Western City November 2016 by Western City Magazine

NOVEMBER 2016 |

The Monthly Magazine of the League of California Cities®

A Primer on California City Revenues part one p.13 Tax-Exempt Bond Financing for Impact Fees p.9 Planning to Save: Increasing Your Community’s Resiliency p.11

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CONTENTS 2 Calendar of League Events 3 President’s Message How Effective Is Your Council?

After the election is over it can be hard to put aside the competitive mindset, move beyond politics and begin working as a cohesive team.

9 City Forum

Funding Impact Fees With Tax-Exempt Bond Financing

By Amanda Cadelago

ities and counties are partnering C with the California Statewide Communities Development Authority to offer developers a way to maximize project cash flow.

11 Planning to Save: Increasing Your Community’s Resiliency

By Julia Lave Johnston

daptation planning helps cities A endure current and future impacts and thrive.

STATEWIDE COMMUNITIES

A Primer on California City Revenues Part One: Revenue Basics

By Michael Coleman

hough every city is different, T some essential elements of city revenues are common to cities throughout California.

By JoAnne Mounce

CALIFORNIA

DEVELOPMENT AUTHORITY

18 California Cities Helen Putnam Award for Excellence

San Diego Focuses on Accountability, Transparency

fter years of fiscal challenges, A the city implemented innovative programs to boost efficiency and accountability.

Job Opportunities

Professional Services 27 Directory

Cover image: Bill Ragan/ Shutterstock.com; color treatment, Taber Creative Group

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.

Read Us Online Share links to articles and exclusive online resources with your colleagues. To view the magazine online exactly as it appears in print, click on the tablet icon in the upper right corner of the home page. www.WesternCity.com

Sponsored by:

www.cscda.org

President JoAnne Mounce Council Member Lodi

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

First Vice President James Goodhart Council Member Palos Verdes Estates

Second Vice President Rich Garbarino Council Member South San Francisco

Immediate Past President L. Dennis Michael Mayor Rancho Cucamonga

Interim Executive Director Dan Carrigg

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

November

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

10–11

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

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

28–29

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

Contributors Dan Carrigg Norman Coppinger Martin Gonzalez Melissa Kuehne

Nov. 30–Dec. 1

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

Associate Editors Carol Malinowski Carolyn Walker

Nov. 30–Dec. 2

Design Taber Creative Group

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

Advertising Design ImagePoint Design For photo credits, see page 20. 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.

NT RI

18–20

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

19–20

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

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

ED US IN G

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. 11.

January 2017

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

IND EN

Supplied by Community Energy

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.

League of California Cities

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

President’s Message by JoAnne Mounce

How Effective Is Your Council? Many cities in California use the at-large system for their city council elections, whereby council members represent the entire city rather than a specific district. In such cities, after the election is over it can be hard to put aside the competitive mindset, move beyond politics and begin working together as a cohesive team to do what’s best for the community. The challenge of abandoning the often combative approach used in campaigning can be compounded by differences in communication styles among members of the council. Each of us has a unique way of communicating with others. Experts attribute these differences to a variety of factors — an individual’s personality, cultural background and gender can all play a role in personal communication style. Effective leaders, however, typically find a way to talk about even the most controversial issues in a thoughtful and non-inflammatory way as part of a deliberative discussion.

How Councils Court Disaster A city council that has not developed the skills necessary to communicate respectfully, both within the council and with others, is courting disaster on several fronts. First, if the council maintains a competitive dynamic over several election cycles, it becomes the council’s culture and its norm. A council that is known for bickering and infighting on the dais: • Hampers its effectiveness because issues aren’t addressed calmly and thoughtfully; • Sets a poor example of public discourse for the community; • Erodes public trust in local government and City Hall; • Discourages people from participating in the process because they don’t believe their voices will be heard; and • Dampens the enthusiasm of young people who might otherwise consider pursuing careers in local government.

Interpersonal dynamics on a council can be challenging. Furthermore, when one member consistently behaves badly, the entire council gets a black eye. What can be done to turn around a council whose communication has devolved into arguments and personal attacks?

Why Civility Matters It can be helpful to start by examining the role civility plays in local governance. An “Everyday Ethics for Local Officials” article titled “Promoting Civility at Public Meetings” (August 2003, Western City) offers the following observations and advice: Civility refers to the way people treat each other with respect — even when they disagree. Though disagreement and confrontation play a necessary role in politics, the issue is how that disagreement is expressed. The key is to focus on the strengths and weaknesses of proposed solutions to community problems — not to engage in personal attacks against those who favor different solutions. continued

www.westerncity.com

Western City, November 2016

How Effective Is Your Council?, continued

A city council that has not developed the skills necessary to communicate respectfully is courting disaster.

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… If an agency finds itself in a situation in which those with the minority view are acting increasingly contentious and uncivil, a question to ponder is whether they would have a more constructive approach if they felt their views were being listened to and taken into account. Being perceived as a force of unity in the community as opposed to a force of division can have real political benefits as well. Put another way, constant bickering among community leaders can reflect poorly on all who engage in it. … So how do we achieve more civility in public discourse? In their essay “The Meaning of Civility,” Guy and Heidi Burgess, co-directors of the University of Colorado Conflict Information Consortium, offer these suggestions: Separate the people from the problem. Recognize that other thoughtful and caring people have very different views on how best to address their community’s many complex problems. Focus on solutions that are most likely to be successful. Avoid resolving disputes on the basis of “us versus them” animosity and seek the relative merits of competing problem-solving strategies. Obtain the facts. Many public policy disputes involve factual disagreements that are amenable to resolution through some type of fact-finding process. Work together to resolve factual disagreements wherever possible. There are, of course, many cases in which factual issues can’t be resolved because of irreducible uncertainties associated with the limits of scientific inquiry. When this is true, contending parties need to publicly explain the reasoning behind their differing interpretations of the factual information that is available. Limit interpersonal misunderstandings. Make an honest and continuing effort to understand the views and reasoning of your opponents.

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Use fair processes. Genuinely solicit and consider public input. Make decisions on the basis of substantive arguments. Keep trying to persuade and allow yourself to be persuaded. One crucial element of civility is the recognition by conflicting parties that it is possible they are wrong and the policies advocated by their opponents are actually better. Seriously consider the persuasive arguments made by your opponents and explain your own position. Another strategy suggested by Tom Terez in Civility at Work: 20 Ways to Build a Kinder Workplace is to “identify the biggest redeeming quality of that person who’s always driving you crazy. Keep it in mind the next time the two of you interact.”

Practical Steps for Addressing Conflict In cities with a council-manager form of government, the city manager can play a key role in mitigating the causes of conflict in the council. If your council is fraught with infighting, it’s likely that the city manager is also experiencing this conflict firsthand.

Bringing in a third-party neutral facilitator can be a very effective way to work through the issues underlying the animosity and lack of civility among council members. The City of Rancho Cucamonga has successfully used this strategy for over 10 years. “Every year, we bring in a consulting psychologist who meets individually with each council member and the city manager,” says Rancho Cucamonga Mayor and League Past President L. Dennis Michael. “Then he meets in a retreat setting with the entire group to develop norms on how to conduct ourselves and council business in public. This exercise makes an enormous, positive difference in how the council communicates and functions.” If your city doesn’t currently participate in a similar exercise and your council’s interactions are contentious, bringing in outside expert help can be an excellent tool for effecting change. This type of team building also provides an opportunity to step outside the distractions and demands of council meetings and focus on improving how the council functions.

Sometimes

Always

Sometimes

We are open to hearing information that may change our position on an issue. Always

Sometimes

Never

When we disagree, we do so without being disagreeable toward each other. Never

Adopting a code of conduct for your council is another tactic your city may want to examine. Many cities have adopted such codes. Like codes of ethics, a code of conduct typically emphasizes respect for those with divergent viewpoints. The idea is to create an opportunity to engage in discussion without unpleasantness or personal attacks.

We may ask questions of department heads, but rely on the city manager to give direction to staff. Always

Sometimes

continued

Our council participates regularly in team-building exercises.

It’s helpful to reflect on the dynamics of your city council and the challenges associated with its communication style. This short quiz can be used as a discussion tool with your fellow council members and city manager.

Always

Team-building activities also develop the ability to identify commonalities — issues where the group can agree on values or priorities for the community. This ability to focus on areas of agreement is an essential tool for councils when dealing with difficult people in public meetings that address controversial or highly charged emotional issues.

Constructive team building creates a mutual understanding of the importance of respectful communication and its

How Does Your Council Conduct Business?

My fellow council members are respectful of each other, staff and the public and listen without interrupting.

central role in doing what is best for the community. Working together to find solutions to vexing local issues is very hard, if not impossible, when the council does not function as a cohesive, collaborative team. Council members must trust each other if they are to be optimally effective, and team-building exercises focus on building trust.

Never

Always

Never

We actively foster an atmosphere of trust and collaboration. Always

Sometimes

Never

I can count on my fellow council members to conduct themselves professionally. Always

Sometimes

Never

We consistently use agreed-upon procedures for dealing with dissension on the council. Always

www.westerncity.com

Sometimes

Never

Western City, November 2016

Adopting a code of conduct for your council is a tactic your city may want to examine.

How Effective Is Your Council?, continued

Things to Bear in Mind If your council experiences ongoing challenges around civility, keep in mind these tips from the experts: Focus on commonalities. Look for areas where people can agree on what’s important. Trust is key. Find ways to cultivate and foster trust among your council colleagues, city manager, staff and your community. Put your ego aside. When fulfilling your responsibilities as an elected local official, concentrate on doing the best possible for the greater community. This is easier for some people than others. Don’t respond when someone pushes your buttons or baits you. This takes practice and self-discipline, but it can be done. Staying calm is your best defense

when being attacked, and it can prevent you from saying something in the heat of the moment that you may later regret. It also tends to discourage the antagonist in the long term if he or she cannot provoke an adverse reaction.

to the community likely to be? Will you be remembered as a thoughtful problemsolver or a malicious bomb-thrower? Is your behavior constructive and solutionoriented or destructive and self-promoting at the expense of the greater good?

Public Perception and Your Legacy

Remember: It’s not war, it’s public service and public policy.

Consider how your actions and words on the dais come across to your constituents and the local media. Is your council seen as argumentative, uncooperative or even boorish? If your council is contentious, think about these questions: What’s your legacy

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League of California Cities

Successful councils focus on doing the best for their community. It’s our responsibility as council members to investigate the facts and ensure that we are doing everything possible for the good of the community. This includes speaking up on behalf of those who do not have a voice in the process and those who are less affluent or privileged. Doing so requires a culture of civility and mutual respect on the council and in the council chambers. (And here I must add a side note related to civility. Don’t berate or criticize staff in public meetings. It’s damaging and counterproductive. Any criticism should be tactfully worded and delivered in a private setting.) Based on my personal experience in dealing with these types of issues, I found the material presented here helpful and hope these tips are useful for you. There is always room for improvement, even on the most smoothly functioning council. I encourage you to explore the resources provided by the League and the Institute for Local Government pertaining to these issues. And in the spirit of constructive self-evaluation, take the quiz on page 5, “How Does Your Council Conduct Business?” ■

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

www.cacities.org

Congratulations

to the 2016 Beacon Award Winners!

GOLD BEACON AWARD

Town of Colma Agency Energy Savings: Platinum, 29% Agency Natural Gas Savings: Platinum, 22% Agency Greenhouse Gas Reductions: Platinum, 43% Community Greenhouse Gas Reductions: Gold, 18% Sustainability Best Practices: Platinum

SILVER BEACON AWARDS American Canyon

Hermosa Beach

Agency Energy Savings: Platinum, 34% Agency Natural Gas Savings: N/A Agency Greenhouse Gas Reductions: Gold, 10% Community Greenhouse Gas Reductions: Silver, 8% Sustainability Best Practices: Silver

Agency Energy Savings: Silver, 9% Agency Natural Gas Savings: N/A Agency Greenhouse Gas Reductions: Silver, 9% Community Greenhouse Gas Reductions: Silver, 8% Sustainability Best Practices: Silver

Benicia

Manhattan Beach

Agency Energy Savings: Gold, 18% Agency Natural Gas Savings: Silver, 10% Agency Greenhouse Gas Reductions: Platinum, 21% Community Greenhouse Gas Reductions: Silver, 6% Sustainability Best Practices: Platinum

Agency Energy Savings: Platinum, 26% Agency Natural Gas Savings: Silver, 8% Agency Greenhouse Gas Reductions: Silver, 9% Community Greenhouse Gas Reductions: Silver, 9% Sustainability Best Practices: Platinum

Davis

Santa Monica

Agency Energy Savings: Silver, 5% Agency Natural Gas Savings: N/A Agency Greenhouse Gas Reductions: Platinum, 28% Community Greenhouse Gas Reductions: Silver, 7% Sustainability Best Practices: Platinum

Agency Energy Savings: Gold, 13% Agency Natural Gas Savings: Silver, 9% Agency Greenhouse Gas Reductions: Platinum, 44% Community Greenhouse Gas Reductions: Gold, 10% Sustainability Best Practices: Platinum

Emeryville Agency Energy Savings: Gold, 11% Agency Natural Gas Savings: Silver, 8% Agency Greenhouse Gas Reductions: Silver, 7% Community Greenhouse Gas Reductions: Silver, 7% Sustainability Best Practices: Gold

The Beacon Program honors voluntary efforts by local governments to reduce greenhouse gas emissions, save energy and adopt policies and programs that promote sustainability. To learn more about the Beacon Program, visit: www.ca-ilg.org/BeaconProgram

This program is funded by California utility customers and administered by Southern California Gas Company, San Diego Gas & Electric Company, Pacific Gas and Electric Company and Southern California Edison, under the auspices of the California Public Utilities Commission.

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

1,2

2 2

Gold ($10,000+) CA Apartment Association Hanson Bridgett LLP1,2 LECET Southwest Lewis Investment Company2

BUILDING AMERICA®

Meyers Nave1,2 Morongo Band of Mission Indians2 Murphy Austin Adams Schoenfeld LLP1 Opterra Energy Services Renne Sloan Holtzman Sakai LLP1,2

Republic Services Inc.2 Sherwin-Williams Wells Fargo Young Homes2

Silver ($5,000+) ABM AMR2 American Fidelity Assurance Company Charles Abbott Associates2 California Charter Schools Association Californians for Energy Independence California & Nevada IBEW/NECA Labor-Management Cooperation Trust California Restaurant Association

DW Development2 Dart Container Corp.2 EMS Management2 Fascination Ranch2 Goldfarb & Lipman LLP Joe A. Gonsalves & Son2 Greenwaste Recovery Inc.2 HR Green2 Harris & Associates2 Interwest Consulting Group Inc. Kronick Moskovitz Tiedemann & Girard

Mintier Harnish1 Mt. Diablo Recycling2 Northrop Grumman Prometheus Real Estate Group Inc.2 Public Financial Management Inc. James Ramos Robson Homes LLC2 San Manuel Band of Mission Indians2 Sares Regis Group2

Bronze ($3,000+)

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

Carpenter/Robbins Commercial Real Estate Inc.2 Cerrell Associates Inc. Colantuono Highsmith & Whatley PC2 Desert Valley Medical Group Inc./Prime Healthcare2 E&J Gallo2 Edgewood Partners Insurance Center Fieldman Rolapp & Associates FirstSouthwest Geo-Logic Associates2 Greystar2

Griswold LaSalle Cobb Dowd & Gin LLP Hill International2 Holliday Rock Company ISES Corporation Library Systems & Services LLC Los Angeles Yellow Cab Madaffer Enterprises1 Marin Sanitary Service2 Matarango Inc.2 McKinstry Mid Valley Disposal2

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

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

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

ServPro2 Stradling Yocca Carlson & Rauth Transtech Tribal Alliance of Sovereign Indian Nations Tripepi Smith & Associates1,2 Union Bank2 Vavrinek Trine Day & Co. LLP Western States Petroleum Association Willdan Ygrene2

Basic ($1,000+)

Join the Partners Program Today! Contact Mike Egan | (916) 658-8271 | egan@cacities.org

Mitsubishi Cement2 Bob Murray & Associates NL Industries Inc. Nixon Peabody Norton Rose Fulbright2 PARS2 Peters Engineering2 Precision Engineering2 Prime Healthcare2 Psomas2 Quad Knopf 2 Kenneth Ramirez2 Recology2

Rutan & Tucker LLP SCI Consulting Group SGI Construction Management2 San Bernardino County Safety Employees2 San Bernardino Police Officers Association Santa Ynez Band of Mission Indians2 SummerHill Homes2 TREH Development2 Townsend Public Affairs Inc.2 USA Properties Fund Inc. Zanker Green Waste2

Leibold McClendon & Mann Livermore Sanitation2 MCE Clean Energy Marchetti Construction Inc.2 NV5 Inc. Napa Recycling2 Newport Pacific Capital Company Inc. Probolsky Research Riverside Construction2 San Jose POA San Mateo County Association of Realtors2

Santa Monica Police Officers Association Seifel Consulting Inc. Sobrato Organization2 South San Francisco Scavengers2 Specialty Solid Waste & Recycling2 Studio T SQ2 Swinerton Management Vali Cooper & Associates Inc.2 Van Scoyoc Associates2 West Builders2

1 – Institute for Local Government supporter 2 – CITIPAC supporter Partial list as of 9/27/2016

Funding Impact Fees With

Tax-Exempt Bond Financing by Amanda Cadelago

Developer-paid impact fees — imposed by public agencies at the start of a new commercial, industrial, retail or residential development project — mitigate the costs of public infrastructure improvements. To reduce the upfront cost of development, a public agency may allow the developer to defer paying the impact fees until the development is ready for final inspection or occupancy. Cities and counties are partnering with the California Statewide Communities Development Authority (CSCDA) to offer developers a cost-effective solution through CSCDA’s Statewide Community Infrastructure Program (SCIP), which helps maximize project cash flow and provides an alternative to deferring payment. SCIP is highly versatile and provides low-cost financing of impact fees for commercial, industrial, retail, and multifamily and single-family residential projects. CSCDA has issued over $200 million in tax-exempt bonds since 2003 to pay for roads, water infrastructure, sewers, storm drainage, parks and other capital improvements. Designed to minimize local agency staff involvement by using an experienced team of financial professionals,

SCIP is a development impact fee and public improvement financing program.

San Diego Housing Project Benefits From SCIP CSCDA issued SCIP bonds in 2015 to finance impact fees associated with a large multifamily housing development in the City of San Diego. To help manage the improvements’ upfront cost, the developer considered segmenting the project into batches and paying the city’s impact fees as each building permit was issued. Instead, the developer chose to finance the entirety of the project’s impact fees at the beginning of the housing project with a 30-year tax-exempt bond secured by property-owner assessments. By utilizing SCIP, the City of San Diego gained access to public improvement funding all at once, which allowed the city to move forward quickly with infrastructure improvements. In an effort to be a business-friendly city, San Diego supports many continued

Amanda Cadelago is marketing manager for the League and can be reached at acadelago@cacities.org.

Mark Adler Managing Director 310 297-6010 mark.j.adler@pjc.com

Tom Innis Managing Director 415 616-1635 thomas.p.innis@pjc.com

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

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

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

Tony Rapista Vice President 310 297-6031 anthony.l.rapista@pjc.com

www.westerncity.com

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

Western City, November 2016

Funding Impact Fees With Tax-Exempt Bond Financing, continued

options that a developer may use to fund impact fees. Scott Mercer, the city’s supervising project manager for facilities financing, recognizes SCIP’s advantages. “SCIP allows developers to get cash flow relief if needed, and the city gains access to capital upfront rather than waiting for development to occur. It’s a win-win situation,” says Mercer.

How to Participate Created and sponsored by the League and the California State Association of Counties, CSCDA has been working to develop effective financing tools to support community-based public benefit projects for nearly 30 years. To participate in SCIP and allow local developers to access this valuable economic development tool, cities must first pass a resolution to become a member of CSCDA, followed by a second resolution to utilize SCIP. Over 383 cities and 56 counties belong to CSCDA. After a city or county adopts the SCIP resolution, CSCDA administers the program. As an additional benefit of participation, the city or county is absolved from any future liability because there is no cross-collateralization of payments or assessments.

Developers often consider several factors when deciding how they will fund impact fees for infrastructure improvements. SCIP offers another option at no cost to public agencies. “SCIP provides a comfortable solution to upfront funding,” says Daniel Harrison, CSCDA commission chair and retired League director of administrative services. “The CSCDA financing program allows cities and developers to finance infrastructure with ease.” To learn more about CSCDA’s financing programs, including SCIP, visit www.cscda.org or call (800) 531-7476. ■

About the California Statewide Communities Development Authority Local governments created the California Statewide Communities Development Authority (CSCDA) in 1988, under California’s Joint Exercise of Powers Act, to provide timely financing for community-based benefit projects. More than 500 cities, counties and special districts participate in CSCDA, which serves as their conduit issuer and offers an efficient mechanism to finance locally approved projects. Revenue from CSCDA helps keep League membership dues low. For additional information visit www.cscda.org.

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Planning to Save: Increasing Your Community’s Resiliency by Julia Lave Johnston

alifornians love the natural beauty of their state; many want to live by the ocean, in the forest or on a hill with a view. As a result, the state’s growing population continues moving into areas prone to natural disasters like fires, floods and landslides. As communities grapple with these hazards, they are also being asked to address the impacts of climate change, including drought, rising sea level, storm surges and extreme heat.

Resiliency and Adaptation Resiliency is a community’s sustained ability to use available resources to respond to, withstand and recover from adverse situations. Addressing resiliency and adaptation — the adjustment to changing circumstances — are the primary goals of hazard mitigation and safety planning. Although addressing resiliency and adaptation may appear to require new plans and processes and threaten to tap already scarce resources, these issues are already part of many cities’ ongoing activities.

Adaptation is typically included in any update to plans or budgets. Resiliency has long been a major driver for one of the most important services a city can provide: responding quickly to emergencies and changing situations. Emergency response is now considered a component of resiliency. Cities are incorporating resiliency principles into land-use and policy decisions to reduce and respond to risk — and effectively recover from and adapt to immediate disasters and longterm stressors like climate change. continued on page 21

Julia Lave Johnston is program manager of the Institute for Local Government’s Sustainable Communities program and can be reached at jjohnston@ca-ilg.org. For more about the program, visit www.ca-ilg.org/climate-action. The Institute for Local Government thanks Charlie Knox, a principal of PlaceWorks, Inc., for his contribution to this article.

Earthquakes, landslides and wildfires are among California’s natural hazards; climate change impacts add to the dangers that cities must address through policy and planning.

Western City, November 2016

Primer on

California

C i t y Revenues by michael coleman

Michael Coleman is principal fiscal policy advisor to the League and can be reached at coleman@muniwest.com. More information on city finance is available at www.californiacityfinance.com. Coleman comments on local government finance topics on Twitter (@MuniAlmanac) and Facebook (www.facebook.com/MuniAlmanac).

League of California Cities

www.cacities.org

part one: revenue basics

You don’t have to scratch any local government issue very deeply to find the question of money: What’s this going to cost? What are we going to get for that price? Is this project worth it?

How does your city pay its bills? What does the future hold for city service costs and funding? Though every city is different — each with its own needs, local economy, expectations, protocols, responsibilities and finances — some essential elements of city revenues and spending are common to cities throughout California. an overview of city revenue sources Revenue, the bread and butter of city budgets, comes from a variety of sources. Some revenue is restricted by law to certain uses; some revenue is payment from customers for a specific service. Other revenue requires voter approval for rate increases. Still other revenue comes from state and federal agencies, almost all of it with strings attached. The California Constitution and state law provide some specific distinctions among municipal revenue sources. continued www.westerncity.com

california city revenues Utility Fees

Other 5%

(water, sewer, refuse, electric, gas, etc.)

29%

Property Tax 14% Sales Tax 7%

Other Fees 12%

Not Restricted 36%

Development Fees/ Permits 2%

Utility User Tax 3% Transient Occupancy Tax 2% Other Tax 3% Franchises 2%

Licenses, Permits <1%

State & Federal <1% Other 3%

Fines, Forfeitures 1% Investments, Rents 1%

Business License 2%

Federal Grants 5%

State Grants 4%

Benefit Assessments 2% Special Taxes 3%

This is a statewide aggregation of city revenues. Individual cities vary. Source: Author's computations using 2014–15 data from California state controller; does not include the City and County of San Francisco.

LEGEND Taxes Fees State & Federal Aid Other

Western City, November 2016

A Primer on California City Revenues, Part One: Revenue Basics, continued

taxes A tax is a charge for public services and facilities. There need not be a direct relationship between the services and facilities used by an individual taxpayer and the tax paid. Cities may impose any tax not otherwise prohibited by state law (Gov’t. Code Section 37100.5). The state prohibits local governments from taxing certain items, including cigarettes, alcohol and personal income; the state taxes these for its own purposes. The California Constitution distinguishes between a general tax and a special tax. General tax revenues may be used for any purpose. A majority of voters must approve a new general tax, its increase or extension in the same election in which city council members are elected. Special tax revenues must be used for a specific purpose, and two-thirds of voters must approve a new special tax, its increase or extension.

Overview of General Tax and Special Tax Requirements General Tax

Special Tax

Use of Revenues

Unrestricted

Specific purpose

Governing Body Approval Required

• General-law cities: twothirds approval is required.

Majority

• Charter cities: majority approval is required. • Transactions and use taxes: two-thirds approval is required. Voter Approval Required

Majority

Two-thirds

Other Rules

A general tax election must be consolidated with a regularly scheduled general election of members of the governing body, unless an emergency is declared by unanimous vote (among those present) of the governing body.

Special tax funds must be deposited in a separate account. The taxing agency must publish an annual report including the tax rate, the amounts of revenues collected and expended and the status of any project funded by the special tax.

Local Tax and Revenue Limitations: Proposition 13 and Its Siblings Local officials have limited choices in governing, managing their finances and raising revenues to provide services needed by their communities. Voters have placed restrictions as well as protections in the state Constitution. The Legislature has acted in various ways both to support and provide and to limit and withdraw financial powers and resources from cities, counties and special districts. Significant limitations on local revenue-raising include: • Property taxes may not be increased except with a two-thirds vote to fund a general obligation bond (most local school bonds can now be passed with 55 percent voter approval); • The Legislature controls the allocation of local property tax among the county, cities, special districts and school districts within each county; • Voter approval is required to enact, increase or extend any type of local tax; • Assessments to pay for public facilities that benefit real property require property-owner approval; • Fees for services and the use of local agency facilities may not exceed the reasonable cost of providing those services and facilities; and • Fees for services such as water, sewer and trash collection are subject to property-owner majority protest.

fees, charges and assessments A fee is a charge imposed on an individual for a service that the person chooses to receive. A fee may not exceed the estimated reasonable cost of providing the particular service or product for which the fee is charged, plus overhead. Examples of city fees include water service, sewer service connection, building permits, recreational classes and development impact fees. Cities have the general authority to impose fees (as charges and rates) under the cities’ police powers granted by the state Constitution (Article XI, Sections 7 and 9). State law sets specific procedures for fee and rate adoption. Proposition 218 provides special rules for property-related fees used to fund property-related services. Special benefit assessments are charges levied to pay for public improvements or services within a predetermined district or area, according to the benefit the parcel receives from the improvement or services. The state Constitution requires continued on page 16

League of California Cities

www.cacities.org

A Primer on California City Revenues, Part One: Revenue Basics, continued from page 14

property-owner approval to impose a benefit assessment. Other locally raised revenues include licenses and permits; franchises and rents; royalties and concessions, fines, forfeitures and penalties; and investment earnings. intergovernmental revenue

A fee may not exceed the estimated reasonable cost of providing the particular service or product for which the fee is charged, plus overhead.

Cities also receive revenue from other government agencies, principally the state and federal governments. These revenues include general or categorical support monies called subventions, as well as grants for specific projects and reimbursements for the costs of some state mandates. Intergovernmental revenues provide 10 percent of city revenues statewide. other city revenues Other sources of revenue to cities include rents, franchises, concessions and royalties; investment earnings; revenue from the sale of property; proceeds from debt financing; revenues from licenses and permits; and fines and penalties. Each type of revenue has legal limitations on what may be charged and collected as well as how the money may be spent.

putting money in its proper place The law restricts many types of city revenues to certain uses. As explained earlier, a special tax is levied for a specific program. Some subventions are

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designated by law for specific activities. Fees are charged for specific services, and fee revenue may fund only those services and related expenses. To comply with these laws and standards, finance departments segregate revenues and expenditures into separate accounts or funds. The three most important types of city funds are special revenue funds, enterprise funds and the General Fund. Special revenue funds are used to account for activities paid for by taxes or other designated revenue sources that have specific limitations on use according to law. For example, the state levies gasoline taxes and allocates some of these funds to cities and counties. A local government deposits gasoline tax revenue in a special fund and spends the money for streets and roadrelated programs, according to law.

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

License No. 0451271

League of California Cities

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Local Revenue Protections The Legislature has enacted many complicated changes in state and local revenues over the past 30 years, which at times have had significant negative fiscal impacts on city budgets. In response, local governments and their allies drafted — and voters approved — state constitutional protections limiting many of these actions. At times, these protections have resulted in the Legislature undertaking even more complex maneuvers in efforts to solve the financial problems and protect the interests of the state budget.

Enterprise funds are used to account for self-supporting activities that provide services on a user-charge basis. For example, many cities provide water treatment and distribution services to their residents. Users of these services pay utility fees, which the city deposits in a water enterprise fund. Expenditures for water services are charged to this fund. The General Fund is used to account for money that is not required legally or by sound financial management to be accounted for in another fund. Major sources of city General Fund revenue include sales and use tax, property tax and locally adopted business license tax, hotel tax and utility user taxes. ■

Coming Next Month in Western City Part Two of “A Primer on California City Revenues” will address major city revenues.

In response to actions of the Legislature and the deterioration of local control of fiscal matters, local governments placed on the ballot and voters approved Proposition 1A in 2004 and Prop. 22 in 2010. Together, these measures prohibit the state from: • Enacting most local government mandates without fully funding the costs (the definition of a state mandate includes the transfer of responsibility for a program for which the state was previously fully or partially responsible);

• Reducing the local portion of the sales and use tax rate or altering its method of allocation, except to comply with federal law or an interstate compact; • Reducing the combined share of property tax revenues going to the cities, county and special districts in any county; and • Borrowing, delaying or taking motor vehicle fuel tax allocations, gasoline sales tax allocations or public transportation account funds.

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Western City, November 2016

San Diego Focuses on Accountability, Transparency Driven by the desire to use data to improve decision-making and better connect with its constituents, the City of San Diego emerged from years of mismanagement and fiscal challenges to create a unique new department focused on transparency, efficiency and accountability.

were browned out and the city cut the hours of operation at recreation centers and libraries — along with the workforce. As recently as 2013, public information requests from the community and the media fell on deaf ears when the mayor refused to respond.

the data might show. Hunkered-down employees, hoping to survive the next round of budget cuts, were reluctant to offer new ideas, fearful of being targeted as troublemakers.

In the early 2000s San Diego was embroiled in financial problems marked by underfunded pensions, a federal investigation and inaccessible bond markets. As a result, revenues eroded, fire stations

During that time, San Diego fell behind in transparency efforts and the use of data in governance. Strategic planning floundered. Measuring results was put on the back burner due to concerns about what

The election of Mayor Kevin L. Faulconer in 2014 ushered in a period of stability, renewed leadership, restored services and moving beyond the financial challenges of the past. The new mayor wasted no time in pursuing his vision of a government as innovative as the people it serves; in his first city budget Mayor Faulconer worked with the city council to create the Performance and Analytics (P&A) Department.

A Major Shift in Direction

“San Diego’s strengths run far deeper than its beaches,” says Mark Cafferty, president and CEO of the San Diego Regional Economic Development Corporation. “A growing innovation economy and entrepreneurial ecosystem put San Diego on the radar of companies and thought leaders around the globe. With the Performance and Analytics Department providing data, performance management and overall transparency, the region will continue to lead the way in terms of collaboration between San Diego’s public and private sectors.” The P&A Department leverages open data, performance management and operational excellence initiatives to empower city employees, the public and decision-makers. The city’s transparency efforts included converting 900 pages of its budget document into readily understood charts posted online. continued on page 25

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

League of California Cities

www.cacities.org

City of Santee, CA (San Diego County)

PUBLIC SERVICES MANAGER Salary: $79,740.13 – 107,674.39 The City of Santee is seeking a Public Services Manager, a management position that reports directly to the Director of Community Services. The Public Services Division is responsible for the upkeep of city parks, landscaped areas, rights-of-way, buildings and drainage systems. Located 18 miles from the Pacific Ocean, Santee has been rated highly for its low crime rate, excellent schools and reasonable housing costs. The city, which is bisected by the San Diego River, has a population of 55,000 and encompasses 16.5 square miles. Deadline: Open until filled. Application and detailed job description are available online at www.cityofsanteeca.gov. EOE/ADA EMPLOYER

Display Advertising Call Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information, or email admanager@westerncity.com. Website Job Postings Display ads are posted on our website at no additional charge. But if you miss the deadline for getting your job opportunity ad into the magazine, you can post it on the Western City website right away. To post your job opportunity ad on our automated website, visit www.westerncity.com or contact Kimberly Brady, Western City’s administrative assistant; email: kbrady@ cacities.org; phone: (916) 658-8223.

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CITY ENGINEER Annual Salary: $121,500 - $147,684 Close Date: December 2, 2016 CITY OF CLOVIS, the “Gateway to the Sierras” has an immediate opening in the Planning and Development Department. Clovis is located in the San Joaquin Valley northeast of the FresnoClovis Metropolitan Area. Clovis has been ranked the No. 1 City in California to raise a family. With a population of over 98,000 residents calling the community home Clovis is proud of the small town community spirit the City has been able to maintain. Please visit our website for the job announcement, application, and benefit information at www.ci.clovis.ca.us/Employment/Pages/ employmentopportunities.aspx.

www.westerncity.com

Deputy Director of Engineering Services, City of Commerce, CA The City of Commerce (daytime population 50,000/residential population 13,000) is a vibrant community in the heart of Los Angeles County, just six miles east of downtown Los Angeles. The City is now seeking a highly skilled Deputy Director of Engineering Services with a proven track record of managerial effectiveness. The Public Works & Development Services Department is responsible for the orderly growth and development of the City, consistent with community-wide values and objectives, and is also responsible for the maintenance of the City’s streets and public infrastructure. The ideal candidate will be adept at coordinating and successfully implementing multiple tasks and projects, while being results and detail-oriented. He or she will carry out the vision of the Council for a revitalized Commerce through dedication, political acumen, flexibility, and teamwork. Candidates must possess a Bachelor’s Degree in Civil Engineering, Construction Management, or a related field and five (5) years’ experience in a senior level management position, with primary focus in the disciplines of Engineering Services, construction projects, and project management. The monthly compensation range for this position is $10,158.12 - $12,378.76, DOQ. If you have any questions, please do not hesitate to call Fred Freeman at (916) 784-9080. Closing date November 11, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Western City, November 2016

Managing Director of Finance and Administration, Port of Long Beach, CA

COMMUNITY SERVICES MANAGER City of Aliso Viejo

The Port of Long Beach is located on the Pacific Ocean in the City of Long Beach, California (population 474,000), between the City of Los Angeles and Orange County. One of the world’s busiest seaports, the Port is a leading gateway for international trade and the second busiest container port in North America. Its Harbor Department is now seeking a strong, results-oriented leader and effective manager for its new Managing Director of Finance and Administration; an individual with a collaborative style of management and a proven track record in the field of Finance and Administration. The Managing Director is responsible for developing and implementing strategic initiatives for the Port’s Risk Management Division, Information Management Division, Real Estate Division and Finance Division. The ideal candidate will be a strong analytical and conceptual thinker who will exercise sound judgment based on business, operational, and political acumen within broad general policy guidelines. A candidate with a commitment to strategic outcomes, an understanding of strategic financial plans and objectives, and an ability to work with people from diverse backgrounds is ideal. At minimum, candidates must possess a Bachelor’s Degree in Finance, Business Administration, or a related field and have a minimum fifteen (15) years of progressively challenging executive work experience involving financial planning, strategic business planning, and enterprise funding; as well as a minimum ten (10) years of senior management experience with demonstrated understanding of leadership and management principles. A master’s degree in a related field and experience working in and with the public sector is highly desirable. The annual salary range for this position is $190,000 - $240,000, DOQ. If you are interested in this outstanding opportunity, please visit our website at www.bobmurrayassoc.com to apply online. If you have any questions, please do not hesitate to call Ms. Valerie Phillips at (916) 784-9080. Closing date November 25, 2016.

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

ALISO VIEJO, CALIFORNIA Salary: $77,391 - $108,347 Plus excellent benefits package

The City of Aliso Viejo is seeking a team player to perform a broad range of duties and oversee the programs and events of the Community Services Department; coordinate programs and operations with other departments and community groups; and oversee the operation of City facilities including the Aliso Viejo Center, Aquatics Center, Family Resource Center and future development at Aliso Viejo Ranch. Minimum five years of professional experience in recreation, parks and community services programs, including two or more years of supervisory experience. Bachelor’s degree in leisure services, public administration or related field. Pay-for-performance plan and 9/80 work schedule. APPLY BY: December 1, 2016 @ 5:00 p.m. Must submit a city application, faxes not accepted. APPLY AT: City of Aliso Viejo, 12 Journey, Suite 100, Aliso Viejo, CA 92656. For application materials visit the City’s website at: www.cityofalisoviejo.com or call: (949) 425-2511. EOE.

League of California Cities

Just announced . . .

Deputy City Managers Assistants to the City Manager Capital/Operating Budget Managers City of Palo Alto Exciting opportunities coming soon in the birthplace of the Silicon Valley. Latest information available at www.tbcrecruiting.com Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436 Bradley Wardle • 650.450.3299

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treatment, Taber Creative Group

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Planning to Save: Increasing Your Community’s Resiliency, continued from page 11

New Law Expands Hazard Mitigation Requirements Hazard mitigation is a broad term commonly defined as any action taken to reduce or eliminate the long-term risk to human life and property from natural or human-made hazards. The Federal Emergency Management Administration (FEMA) encourages states and local governments to maintain approved and updated hazard mitigation plans if they want to receive the highest levels of natural disaster relief funding. Local governments must correlate their Local Hazard Mitigation Plans and their General Plan safety elements to integrate safety planning with land-use planning and decisions. The state has required safety elements since 1975 with a focus on reducing death, injuries, property damage and the economic and social impacts of natural hazards. Cities will soon have more reasons to expand hazard mitigation planning to include climate adaptation and resiliency. A state law (SB 379, Chapter 608, Statutes of 2015) that takes effect Jan. 1, 2017, will require cities and counties to review their safety elements when they update their Local Hazard Mitigation Plans and include climate adaptation and resiliency strategies applicable to each jurisdiction. The state is currently updating its Adaptation Planning Guide, which provides guidance to regional and local communities on how to proactively address the impacts of climate change.

An Integrated Approach Many cities are already integrating their climate adaptation and hazard mitigation planning efforts to comprehensively address potential community hazards by using existing processes and pooling funding. Dana Brechwald, a resilience planner with the Association of Bay Area Governments (ABAG), says that most communities complete a Local Hazard Mitigation Plan to ensure eligibility for FEMA benefits and a waiver for the local and state government match required for disaster funding. Projects identified in approved Local Hazard Mitigation Plans are also eligible for FEMA grants.

www.westerncity.com

ABAG encourages jurisdictions to take an “all hazards approach” and provides technical assistance to encourage communities in its region to integrate Local Hazard Mitigation Plans, safety elements and climate adaptation planning.

Because a Local Hazard Mitigation Plan is intended to address all the hazards a community faces, Brechwald says, it can be adapted and expanded to address the specific requirements of these other plans. Assessing hazards and identifying responsive strategies to build resilience all depend on similar planning processes. J

continued

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AVERY ASSOCIATES Upcoming Recruitments: City of Bakersfield – City Clerk City of Benicia – City Manager

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City of Lodi – Deputy City Manager/ Internal Services

31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030

City of Hermosa Beach – City Manager

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Santa Barbara County – Assistant County Executive Officer

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

City Manager, City of Compton, CA The City of Compton (population 98,000) is a multiracial, multicultural community and a great place to live, work, and raise a family. It is known as the “Hub City” because of its unique position in almost the exact geographical center of Los Angeles County. The City Council is now seeking a forward-thinking, experienced City Manager to provide effective leadership while coordinating the activities of a municipal organization. The ideal candidate will be a hard-working, task-oriented, problem-solver who understands and values the needs of the City as well as the Community it serves. Candidates for this position will have significant background in budgeting and financial management, planning, economic development, redevelopment, public works, labor arbitration and negotiation, intergovernmental relations, and community relations. Candidates should be technologically savvy and have demonstrated experience in contracting for services, infrastructure improvement, and be comfortable working closely with and under the direction of the City Council. Candidates with experience and enthusiasm for using performance measurements for accountability and efficiency will be valued. At minimum, candidates must possess a bachelor’s degree in public administration, business administration, finance, planning, or a related field and have five (5) years of experience as a city manager, assistant city manager, department head, or executive management experience in a similar sized organization. The salary for this position is open, DOQ. If you are interested in this outstanding opportunity, please visit our website at www.bobmurrayassoc.com to apply online. Please contact Mr. Fred Freeman at (916) 784-9080, if you have any questions. Closing date November 25, 2016.

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

Western City, November 2016

Planning to Save: Increasing Your Community’s Resiliency, continued

According to Brechwald, sometimes the most challenging part of leveraging existing processes is that each activity, although similar, can have a different lead department or organization with different stakeholders who use different language to describe their similar priorities.

Even though the Local Hazard Mitigation Plan requirements focus on past and current hazards, and climate action planning and adaptation focus on future hazards, making land-use and policy decisions that support resilience requires a comprehensive look at both current and future hazards.

General Manager Tamalpais Community Services District, CA The Tamalpais Community Services District (TCSD) is a Special District that provides refuse, recycling, sanitation, and parks and recreation services to the unincorporated area of Marin County known as Tamalpais Valley. The Board of Directors is now seeking a steady, proven leader, with strong interpersonal skills for TCSD’s next General Manager. The ideal candidate will be a cooperative, responsive, problem solver, who can work as a positive team member with staff, the Board of Directors, District Commissions, community members, and various partner agencies to seek improvements and opportunities to solve community issues. A strong candidate for this position will have knowledge in the areas of state and government regulations and policies and experience in preparing and operating capital budgets, system maintenance, and equipment replacement schedules. At minimum, candidates must possess a Bachelor’s degree in Public Administration, Planning, Engineering, Business Management, or a related field and have 10 years of increasing management and leadership experience in the development, implementation, and administration of public services and programs (management or supervisory positions included). A master’s degree and prior government experience is preferred. Candidates must have extensive experience with financial planning that includes long-term budget development and project management of at least a $6 million budget. Computer literacy with MS Office platform and social media also required. The salary for this position is open, DOQ. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. If you have any questions, please do not hesitate to call Mr. Joel Bryden at (916) 784-9080. Closing date October 21, 2016.

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

Assistant Community Development Director – Planning

Creating a Thriving Community: From Theory to Action The City of Berkeley uses this integrated planning and implementation approach. Advancing the city’s resiliency requires working together to identify solutions that have multiple benefits and also address multiple challenges, according to Timothy Burroughs, Berkeley’s chief resilience officer and assistant to the city manager. “Many of the challenges that cities face, such as sea-level rise, drought, aging infrastructure, and racial and social inequity, are interconnected,” says Burroughs. “Our solutions to these challenges must also be interconnected and integrate the diverse input and expertise that exists in our communities.” This approach builds community resilience by creating strong connections between neighbors; among public, private, nonprofit and academic institutions; among departments within the city government; and between San Francisco Bay Area local and regional governments. “These connections are critical in the event of a disaster, but also lead to more effective problem-solving day to day,” says Burroughs. For example, Berkeley needed to replace one of its public parking garages. The replacement design offers an example of how one project can meet the criteria of addressing multiple issues and create multiple benefits. The garage will be

City of Burbank, CA

he City of Burbank is known as the “Media Capital of the World” as its strong entertainment base includes some of the biggest names in the business. Home to 105,000 residents, its downtown attracts more than 10 million visitors a year. The city is nestled between the Hollywood Hills and the Verdugo Mountains in the heart of Los Angeles County with easy access to numerous transportation options. The Assistant Community Development Director – Planning reports to the Community Development Director and oversees a staff of 11. The ideal candidate will be an inspiring planning professional with a keen eye for urban design and quality development. He/she will be an innovative problem solver and proven mentor. Five years of progressively responsible urban planning experience, with at least two years of service in a supervisory capacity, and a Bachelor’s degree in urban planning or related field are required. A Master’s Degree and/or AICP certification are strongly preferred. Salary range $124,823 - $164,142. Salary is supplemented by an attractive benefits package. This recruitment will close on Sunday, November 27, 2016. Visit www.tbcrecruiting.com for detailed brochure and to apply. Teri Black • 424.296.3111 Bradley Wardle • 650.450.3299

Storms caused severe flooding and damage in Loma Linda in 2010.

League of California Cities

rebuilt with solar panels and the potential for backup batteries, which can be used on a daily basis to charge electric vehicles, reduce greenhouse gas emissions and reduce energy costs for the garage while advancing clean local energy. The city also received a $1.5 million grant from the California Energy Commission to explore creating a “microgrid” that could isolate the garage’s clean renewable energy in the event of a power disruption and channel it to nearby facilities, such as City Hall or the building where public safety services are located, to ensure that crucial emergency response services stay online. This solution provides multiple environmental, financial and social benefits to the city and makes the community more resilient.

Is Planning Worth It? The City of Chula Vista took a citywide approach to develop its Climate Adaptation Strategies in 2011. It formed a Climate Change Working Group with residents, business, education, nonprofit and utility representatives and conducted extensive public outreach and engagement over 11 months. The adaptation strategies built on earlier greenhouse gas mitigation plans from 2000 and 2008 and assigned to a variety of city departments activities

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

that included working within the city as well as coordinating actions with public and private entities. Because financial resources were limited, stakeholders worked to select 11 strategies that leveraged existing funding and program resources. These include requiring new home plumbing to allow for the future addition of “gray water” J

systems and changing the city’s grading ordinance to address sea-level rise. These actions did not require additional money from the General Fund but will make development in the city more resilient to the anticipated impacts of climate change. continued

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City of

MONTEBELLO

Human Resources Manager

The Human Resources Manager plans, organizes, and coordinates the employment, classification, compensation, labor relations, training, and personnel records maintenance functions of the City. Provides supervision, training and work evaluation for staff, prepares the departmental budget, and interprets, applies and enforces a variety of laws, rules and regulations. The ideal candidate should have excellent written and verbal communication skills. The HR Manager reports to the City Manager or Assistant City Manager and serves as Department Manager for the City’s personnel and labor relations, as well as providing staff support for the Civil Service Commission. This is a tremendous opportunity to join a high performing organization in a critical role. Bachelor’s degree required, Master’s preferred. $78,828 to $95,820 DOQE, excellent benefits. A City application and resume should be sent to: Human Resources Manager Recruitment, c/o Nicole Mooshagian City of Montebello, Human Resources Department 1600 West Beverly Blvd., Montebello, CA 90640-3932 Final Filing Deadline: Open until Filled A City application and further information on the City can be obtained by visiting the City website at: www.cityofmontebello.com or by calling the HR Department at (323) 887-1377.

Finance Director, City of Tracy, CA The City of Tracy, with a population of over 80,000 residents, is a community where families are started and residents are both proud of their past and excited about their future. The City is now seeking a Finance Director. An experienced professional who is a team-oriented and collaborative leader committed to innovative problem solving, customer service, and performance management is sought. This is an excellent opportunity for a hands-on Finance Director with a breadth of financial services experience and skill in strategic planning. Excellent project management and communication skills are essential to this position. Candidates must have any combination of experience, education, and training that would likely provide the required knowledge and abilities. The typical candidate will possess the equivalent to a Bachelor’s degree from an accredited college or university with major coursework in Accounting, Finance, Business Administration, Public Administration, or a related field; a Master’s degree in a related field is highly desirable. Candidates must also possess five years of experience in Municipal Finance Administration, including three years of supervisory responsibility. The salary range for the Finance Director is up to $178,139 annually, DOQ. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Valerie Phillips at (916) 784-9080 should you have any questions. Closing date November 27, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Western City, November 2016

Planning to Save: Increasing Your Community’s Resiliency, continued

Cities are incorporating resiliency principles into land-use and policy decisions to reduce and respond to risk. J

Open in November . . .

General Manager

Pasadena Water & Power

Assistant Community Development Director City of Menlo Park

Human Resources Director City of Burlingame Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436 Bradley Wardle • 650.450.3299

Team RC is looking for a

BUILDING & SAFETY SERVICES DIRECTOR $8,705 - $12,342 per month Filing deadline: Dec. 15, 2016 Lucy Alvarez-Nunez: (909) 477-2700 Email: careers@cityofrc.us Website: www.cityofrc.us

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

Existing funding sources supported almost 50 percent of the three-year implementation plan. These resources allowed at least some of the components to be fully or partially implemented for each strategy. Although many of the activities in this implementation document were already planned and funded for other purposes, the plan provided an important framework to leverage existing actions in support of the city’s climate and resiliency work and allow for greater collaboration and results. “Initially the lack of available general funds was seen as a barrier, but it was empowering to learn how many actions we could take with existing resources,” says Chula Vista City Manager Gary Halbert. “These actions help us build the foundation for future funding opportunities and engage stakeholders in thinking about what resiliency means in Chula Vista.”

Building Your City’s Resiliency “Good strategies for leveraging additional funding include identifying current climate and resiliency policies and activities throughout the city’s departments, highlighting their co-benefits and reaching out to community partners,” says Steve Sanders, sustainability program director for the Institute for Local Government. “Communities that have a plan, developed through a community engagement process, are better prepared to compete for state and nonprofit funding.” Cities are incorporating adaptation planning to create more resilient communities that can weather current and future challenges and thrive by using existing activities and plans including hazard mitigation planning, General Plans and specific plans, transportation plans, design standards, city council goal setting, the budgeting process and infrastructure investments. This creates new funding opportunities and can help avoid the huge cost of not being prepared when disaster strikes. It also builds a strong foundation for preserving the natural beauty of California and the communities that we call home. ■

For more information and a detailed job announcement, please visit our website at www.cityofrc.us. (909) 477-2700 – Lucy Alvarez-Nunez

League of California Cities

www.cacities.org

San Diego Focuses on Accountability, Transparency, continued from page 18

Empowering city employees to improve operations was the goal of San Diego Works, a novel program administered by P&A, which offered employees incentives, including a cut of any savings resulting from ideas to improve efficiency and customer service. The city encouraged employees to form groups and gave them time to break away from day-today tasks to develop proposals. Over the course of three months, P&A received more than 250 proposals from about 550 employees, approximately 5 percent of the workforce.

participation from employees at all levels. Ongoing progress can be tracked at the new dashboard P&A developed at performance.sandiego.gov. The new “Get It Done San Diego” app allows residents to report issues and track the city’s progress on solutions.

continued on page 27

Upcoming Recruitments:

To complement the San Diego Works program, P&A worked with five departments using Lean Six Sigma principles (which rely on a collaborative team effort to improve performance by systematically removing waste) to deliver over $200,000 worth of efficiencies to date. However, it’s not just about the money. P&A partnered with the Fire-Rescue Department to create efficiencies in 911 call processing times that are expected to help save an additional 15 lives per year.

City of Petaluma - Human Resources Director

To empower decision-makers, P&A facilitated the development of a new city strategic plan and associated departmental tactical plans with key performance indicators that can be measured and tracked over time to hold administrators accountable. The executive team devoted over 100 hours to develop the new plan and key performance indicators with the volunteer assistance of a management expert and by using innovative crowdsourcing engagement tools to encourage

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AVERY ASSOCIATES

“To date, San Diego Works has identified $1.3 million in average annual savings for the city,” says Scott Chadwick, chief operating officer for the City of San Diego. “More importantly, the initiative recognized employee organizations and contributed to a new spirit of collaboration and positive morale for employees who look forward to future engagement initiatives.”

Holding Administrators Accountable

City of Benicia – Library Director East Bay Municipal Utility District – Manager of Employee Relations City of El Segundo – Police Chief City of Palo Alto – Planning Manager

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

City of Santa Rosa – Human Resources Director Please check our website at http://www.averyassoc.net/current-searches/ for formal position announcements.

Director of Planning and Building City of Encinitas, CA

Encinitas is a vibrant coastal city located in northern San Diego County and is home to an engaged and wellinformed community of nearly 61,000 residents. The City Manager is seeking an experienced and talented leader with a high level of integrity to join her executive team and serve as the Director of Planning and Building. S/he will be a demonstrated leader with a customer services ethic who thrives in a dynamic environment. A Bachelor’s Degree and seven years of recent related experience are required. A Master’s Degree, experience working with a comparable community and experience working with the California Coastal Commission are preferred. The monthly salary range is $8,237- $14,050, supplemented by a generous benefits package. Please visit www.EncinitasCA.gov to learn more about this exciting opportunity.

Western City, November 2016

PeckhamMcKenney &

Presents Outstanding Career Opportunities

City Manager

City of Sierra Madre, CA

Known for its village ambience, Sierra Madre is a hidden jewel nestled at the base of the San Gabriel Mountains in Los Angeles County. With a population of 11,000, Sierra Madre is a tightly-knit community that takes deep pride in both its historical treasures and in its modernday lifestyle. This General Law city has a professional and stable five-member City Council, FY 2016-17 general fund budget of $24.3M, and provides a full range of services through 63 FTEs. Local government professionals with experience in infrastructure improvement and financing methods, enhancement of technology and customer service within an organization, and an appreciation of the unique character of a smaller community are strongly encouraged to apply. Bachelor’s degree is required; Master’s preferred. Salary will be based on the qualifications and experience of the selected candidate, but it is anticipated to be in the $180,000’s with CalPERS 2.5% @ 55. Contact Bobbi Peckham Filing deadline is November 30, 2016.

Human Resources Director

City of Emeryville, CA

The City of Emeryville is a vibrant and lively community of approximately 12,000 residents nestled on the waterfront at the foot of the San Francisco Bay Bridge. A sense of pride and innovation permeates this community, and today, Emeryville represents a modern urban center with thriving retail, entertainment and business centers. Emeryville is a robust, full-service city with 150 full-time and part-time employees and an operating budget of approximately $30 million. The Director, with a staff of five, provides comprehensive Human Resource services to all of the City’s departments including Police, Community Services, Community Development, Public Works, City Attorney, Finance, Human Resources, City Clerk, and the Office of the City Manager. The City contracts with Alameda County Fire District for its fire services and there are four MOU’s covering the City’s employees. Knowledge of all facets of Human Resource services including labor relations/negotiations and benefits administration as well as a Bachelor’s Degree and five years experience (two of which with administrative supervisory responsibility) required. Salary range is from $140,568 to $189,780 with excellent benefits. Contact Ellen Volmert or Phil McKenney Filing deadline is December 5, 2016.

Congratulations to our Recent Placements! Steve Pedretti, Community Development Resource Agency Director, Placer County, CA Oscar Orsi, Deputy Director of Development Services, City of Long Beach, CA Brian Bubar and Sidney DeJesus, Police Commander, City of San Pablo, CA Jonathan Katayanagi, Parks & Recreation Director, City of Lafayette, CA Robert O’Brien, Human Resources Director, City of Oceanside, CA Brent Dennis, Community Services Director, City of Anaheim, CA Todd Billeci, Chief Probation Officer, Contra Costa County, CA Veronica Ramirez, City Attorney, City of Redwood City, CA

“All about fit”

Please send your cover letter and resume electronically to:

Peckham & McKenney

apply@peckhamandmckenney.com

Resumes acknowledged within two business days. Detailed brochures are available at

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San Diego Focuses on Accountability, Transparency, continued from page 25

In a related effort, P&A resurrected resident satisfaction survey efforts that had languished for over a decade, engaging with a statistically significant sample of nearly 2,500 residents via all forms of media to collect feedback on how well the city is providing critical services.

Faulconer. “The portal gives app developers, software engineers and the public the opportunity to use this data in innovative ways that we haven’t even dreamed of yet.”

To further empower the public and employees with reliable data, P&A quickly hired a former software developer as the region’s first chief data officer, ushered an open data policy through the city council and trained 65 city employees to participate in the first data inventory effort in the region. Members of the public can help the city prioritize high-value data sets for release in the open data portal (data.sandiego.gov) by voting at DataSD.org.

Another transparency effort involves budget.sandiego.gov, which converts 900 budget pages into user-friendly charts. Since its launch in April 2015, over 2,500 individuals have used the site. P&A also helped San Diego become the largest city in the country to implement an online Public Records Act application (sandiego. nextrequest.com) that streamlines the process for requesting and providing public information.

Making Complex Data User Friendly

Because of P&A’s early successes, the city has advised other jurisdictions throughout the world on how to start similar programs. San Diego’s administration is undergoing significant transformation, thanks to the implementation of innovative programs spearheaded by a department that helps demonstrate to residents that government can work.

Based on its record of results and a zerobased budgeting process piloted by P&A, what began as a six-person department in 2014 has grown to 15 team members. P&A has been entrusted with additional

“Transparency and efficiency should be a part of every local government’s DNA, which is why we’ve put such an emphasis on that here in San Diego,” says Mayor N

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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

responsibilities, including the deployment of the city’s inaugural 311 project. The initial results of this effort can be accessed through the new “Get It Done San Diego” (www.sandiego.gov/get-it-done) website and mobile app, where users can report issues to the city and track the progress of repairs.

Contact: Almis Udrys, director, Performance and Analytics Department; phone: (619) 2365929; email: audrys@sandiego.gov. ■

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

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Western City, November 2016

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Western City, November 2016

IF YOU BUILD IT, GIANTS WILL COME. The City of Patterson desired more commercial and industrial land to develop its local economy. Churchwell White worked closely with city staff and local land owners to entitle a business park of over 1,000 shovel-ready acres. Our attorneys steered the project through environmental review and a contentious LAFCO annexation approval. We negotiated a development agreement and competitive fee structure. We helped streamline planning and building processes to ensure responsiveness to investors and developers. The result? Restoration Hardware is now completing construction of a 1,500,000 square foot distribution center at the business park, and several other major players will be joining them soon.

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