prepared a presidential memorandum in June 2014 titled “Creating a Federal Strategy to Promote the Health of Honey Bees and Other Pollinators.” The national strategy was produced through a task force co-chaired by the secretary of agriculture and the administrator of the Environmental Protection Agency. Fort Bragg is doing its part to support the strategy. “I am delighted that the City of Fort Bragg saw the wisdom of becoming a Bee City USA,” says Tanya Wyldflower, a local beekeeper and one of the founders of the Mendocino Coastal Bee Keepers group, which has over 200 community members. “We are continually told how deeply gratifying beekeeping is and how our local residents love to contribute to a healthy ecosystem here on the coast. Supporting our pollinators is essential to our community’s survival.” ■

Becoming a Bee City USA offers numerous benefits.

www.westerncity.com

Western City, October 2016

A Farewell Interview With Executive Director Chris McKenzie

League Executive Director Chris McKenzie will retire at the end of this month after serving the League for 17 years. What was your original inspiration for pursuing public service in local government as a career, and how has that evolved over time? McKenzie: I was initially exposed to public service as a youngster because one of our neighbors was a member of the St. Louis Board of Aldermen (that is to say, city council), and he would visit with my parents about hot issues facing the city. In my early 20s I decided to get a master’s degree in urban planning. That led to a series of jobs in a state planning agency, the state league of cities, my home county (as legal counsel and later chief administrator) and then as executive director of two municipal leagues. My entire career has been in public service of

www.westerncity.com

one kind or another. It has been endlessly fascinating and rewarding to work to help make the lives of our fellow citizens better. The League’s member cities are extremely diverse in size, demographics and geography. How do you bring together such a diverse membership and unite them behind common issues? McKenzie: It is very simple if I remember the League’s vision statement: “To be recognized and respected as the leading advocate for the common interests of California’s cities.” I discovered early in my municipal league career that the only way to be effective in this line of work is to help focus the members’ efforts on those continued

Western City, October 2016

A Farewell Interview With Executive Director Chris McKenzie, continued

areas of common concern and interest. If the member cities have divided interests within the League, the League will be ineffective. Ultimately California’s cities have many common interests that focus largely on ensuring local control, fiscal sustainability and responsive city governments. What are the League’s greatest strengths, from your perspective? McKenzie: Its greatest strengths are the active involvement of city officials who provide the League with strong leaders to help set our priorities and advocate for our common interests, and a talented staff that is unconditionally dedicated to strong city governments and local democracy. Our extremely accomplished and dedicated volunteer leaders ensure that we remain focused on what unites us and not waste our time debating things that don’t affect cities broadly. Our capable staff supports the city officials who lead and empower the League.

How has the evolution of the League’s regional public affairs (grassroots advocacy) program helped shape the organization?

What are some of the other organizational changes that have contributed to the League’s successful track record during your tenure?

McKenzie: It has had a transformative effect on the League. Every lobbyist knows the impact of a well-designed and executed advocacy program. Our grassroots advocacy program allows the League to connect the right city officials at the right time with the right state legislators to achieve a favorable result on an issue. It is a form of “smart lobbying” that uses the right resources for the job at hand, rather than always throwing everything against the wall in hopes that something will stick. The League’s regional public affairs managers are experts in helping make these connections at the right time; the relationships they have with city officials, state legislators and staff are major tools to influence state decisions that can either hurt or help cities.

McKenzie: First, the League board and members have now embraced our diversity caucuses with much greater enthusiasm than when I arrived — creating the new Gay, Lesbian, Bisexual, Transgender Local Officials Caucus and Women’s Caucus and asking all of the caucuses to participate in our annual goal-setting retreat so we can work to get everyone in the organization focused on what unites us. Second, we decided to embrace ballot measure fundraising as a part of our culture by creating our own ballot measure political action committee, known as CitiPAC. Our regional divisions hold fundraisers throughout the year for CitiPAC so we can develop the political capacity to protect local revenue and local control in statewide ballot measure campaigns. These events are great League “friend-raisers” as well, connecting

McKenzie stands with members of the LOCAL Coalition on the Capitol steps in January 2010, shares a light-hearted moment with then-League President Stephany Aguilar at a board meeting and visits the Expo in 2015. left to right

League of California Cities

www.cacities.org

our members with ongoing sources of corporate support for the League’s ballot measure objectives. Finally, we created a new League Partners Program, formalizing our ongoing relationship with our partners in the business and nonprofit worlds. Through this program we are able to partner much more effectively with companies and nonprofits that share common interests with cities and the League. It has been a great success, in my opinion. Each League president brings unique perspective and insights to the position. How does the president’s leadership influence the organization’s direction and focus? What characteristics make a strong president and a strong leader? McKenzie: A strong League president leads the board effectively in staying focused on what unites us, treats the board with deference and respect, collaborates with the Executive Committee and staff to make sure issues that come to the board are well-developed and ready for decisions by the board, and encourages League staff to provide advice and leadership in the areas of their expertise. The League president is the leader of the

board team and not a solo act, and we have been fortunate to have had many presidents who keep this in the forefront of their minds. What were the biggest surprises during your time as executive director? McKenzie: First, I was surprised and overwhelmed by the resources available to the League through the generosity of our members. Due to the hard work of my predecessor, Don Benninghoven, the organization was financially strong as well. Second, in hindsight it now appears that it was relatively easy to accomplish some of our major goals once we had some early successes on which we were able to build in successive years. Third, I was pleasantly surprised by current and former city officials’ loyalty to the League — often decades after they had served in city office. All of these were very pleasant and heartwarming surprises. What have been the most significant challenges for the League?

abject poverty who decides against great odds that he is going to be an academic and life success. It is a story about the intersection of the power of hope and individual and collective action. For me it also expressed what any individual or group needs to achieve greatness — hope, determination (or grit) and hard work. As an outsider, I was perhaps able to see the potential for the League to become even more effective in advancing municipal interests, but it required a shared hope and commitment from our members. In time and through a series of victories, which we always took time to celebrate, a sense of hope was rekindled and then combined with determination and hard work through the creation of our regional public affairs (grassroots advocacy) program, other investments by the membership, a string of court and ballot measure victories, and a focused and largely successful legislative advocacy program. We have had our losses, but I think our members believe the successes have vastly outweighed the losses.

McKenzie: Right before coming to California in 1999 I read Ron Suskind’s book, A Hope in the Unseen. It tells the story of a young African-American man living in

continued

GASB 68 : Now What ? Problem: Pension Unfunded Liabilities are now on your Balance Sheet Solution: PARS Pension Rate Stabilization Program (PRSP): Assets in our IRS approved Trust improve your Net Pension Liablilites (NPL) reporting Problem: CalPERS’ (or your retirement system’s) Contribution Rate is going up Solution: PARS PRSP: Assets in our Trust can be used at any time to offset rate increases Join the many cities who have alreay adopted PRSP and you too can have the ultimate “rainy day fund” 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, October 2016

A Farewell Interview With Executive Director Chris McKenzie, continued

What have you enjoyed most about the job? McKenzie: Most of all I have enjoyed working with a talented team of colleagues to serve the best city officials in the nation. It has been a joy to come to work and learn and strive with my colleagues. It has been a privilege to serve our members who are so enthusiastic and supportive of our mission to protect local control and help build strong cities. In what areas has the organization made the most progress? McKenzie: That is ultimately for the board and members to decide, but from my vantage point the League has successfully established itself as a respected source of information, advocacy and passion about the most exciting and trusted level of government in the state and nation — city government! And the League is very active in all the major arenas of advocacy — the Legislature, the statewide ballot and the courts. How has the League staff contributed to the organization’s success during your tenure? McKenzie: Immeasurably. They are the heart and soul of the organization. Along

with our members they are the “keepers of the flame” of local democracy and local control. They live and breathe our mission and love serving and supporting the thousands of city officials with whom they interact during their careers. What are the perennial challenges that you anticipate the League will continue to address in the coming years? McKenzie: I believe that for the next few years the League will need to continue to advocate for adequate funding for infrastructure, affordable housing and housing for homeless people. These are long-term challenges that require longterm solutions. Lastly, we must continue strategically opposing and defeating efforts to reduce local control unless city leaders are part of designing other solutions because they are for the greater good. Local control has worked very well as a default strategy for California in most areas, and the League will need to constantly remind state and federal leaders of that fact. What do you see as your legacy in terms of the work you have done as executive director? McKenzie: I will let our members be the judge of that, but I hope they will

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League of California Cities

remember my passion for their role as city leaders and supporting what they do. How has your family life informed your professional life? McKenzie: I have a very rich personal life as a result of my good fortune of being married to a talented and gifted woman, Manuela Albuquerque, who celebrates my work successes but reminds me quietly and by example that being successful at home is even more important. Becoming a parent and now a grandparent has been a joy beyond anything I ever could have anticipated, and those who work with me know it has deeply influenced my thinking and my work life. I hope it has made me a better human being and professional. What is something about you that people generally don’t know? McKenzie: I acted in dozens of plays (including musicals and radio dramas) in my young adult years and camped extensively with the Boy Scouts and rose to the rank of Eagle Scout. I enjoy bird watching (courtesy of my wife who introduced me to it in recent years), love to cook (and eat) and have traveled extensively in India because my wife is a native of the country and speaks fluent Hindi.

At the 2015 annual conference, McKenzie recognizes Past President and Clovis City Council Member Harry Armstrong’s contributions to the League, left, and he participates in a 2014 press conference where Senate President Pro Tem Darrell Steinberg addressed transportation issues, right.

Municipal Engineering Building and Safety Construction Administration NPDES Compliance Traffic Engineering Land Development Plan Checking

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What kinds of things are you looking forward to doing in retirement? McKenzie: I have a number of personal enrichment goals, including mastering Spanish, learning how to play the piano and at least one other musical instrument, traveling extensively and doing some limited community volunteer work, but the most important goal I have is to enjoy more time with my wife and other family members and friends doing the things that bring us joy. After 40 rewarding years in public service, I am pleased to allow some other leader to experience the same opportunity I have had with the League. It is an exceptional organization, and I believe I have left it in excellent condition — in many respects as it was when I arrived 17 years ago — but with a few more tools in its toolbox and a renewed sense of its capacity to serve our members and the public. What advice do you have for the League going forward? McKenzie: Many of you know that I worked in Kansas for 25 years before coming here. I recently heard President Obama describe how his Kansas grand-

The only way to be effective in this line of work is to help focus the members’ efforts on those areas of common concern and interest. parents explained what made you a success in their state, saying people in Kansas don’t like showoffs. Instead, they respect people who work hard, treat you with respect and can be trusted every single day of the year. I believe the same thing can be said about effective organizations. Another popular president, Theodore Roosevelt, blended this Kansas philosophy with his own on foreign relations when he said, “Speak softly, and carry a big stick.” Any organization like the League that wants to protect its members’ interests must have the capacity to influence policy decisions in the Legislature and the courts and through ballot measures.

The League now has the capacity to do all three. It will continue to be viewed as an influential and reliable representative of cities if its leaders and staff work hard, are trustworthy and respectful of others, speak softly but firmly and use the League’s tremendous capacity to positively shape public policy to benefit the residents of cities and the state. ■

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Western City, October 2016

The online Special Needs Registry provides families and caregivers an easy and convenient way to register an individual with special needs.

Santa Clarita’s Special Needs Registry Provides Vital Information Imagine you’re distracted for just a moment, and in that instant your 5-year-old child wanders out of the house and is nowhere to be found — every parent’s worst nightmare. Now imagine that your missing 5-year-old has autism and lacks the ability to communicate at the most basic levels, speak her name or address or tell someone her parents’ names.

Growing Prevalence of Individuals With Special Needs Autism is a neurological development disorder that can result in significant impairments affecting an individual’s ability to communicate and interact socially. These individuals also have a higher risk of wandering off. In the City of Santa Clarita, Los Angeles County’s third-largest city (pop. 219,611), the incidence of autism is rising at an

alarming rate. The number of children with autism in local schools rose from 269 in 2003 to 996 in 2015, an increase of 370 percent in 12 years. At the other end of the age spectrum, the Santa Clarita Valley Senior Center estimates that over 700 local families currently care for a loved one affected by some form of memory impairment.

Addressing a Pressing Unmet Community Need A person with autism is seven times more likely to have a police encounter, during which the person’s unusual behavior can make communicating a challenge. The Santa Clarita Sheriff ’s Department conducted 174 critical rescue searches in 2014 and 2015 involving individuals affected by autism, Down syndrome, dementia or another form of health or

memory impairment. Rescues require significant public safety resources, typically involve the reallocation of more than a third of all patrol vehicles in Santa Clarita and can take two to eight hours or more to resolve. It became clear that a public safety program was needed to help meet the needs of this growing group of people who cannot speak for themselves.

Bridging the Communication Gap In 2014, the City of Santa Clarita, the Los Angeles County Sheriff’s Department, Santa Clarita Autism Asperger Network and local school districts came together to reintroduce the existing Special Needs Registry, a collaborative resource deployed in 2009 by the city and the Community and Law Enforcement Aware Response (CLEAR) Project. continued on page 47

The City of Santa Clarita won the Award for Excellence in the Public Safety category of the 2016 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

League of California Cities

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Members of the Central County Family Justice Center Running Team prepare to participate in a fundraising run.

Concord Offers

Support and Services

to Victims of Domestic Violence

The Link Between Domestic Violence and Other Crimes

A Fractured System Hampers Those Seeking Help

“While cases of family violence have traditionally been viewed as isolated incidents, studies are now showing the link between domestic violence and other forms of violence in communities,” says Concord Police Chief Guy Swanger, co-founder of the Central County Family Justice Center. A study conducted by the National Family Justice Center Alliance of 10 critical incidents in 10 years found that in 80 percent of these cases the suspects had a history of violence against women.

Further research found that domestic violence and child abuse often occur in the same families, and children living in violent families are more likely to engage in violent activities when they are older. When a community focuses on reducing the incidents of family and domestic abuse, this effort can provide a measurable benefit to reducing overall crime. Civic and law enforcement leaders in Concord asked: What is the most effective way to support survivors of family violence so they can flee the cycle of abuse and get the support they need?

“The biggest decision for a victim, one might think, would be the decision to leave the violent situation or environment,” says Susun Kim, executive director of the Central County Family Justice Center. “But that is only the first hurdle. When survivors of domestic violence seek help, they are often frustrated by a fractured and unwieldy support system.”

new approach to addressing issues of family and domestic violence is being implemented by civic leaders and community members in Concord (pop. 129,707), a city in the east San Francisco Bay Area.

Victims typically have to travel to multiple locations to access criminal, civil and social services in what can often become a bureaucratic maze. National estimates show that victims must access as many continued on page 49

The City of Concord won the CCS Partnership Intergovernmental Collaboration Award in the 2016 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

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Western City, October 2016

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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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Fire Chief, City of Manteca, CA Known as the “Crossroads of California,” Manteca (population over 75,000) is located near the northern end of the San Joaquin Valley in southern San Joaquin County. The City is seeking an energetic, motivated individual who will maintain and enhance the high level of trust, integrity, knowledge, and skill of the Manteca Fire Department staff. The successful candidate will have outstanding management skills and a broad background including five years increasingly responsible supervisory, management, and/or command experience in a fire department at the rank of Division Chief or equivalent. Completion of CFSTES Chief Office Program, National Fire Academy EFO program, or equivalent is required. The ideal candidate should also have specific expertise in the areas of strategic planning, policy development, budget/fiscal management, and intergovernmental relations. Candidates must possess a Bachelor’s degree in fire science, public administration, or a related field. A Master’s degree in public administration, business or a related field and completion of the Executive Fire Officer Program (EFOP) from the National Fire Academy are highly desirable. The current annual salary range for the Fire Chief is $140,916-$171,276; placement within this range is dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Gary Phillips or Valerie Phillips at (916) 784-9080 should you have any questions. Closing date October 21, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

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Deputy City Librarian City of San Mateo, CA

vibrant regional hub at the crossroads of three major freeways providing links to San Francisco, San Jose, Half Moon Bay and the East Bay, San Mateo is home to approximately 100,000 residents on the San Francisco Peninsula and is the second largest municipality in San Mateo County. The City’s library system consists of a contemporary Main Library plus two branch libraries that serve the community’s diverse needs. The department is organized across four divisions: Administrative Services, Adult-Teen/ Information Services, Children’s/Literacy Services, and Circulation/Technical Services. The ideal candidate will possess exceptional administrative and customer service skills. Library professionals who enjoy managing day-to-day library operations in a well-regarded and highly utilized system are encouraged to apply. Five years of increasingly responsible experience in a local government agency, including at least three years of service in a supervisory capacity, and a Master’s degree in Library Science from an ALA accredited institution are required. Experience serving in a comparable community will be considered favorably. The salary range for this position is $142,386 - $156,980. Salary is supplemented by a competitive benefits package. This recruitment will close on Sunday, October 23, 2016. Obtain detailed brochure and apply electronically at www.tbcrecruiting.com.

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820-8436

Police Chief, City of Manteca, CA Known as the “Crossroads of California,” Manteca (population over 75,000) is located near the northern end of the San Joaquin Valley in southern San Joaquin County. Candidates must exhibit a demonstrated ability to be a strong leader with a clear vision, decisiveness, a hands-on and approachable leadership style, and followup on direction given. The successful candidate will have outstanding management skills and a broad background including five years increasingly responsible law enforcement supervisory experience including a minimum of three years as a Police Sergeant or equivalent rank. Possession of a POST Management Certificate within two years of date of appointment is also required. Although broad management experience is expected, the ideal candidate should also have specific expertise in the areas of strategic planning, policy development, budget/ fiscal management, and intergovernmental relations. Candidates must possess a Bachelor’s degree in political science, criminal justice, business administration, or a related field. The current annual salary range for the Police Chief is $147,972$179,844; placement within this range is dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Gary Phillips or Valerie Phillips at (916) 784-9080 should you have any questions. Closing date October 21, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Photo/art credits Cover: Courtesy of the Long Beach Convention & Visitors Bureau Page 3: Hellen Grig/Shutterstock.com Page 6: Brian A. Jackson/Shutterstock.com Page 7: left, B. Calkins/Shutterstock.com; right, Tyler Olson/Shutterstock.com Page 9: Sergey Nivens/Shutterstock.com Page 10: Egd/Shutterstock.com Page 11: graphic, Peshkova/Shutterstock.com; photos through page 15 courtesy of the City of Santa Rosa Page 16: Rawpixel.com/Shutterstock.com

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Pages 18–20: Courtesy of the Long Beach Convention & Visitors Bureau Pages 21–25: Jeremy Sykes, courtesy of the League of California Cities Pages 29 & 31: bee photo, Jack Hong/Shutterstock.com; all others courtesy of the City of Fort Bragg Page 33–37: graphic, Saicle/Shutterstock.com; photos, Jeremy Sykes, courtesy of the League of California Cities Pages 38 & 47: Courtesy of the City of Santa Clarita and League of California Cities Pages 39 & 49: Courtesy of the City of Concord and League of California Cities Page 43: Egd/Shutterstock.com

Assistant City Manager Salary Range: $143,936 - $174,969 The City of La Mesa (San Diego County) is looking to fill an At-Will Management position. This position performs highly responsible and complex professional administrative work while assisting the City Manager with the direction and coordination of the activities of all City departments; provides leadership in policy formation; promotes effective and efficient operations throughout the organization by facilitating interdepartmental cooperation and sharing of resources; provides responsible staff assistance to the City Manager, City Council and department heads; and serves as acting City Manager as required. Education: Equivalent to a Bachelor’s degree from an accredited college or university with major course work in public administration, business administration, or a field related to the operations of a municipal government department. A Master’s degree in public administration or a related field is highly desirable. Experience: Seven (7) years of management experience as an Assistant City Manager, Department Director, or similar higher level management position in the field of municipal government administration. Possession of an appropriate, valid driver’s license is required. APPLY IMMEDIATELY: Visit www.cityoflamesa.com to view the job posting and to submit an online application, cover letter, resume and include a list of five (5) work-related references. Contact: 619-667-1175 or HR@ci.la-mesa.ca.us for additional questions.

Western City, October 2016

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Changes Ahead for CEQA Traffic Studies: How Your City Can Prepare Now, continued from page 10

Such analysis generally culminates in either the preparation of an Environmental Impact Report (EIR) or the adoption of a “Negative Declaration” or “Mitigated Negative Declaration” if the agency can find that the project will not result in any significant environmental impacts. Some approvals may qualify for an exemption from CEQA review, and nondiscretionary (or “ministerial”) actions, such as most routine building permits, are not subject to CEQA. CEQA requires analysis of a wide range of issues, including biological and agricultural resources, air quality, archaeological and historic resources, aesthetics, water supply and, of course, traffic. The requirements imposed by CEQA are frequently rigorous and complex, and project opponents will often use CEQA as a vehicle for filing a lawsuit to challenge project approvals.

continued

Traffic congestion also contributes to wear and tear on vehicles.

E S

City Manager, City of Covina, CA The City of Covina (population 49,000) is located at the foot of the San Gabriel Mountains in the heart of the East San Gabriel Valley, approximately 20 miles east of Downtown Los Angeles. Covina is a balanced community with a successful blend of residential, retail, service, and light manufacturing uses. The City Council is seeking a highly qualified, dynamic, and experienced candidate to provide effective leadership while coordinating the activities of a municipal organization. The ideal candidate will be a problem solver, with excellent diplomacy, communication, presentation, service, and relationship-building skills who is politically astute, but apolitical. A strong candidate for this position will have knowledge and understanding in the areas of economic development, municipal budgeting, and finance; at minimum, candidates must possess a bachelor’s degree in public administration, business administration, public finance, or a related field. A master’s degree is highly desirable. The salary range for this terrific opportunity is open, DOQ. If you are interested in this outstanding opportunity, please visit our website at www.bobmurrayassoc.com to apply online. Brochure available. If you have any questions, please do not hesitate to call Mr. Bob Murray at (916) 784-9080. Closing date October 14, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

The Traditional Level of Service Analysis of Traffic Impacts Historically, most public agencies have analyzed a development project’s impact on transportation and traffic in terms of level of service (LOS) impacts to surrounding streets and roads — the project’s impact on traffic congestion. LOS impacts are generally mitigated by increasing roadway capacity (for example, street widening or adding lanes), which some argue actually increases the number of vehicles on the road, contributing to greenhouse gas emissions, traffic-related air pollution and reduced use of public transit. And because LOS impacts are often most prevalent in infill areas, those

CITY OF PORT HUENEME The City of Port Hueneme (pronounced “Wy-nee’mee”) is a charming, friendly and relaxed seaside community in Ventura County, California. Visitors quickly find that the quality of life in Port Hueneme is one-of-a-kind. Those who live or work here benefit from the City’s small town atmosphere, affordable housing, temperate climate, clean air, low crime, quality education and recreation. Residents consistently cite the high quality of life offered due to planned development, excellent public facilities and responsive city services as being primary reasons for choosing to live in the City.

FINANCE DIRECTOR

The Finance Director is appointed by the City Manager and directs the highly professional, responsible, complex, and administrative and technical accounting functions. The incumbent will provide professional assistance to the City management staff on all financial matters. A Bachelor’s degree in finance, public administration or closely related field and a minimum of three years in a management capacity is required.

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Los Gatos, CA 95030 Public Works Director is appointed by PUBLIC The the City Manager The incumbent will oversee 408.399.4424 WORKS the operation of the street, water, waste water, Fax: 408.399.4423 jobs@averyassoc.net DIRECTOR facility maintenance and solid waste divisions email: www.averyassoc.net of the department and will also serve as City Engineer. A minimum of three years experience as a Public Works Director, Assistant Director or manager of a complex public sector organization is required as is a Bachelor’s degree in engineering or closely related field and registration as a California Civil Engineer.

POLICE CHIEF

The Police Chief is appointed by the City Manager. The incumbent performs varied and complex managerial and professional work through direction of patrol, investigation, dispatch and administration functions. The new Chief must have a Bachelor’s degree in police science, law enforcement, public administration or a closely related field. Ten years of progressively responsible law enforcement experience in all major areas of municipal police work, including at least two years of senior management rank of lieutenant, commander, assistant police chief and some administrative responsibility is required. For more details, please see the formal job announcements, which include information regarding salary and benefits details and final filing dates at www.averyassoc.net/current-searches/.

Western City, October 2016

Changes Ahead for CEQA Traffic Studies: How Your City Can Prepare Now, continued

Cities should carefully review and consider whether they want to amend circulation element policies in light of the anticipated CEQA guideline.

The Legislature Adopts SB 743, and OPR Responds

Deputy Community Development Director City of San Mateo, CA

he City of San Mateo is the second largest municipality in San Mateo County and home to a population of 100,000 on the scenic San Francisco Peninsula. A dynamic regional hub, San Mateo offers an excellent quality of life in a highly desirable Silicon Valley location. The new Deputy Director position will assist with overseeing a busy Community Development Department that is organized across four divisions: Planning, Building, Housing, and Code Enforcement. The City is seeking a contemporary community development professional who exhibits a strong customer orientation and a commitment to continuous improvement. He/she will be an outstanding people and project manager known for his/her creative problem solving abilities. The ideal candidate will bring a minimum of six years of increasingly responsible community development experience, which includes three years of service in a supervisory capacity, and a Bachelor’s degree in a relevant discipline. A Master’s degree and/or AICP certification is desirable. The salary range for this new position is $163,846 - $180,640. Salary is supplemented by a competitive benefits package. This recruitment will close on Sunday, October 23, 2016. Obtain detailed brochure and apply electronically at www.tbcrecruiting.com. Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820-8436

City Attorney, City of Rocklin, CA The City of Rocklin (population 60,000) is located in South Placer County, approximately 22 miles from Sacramento at the intersection of Interstate 80 and State Highway 65. City staff enjoys a highly collaborative, team-oriented culture. This has resulted in many successes and awards, including a AAA bond rating and a highly coveted Helen Putnam Award. The City is seeking a dynamic, forward-thinking, exceptional attorney with demonstrated expertise in municipal law. The City is seeking a candidate with excellent diplomacy, presentation, client service, and relationship-building skills. The ideal candidate will be a problem solver who can assist in identifying alternatives and solutions to issues and challenges while providing the Council with a full picture of the City’s standing on legal issues; at minimum, candidates must have a strong knowledge of municipal law, possess a Juris Doctorate from an accredited law school, and have seven years of increasingly responsible experience in the active practice of municipal or other government law in the State of California. A valid certificate of membership in the Bar of the State of California and a valid California Driver’s License are also required. The annual salary for this position is DOQ. If you are interested in this terrific opportunity, please apply online at www.bobmurrayassoc.com. Please contact Gary Phillips at (916) 784-9080 should you have any questions. Brochure available. Closing date October 28, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

League of California Cities

impacts may deter infill development in favor of sprawling development due to the latter’s lack of impacts on congestion.

Given these issues with the LOS metric, the Legislature adopted SB 743 and Gov. Jerry Brown signed it into law (Chapter 386, Statutes of 2013). SB 743 amended CEQA to exempt from review certain projects located in “transit priority areas” and also requires the Office of Planning and Research (OPR) to develop alternative criteria for determining the significance of transportation impacts — namely a “vehicle miles traveled” (VMT) metric. The VMT metric measures a project’s impact in terms of additional vehicle miles traveled due to the project, using trip generation analysis, a model widely used for forecasting travel demands. Although SB 743 primarily focused on such transit priority areas, it also invited OPR to further amend the CEQA Guidelines to establish alternative metrics for analyzing traffic impacts outside such areas. OPR has issued a proposed revised guideline calling for the elimination of the use of LOS as a metric in all CEQA documents and stating instead: “Generally, vehicle miles traveled is the most appropriate measure of a project’s potential transportation impacts.” Although the revised guideline has not yet been adopted, the California Natural Resources Agency will likely adopt it before the end of 2016.

New Requirements for Analysis of Vehicle Miles Traveled If adopted as anticipated, the revised guideline will represent a major shift in how local agencies are expected to evaluate transportation impacts under CEQA. Despite any congestion that the project may cause, the lead agency may find a significant transportation impact based only on the number of vehicle trips associated with the project. Additionally, previous mitigation techniques (adding roadway capacity) may actually be considered sources of significant traffic

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impacts because added capacity results in more vehicles on the road, which results in increased VMT. On the other hand, by relying on a VMT metric to determine traffic impacts, cities can now more easily approve infill projects and projects close to transit hubs because those projects likely will have fewer transportation impacts than if they were analyzed with the LOS metric. The actual methodology for calculating VMT, however, remains uncertain and complex. Traffic engineers and other CEQA consultants will have to develop and learn new methodologies to comply. Fortunately, in conjunction with the new guideline, OPR is issuing a Technical Advisory on Evaluating Transportation Impacts in CEQA that provides detailed guidance.

Local Policies May Still Allow or Even Require Continued Analysis of LOS Impacts Even with this new CEQA requirement in place, cities will continue to have their own police power authority to require analysis of LOS impacts. Indeed, many local General Plans likely will still require it. A city’s General Plan is considered its constitution for all land-use decisions. Such General Plans include various elements required under state law, including a circulation element setting forth a city’s policies governing traffic and other transportation issues. Most local General Plans currently use LOS as a metric, and any such policies will remain in effect and binding unless and until amended by the city. Indeed, in some cases, General Plan policies may have been adopted by the electorate and may be amended only with voter approval. Cities should carefully review and consider whether they want to amend such circulation element policies in light of the anticipated CEQA guideline. Although some cities will want to amend, many cities will likely elect to continue using LOS as a standard to ensure the continued smooth operation of their local streets. continued

www.westerncity.com

Neighbors or project opponents may well be outraged by any suggestion that increased traffic on local streets is not “significant.”

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Director of Parks and Recreation and Community Services, City of Carson, CA The City of Carson (population 93,000) is seeking a creative, enthusiastic, and experienced Director of Parks and Recreation and Community Services who is passionate about making a difference and strengthening families and the community. The ideal candidate will be a collaborative, fun, team-oriented, problem solver who can effectively manage and guide a large team towards established goals. A strong candidate for this position will have experience in oversight of park and City facility maintenance as well as managing and enhancing budgets, grants, and programs; at minimum, candidates must possess a bachelor’s degree in a job-related area and seven years of full-time senior management experience in community services in a public environment, including at least three years in a supervisory capacity. Qualified candidates must possess and maintain a valid California Class C driver’s license during employment. The monthly salary range for this terrific opportunity is $11,432 - $14,589, DOQ. If you are interested in this terrific opportunity, please apply online at www.bobmurrayassoc.com. Please contact Valerie Phillips at (916) 784-9080 should you have any questions. Brochure available. Closing date October 28, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

City of Santa Maria

Director of Community Development The City of Santa Maria, which lies in a lush valley within Santa Barbara County on the beautiful Central Coast of California, is accepting applications for the position of DIRECTOR OF COMMUNITY DEVELOPMENT. With a diverse population of over 104,000, the City is a growing community balancing development while maintaining agricultural lands and promoting business. This is a hands-on working department head position that performs in a fast-paced environment. Under direction of the City Manager, the Director oversees a multifaceted department with planning, building and special project divisions. The ideal candidate will possess a commitment toward sustaining design concepts and beautification efforts that enhance the quality of life within the community, while applying a visionary approach to the future. Full job requirements and on-line application available at www.cityofsantamaria.org/hr. Competitive salary, $140,873.72 – $171,232.88 annually, and excellent benefit package. Contact the HR Division for further questions at (805) 925-0951 x2203. Filing deadline: Monday, October 24, 2016 at 8:00 a.m.

Western City, October 2016

Changes Ahead for CEQA Traffic Studies: How Your City Can Prepare Now, continued

If adopted as anticipated, the revised guideline will represent a major shift in how local agencies are expected to evaluate transportation impacts under CEQA. J

Administrative Services Director City of Poway, CA

ocated in the center of San Diego County, the beautiful family-friendly community of Poway is seeking a new Administrative Services Director. One of the safest cities in California, Poway (pop. 48,382) offers both rural and cosmopolitan amenities and distinguishes itself as the “City in the Country” while maintaining the feel of a traditional American hometown. Supported by a staff of 21, the Administrative Services Department encompasses Finance, Human Resources, Risk Management, Customer Services, Information Technology, and capital replacement services. The ideal candidate will be an engaged and empowering manager with exceptional interpersonal and relationship building skills. In depth knowledge of human resources and local government finance is desirable, however, generalists with impressive administrative acumen are encouraged to apply. A consistent track record of increasingly responsible experience that includes a minimum of four (4) years of supervisory or administrative service in a comparable setting and a Bachelor’s degree are required. The salary range for this position is $143,960 - $174,973 and is supplemented by an attractive benefits package. Closing date: Sunday, October 16, 2016. To download recruitment brochure and to apply online, visit www.tbcrecruiting.com. Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820-8436

Deputy Executive Director Housing Authority of the City of Livermore The Housing Authority of the City of Livermore is a local public agency providing safe, decent, and quality affordable housing for low-income families, seniors, and persons with disabilities in the City of Livermore. The position requires an individual who is articulate, persuasive, and passionate about the Authority’s mission and who will support the current culture of positive staff investment in projects and people. The ideal candidate will possess excellent communication and interpersonal skills and a desire to build and maintain strong working relationships with staff, the Board, community members, and public sector partners. Candidates must possess education equivalent to the completion of a Bachelor’s degree from an accredited college or university in public or business administration, finance, education, the social sciences, or a related field; and five years of increasingly responsible administrative experience in the development, planning, funding, implementation, and/or operation of public sector programs, services, or activities with at least three years of experience in a significant management capacity in a public housing agency. The successful candidate will have sensitivity to and experience working with the ethnically and culturally diverse individuals, communities, agencies, and organizations with comprise the constituency of the Housing Authority. The salary range for the Deputy Executive Director is $80,430.28-$97,763.51; placement within this range is dependent upon qualifications and experience. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Valerie Phillips at (916) 784-9080 with any questions. Filing deadline: October 21, 2016.

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

League of California Cities

And including LOS requirements in local General Plans will provide cities with a convenient regulatory basis for requiring developers to pay for traditional intersection mitigation, even though such mitigation may exacerbate impacts under the CEQA VMT analysis.

Consequences of the New VMT Requirements These new requirements for analysis of VMT likely will affect the way cities and other local agencies address the concerns of both project applicants and other interested members of the public. Developers and other applicants will have both a new tool and a new incentive for resisting traditional traffic mitigation measures. Some likely will argue that such mitigation is inappropriate, especially because intersection improvements that improve traffic flow may be found to encourage additional auto use and thus exacerbate the CEQA impact. By comparison, neighbors or project opponents may well be outraged by any suggestion that increased traffic on local streets is not “significant.” And litigants who historically relied on CEQA as a vehicle for challenging development projects may become more inclined to also include claims that development projects are inconsistent with LOS policies in local General Plans. OPR has thus wisely included an optional two-year phase-in period for the new guideline. After the guideline is adopted, local agencies have the option of either complying immediately or waiting for up to two years before becoming subject to CEQA’s new VMT analytical requirements. ■

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

www.cacities.org

Santa Clarita’s Special Needs Registry Provides Vital Information, continued from page 38

“The tool is free to residents and provides local law enforcement with essential information prior to an emergency,” says registry founder Emily Iland. “Guardians can upload vital information to the registry, including the family member’s name, photograph, address, emergency contact and medical diagnosis and suggestions on how to approach the individual.” In its original format, the registry was paper-based and relatively unknown within the community. The process to sign up was often time consuming, and the format made it difficult for deputies to quickly find and share information. To improve the registry’s efficiency, the City of Santa Clarita’s information technology staff worked with community partners and law enforcement to develop a web-based version (www.santa-clarita. com/SNR). “The registry was upgraded to be easily accessible 24/7 and now provides sheriff’s deputies with real-time information securely stored in the cloud,” says Iland. “We can also send automated emails to remind families to update their profiles so that our information is always current.” The registry added mobile enhancements in 2015 to allow sheriff ’s deputies to generate a missing person’s flyer and share with the community via social media and the city’s online public safety notification system. Since its launch, nearly 400 individuals have been registered. To ensure the registry was being used to its full potential, Santa Clarita trained sheriff ’s deputies in the registry and launched community outreach to build awareness. Santa Clarita Autism Asperger Network leaders and Captain Roosevelt Johnson of the Los Angeles County Sheriff ’s Department reached out in 2015 to the local Santa Clarita Valley Special Education Local Plan Area Team, which comprises every school district in Santa Clarita, to provide them with an overview of the registry and informational postcards to distribute.

Guardians may enroll a person of any age with any type of medical condition or disability, including Alzheimer’s and dementia.

The city also implemented a public outreach campaign for the registry using educational brochures, postcards, digital ads, magazine ads, press releases and extensive social media posts (Twitter, Facebook and Instagram). continued

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City Clerk, City of Moreno Valley, CA The City of Moreno Valley (population just over 203,000) is a progressive and diverse city with a bright future. The City Clerk position is an outstanding opportunity for a dedicated and talented professional. The ideal candidate is an experienced city clerk or deputy/assistant clerk who has exceptional communication, interpersonal, analytical, and organizational skills. A typical candidate will possess seven years of progressively responsible management or administrative experience which has included supervision of staff, records management, complex analytical studies, and the interpretation of laws, regulations, and other legal documents, at least two of which were as assistant or deputy city clerk in a California city. Candidates must possess a four-year college degree in public or business administration or a closely related field. A current license as a Notary Public issued by the State of California is required; certification as a Certified Municipal Clerk by the International Institute of Municipal Clerks is highly desirable. The annual salary range for the City Clerk is $102,883-$163,859; placement within this range is dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Gary Phillips at (916) 784-9080 should you have any questions. Closing date October 14, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

CITY OF EL SEGUNDO 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.

POLICE CHIEF

El Segundo is looking for a Chief with uncompromising ethics and professionalism, with a desire to make a William Avery & Associates Management Consultants difference and be an active member of the community. The El Segundo Police Department has a tradition of providing 31/2 N. Santa Cruz Ave., Suite A professional, efficient, and unparalleled service. The Department is Los Gatos, CA 95030 dedicated to providing the highest level of customer service through a 408.399.4424 community oriented policing and problem solving philosophy. Within this Fax: 408.399.4423 philosophy, department members work in partnership with community email: jobs@averyassoc.net members to identify problems for the purposes of making long-term www.averyassoc.net improvements in the safety and quality of life within El Segundo. A formal job announcement, including salary, benefit information and closing date is available at http:// www.averyassoc.net/current-searches/.

www.westerncity.com

Western City, October 2016

Santa Clarita’s Special Needs Registry Provides Vital Information, continued

A person with autism is seven times more likely to have a police encounter. J

Expediting the Search When Minutes Matter

PLANNING MANAGER City of Malibu, CA

Salary: $110,749 - $143,974 annually, plus excellent benefits The City of Malibu is seeking a Planning Manager. Located in the northwest corner of Los Angeles County, Malibu is an environmentally conscious residential community of approximately 13,000 that encompasses 21 miles of scenic Pacific coastline and strives to provide its residents with exceptional customer service. The Planning Manager will be a highly motivated individual with extensive knowledge of and experience in current and long-range planning and practice in a municipal setting, and local coastal planning, especially in California. This is a midmanagement position that serves under the direction of the Planning Director. Requirements: Equivalent to graduation from an accredited four-year college or university with major coursework in urban planning, community development, business or public administration or a related field. Four-year degree preferred. Five (5) years of responsible professional urban planning experience, including supervision. Possession of a Master’s degree in either city planning or public administration with emphasis in city planning, and certification by the American Institute of Certified Planners (AICP) are highly desirable. Apply online at: www.malibucity.org/jobs. Final filing date: Open until filled. EOE/ADA

Deputy Community Development Director City of Stockton, CA The City of Stockton is a community rich in heritage and diversity with a dynamic, multi-ethnic, and multi-cultural population of over 300,000 residents. The City is currently seeking a Deputy Community Development Director. The Deputy Director is tasked with planning, organizing, and directing the activities and programs of the Building & Life Safety Division of the City’s Community Development Department, as well as providing expert professional assistance to other City departments. The City is seeking a knowledgeable, capable, and technically experienced Deputy Director who can provide strategic planning and effective leadership for the department. Candidate must exhibit excellent communication and customer service skills and demonstrate the ability to work well in a collaborative environment in which the views, contributions, and perspectives of staff are respected. Candidates must possess a Bachelor’s degree with major coursework in civil engineering, architecture, urban planning, or a related field, and three years of lead or supervisory experience in building and enforcement functions, including standards development, supervision, training, and evaluation of professional and administrative support staff. Additional supervisory experience may be substituted for the college education on a year for year basis to a maximum of two years. The monthly salary range for the Deputy Community Development Director is $9,595.99 to $12,317.04; placement within this range is dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Should you have any questions, please contact Ms. Valerie Phillips at (916) 784-9080. Closing date October 21, 2016.

“The community has embraced the Special Needs Registry as an emergency services program for families with special needs members,” says Santa Clarita Mayor Bob Kellar. In one case, when a nonverbal autistic teenage girl went missing from home, deputies used the Special Needs Registry to locate her at her favorite store, which was listed as one of her frequently visited places. “The registry saves sheriff ’s deputies an average of three hours of internal administrative work typically required to obtain a photo from the family, drive to the station, create and make copies of a missing person’s flyer and then distribute the information to search units,” says Captain Johnson. “Having this information readily available alleviates the challenge of coordinating with individuals while they are dealing with the stress of a missing family member.” At its inception, the registry was unique to Santa Clarita; no other city had a program designed to improve everyday interactions between deputies and the special needs community. Today, this tool can be duplicated using thirdparty applications readily available in the marketplace. “The benefits of the registry to our most vulnerable citizens and to law enforcement make it an invaluable safety tool that can benefit communities everywhere,” says Kellar. During each critical rescue search, every minute counts. Santa Clarita’s Special Needs Registry streamlines the process and helps public safety personnel mobilize and save precious time during a missing person search. Contact: Kevin Tonoian, special districts manager, City of Santa Clarita; phone: (661) 290-2210; email: ktonoian@santaclarita.com. ■

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

League of California Cities

www.cacities.org

Concord Offers Support and Services to Victims of Domestic Violence, continued from page 39

as 32 different agencies for assistance — going from place to place retelling and reliving their personal trauma as they recount their experiences to multiple staff members. Navigating such a complex process can further discourage victims of family and domestic abuse and result in their returning to the cycle of abuse.

Graduates of the Women Inspired to Grow and Succeed (WINGS) celebrate completing the program at the Central County Family Justice Center.

A Communitywide Commitment to Offer Real Support Concord Mayor Tim Grayson and Police Chief Guy Swanger, along with law enforcement personnel, began discussions in 2014 that served as the catalyst for a communitywide commitment to offer real support for victims of domestic violence and their families. The planning effort involved over 100 local government officials, including the Concord City Council, community leaders, violence prevention experts and law enforcement staff, with input from Contra Costa County and myriad professionals. The city conducted focus groups and town hall meetings to gain community input. As a result, it was decided that a Family Justice Center would be established in Concord, which is centrally located in Contra Costa County. “The idea of helping victims of domestic violence caught on quickly in the community,” says Concord Council Member Tim Grayson, who served as mayor at the time and is currently the critical response chaplain for the Concord Police Department. “From inception to opening, it took only a year of planning. Everyone involved in the Central County Family Justice Center’s creation was incredibly committed to our goal of helping victims escape the cycle of abuse.” The Central County Family Justice Center opened its doors in March 2015 to 400 guests who came to celebrate the county-city-community partnership’s one-stop center for children, youth and adults affected by domestic violence,

continued on page 51

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Public Works Director City of Carlsbad, CA

panning nearly 40-square miles, the City of Carlsbad is known for offering an outstanding quality of life that is evidenced by beautiful beaches, world-class resorts, well-planned neighborhoods and abundant open space. Located in North San Diego County, Carlsbad is a community of approximately 110,000. Public Works is the largest department in this full-service city and is supported by 173 full-time staff and an annual operating budget of $93 million, along with an FY2016-17 CIP appropriation of $243.9 million. The ideal candidate will be a highly regarded public works professional with substantial people and project management experience. He/she will have the demonstrated ability to adeptly manage a multitude of large-scale priorities and projects simultaneously. This director is expected to be a strong leader who is comfortable upholding superior standards typically associated with a premier coastal community. At least ten (10) years of relevant public works management/supervisory experience and a Bachelor’s degree are required. Registration as a Civil Engineer and experience serving in a comparable community are desirable. Salary range $130,500 -$189,300 (currently under review). Salary is supplemented by an attractive benefits package. This recruitment will close on Sunday, October 23, 2016. Detailed recruitment brochure available at www.tbcrecruiting.com.

Teri Black • 424.296.3111 Bradley Wardle • 650.450.3299

Just announced . . .

Assistant Community Development Director City of Menlo Park

Assistant Community Development Director – Planning City of Burbank Thank you to our amazing clients for our first 10 incredible years!

Julie Yuan-Miu • Teri Black • Bradley Wardle 424.296.3111

Western City, October 2016

PeckhamMcKenney &

Presents Outstanding Career Opportunities

Director of Human Resources/Risk Manager

City of Brentwood, CA

Located just 55 miles east of San Francisco in the far Eastern Contra Costa County region, the City of Brentwood is a charming as well as growing community of nearly 58,784 residents. As a bedroom community to the Bay area and Central Valley, Brentwood offers high quality services, parks, schools, and neighborhoods at an affordable price. As a member of the executive management team, and reporting to the City Manager, the Director will oversee employee relations programs; labor relations; employee recruitment, examination, and selection; classification and compensation; employee benefits; workforce training and development; and risk management and workers’ compensation. At least eight years’ experience in personnel/labor relations administration, including three years of administrative responsibility. Municipal experience is highly desirable. A Bachelor’s degree in personnel management, public administration, business administration or a closely related field is required. A Master’s degree is highly desirable. Attractive salary range of $157,602 to $191,566 DOQE. Contact Bobbi Peckham or Ellen Volmert Filing deadline is October 14, 2016.

Association Manager/Chief Administrative Officer Rancho Santa Fe Association

Rancho Santa Fe is an affluent Southern Californian community of extraordinary beauty and charm ideally situated 20 miles north of San Diego and 4 miles from the Pacific Ocean. The Rancho Santa Fe Association administers a protective convenant of land use regulations on 1,930 private properties and operates a variety of community facilities including a golf club and tennis club. The Covenant of Rancho Santa Fe encompasses roughly 10 square miles and is home to approximately 4,300 residents. The Rancho Santa Fe Association functions very much like a small city, with building, planning, and parks and recreation departments and 24-hour-a-day security services. Working closely with the Board of Directors, the Association Manager/CAO is responsible for the overall administration of the Rancho Santa Fe Association. The Association is seeking an enthusiastic, engaging leader with an entreprenurial spirit and superior communication skills. The position requires a minimum of five years of administrative experience in a similar association or government entity as well as a Bachelor’s degree in public or business administration or a related field. Salary range is $250,000 to $270,000 DOQE with excellent benefits. Contact Clay Phillips or Phil McKenney Filing deadline is November 16, 2016.

Assistant City Manager City of Concord, California

Concord is the largest city in Contra Costa County with over 122,000 residents and is located just 29 miles east of San Francisco adjacent to beautiful Mt. Diablo. Concord offers a very high quality of life and has been recognized as the best place in California to raise a family. The Assistant City Manager will assist the City Manager in directing the operations of the city government and will provide general direction and coordination of day-to-day activities for the Human Resources, Finance, and Information Technology departments as well as providing project leadership for major City issues. A Bachelor’s degree plus six years of increasingly responsible governmental management experience, including three years in directing the work of others, is required. A Master’s Degree in Public Administration is highly desirable. Salary range is $171,662 to $236,038 DOQE with excellent benefits. Contact Phil McKenney Filing deadline is November 21, 2016.

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Concord Offers Support and Services to Victims of Domestic Violence, continued from page 49

Real-Life Stories

sexual assault, child abuse, elder abuse and human trafficking. Under one roof, the Central County Family Justice Center professionals from law enforcement, civil, legal, advocacy, health and mental health systems provide comprehensive support to individuals and families affected by interpersonal violence.

“Maria” called the Central County Family Justice Center the night after “Jorge,” the father of her children, severely beat her and knocked out the windows and doors in their apartment. Maria told the professional staff at the center that she was scared, but after 15 years of violence she was ready to make a change.

The Central County Family Justice Center currently has 26 on-site partners, including detectives from three law enforcement offices. Additional on-site resources include a deputy district attorney, victim advocates from law enforcement and the community, mental health counselors, civil legal attorneys and community-based case managers. Contra Costa County’s Employment and Human Services and Health Services departments participate in the center’s work. School resource officers in local schools also have been trained to identify young people who may be victims of family violence.

her husband was an arranged marriage, and a month after she arrived in the United States he began verbally, physically and emotionally abusing her, often brutally. Manju knew little English and had no other family in the country when she came to the center for help.

“Olivia,” a woman in her late 70s, came to the center after she was assaulted by her grandson, who sent her to the hospital with a broken pelvis and injured shoulder. The center’s senior peer counselor, with the help of a police detective, was successful in having Olivia’s grandson arrested and sent to jail. “Manju,” originally from India where she worked as a nurse, was referred to the Family Justice Center by the Victim Witness Assistance program. Her marriage to

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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

These stories are real. Such incidents happen every day. Not all abused individuals seek assistance, but 796 victims of domestic violence, elder abuse, sexual assault, child abuse, human trafficking and stalking got help at the Central County Family Justice Center in Concord in its first year of operation. Contact: Susun Kim, executive director, Contra Costa Family Justice Center; phone: (925) 521-6366; email: susun@cocofamilyjustice.org. ■

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THE HOTEL THAT NEARLY SKIPPED OUT ON ITS BILL.

Having spent years trying to collect over $200,000 in unpaid hotel taxes and interest from a local franchisee, the City of Patterson came to Churchwell White for help. The firm filed a lawsuit against the hotel owner, who then filed a cross claim demanding millions for stormwater improvements claimed necessary to “flood proof” the city. Churchwell White attorneys successfully argued the owner was liable for all unpaid taxes and interest. The firm also showed the stormwater improvements would protect not the entire city but only the commercial center the hotel was located in. The court ordered the owner to pay the full amount, ruled against his cross claim, and entitled the city to recover its attorneys’ fees and costs. It’s nice when vindication comes with the money you’re owed.

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