Western City October 2018 by Western City Magazine

OCTOBER 2018 |

The Monthly Magazine of the League of California CitiesÂŽ

ÂŽ

Community Policing Insights From Chief Daniel Hahn p.13 Regulating Hate Speech in California p.8 Public Safety and Wildfire Resilience p.19

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CONTENTS Calendar of League Events 2 3 President’s Message Strategic Growth Planning and Dynamic Transformation

By Jan Arbuckle

oving the League forward will M involve implementing big, bold ideas on multiple fronts.

6 City Forum

We Can Outsmart Disaster: Why Local Governments Should Get Involved

By Cindy Silva and David Rabbitt

look at how communities A can plan for an earthquake and improve resilience.

8 Legal Notes

Regulating Hate Speech in California

By Patrick Whitnell, Corrie Manning and Luis Haro

ven though hateful speech is E generally protected under the First Amendment, some hate speech does not receive protection.

Novato Says “Not In 9 Our Town”

By Eric Lucan

ot In Our Town is a movement N to stop hate, address bullying and build safe, inclusive communities for all.

ommunity Policing C Insights From Chief Daniel Hahn

By Charles Harvey and Eva Spiegel

hief Hahn discusses strategies to C help build stronger relationships between the community and local law enforcement.

Public Safety and 19

Wildfire Resilience

By Karalee Browne

aking wildfire resilience a priority M helps cities ensure their communities are safe and prosperous for generations to come.

Over 130 Public Agencies

across California put their TRUST in us,

because we check all the boxes when it comes to managing their investments.

Safety

21 California Cities Helen Putnam

Liquidity

Santa Clarita Court Diversion Program Gives Teens a Second Chance

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his innovative program keeps T one moment of immature indiscretion from turning into a pattern of criminal behavior that can ruin any hope for a bright future.

Award for Excellence

Job Opportunities 23 Professional Services 31 Directory

Cover photo: Yvonne Hunter

Plus, get the added bonus of: High Performing Funds Simple Enrollment Greater Buying Power Trusted Investors Industry Leading Liquidity 138+ Years of Expertise

Visit online or give us a call:

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President Jan Arbuckle Council Member Grass Valley

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

Second Vice President John Dunbar Mayor Yountville

Immediate Past President Rich Garbarino Council Member South San Francisco

Executive Director Carolyn Coleman

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

Magazine Staff Editor in Chief Jude Hudson, Hudson + Associates (916) 658-8234; email: editor@westerncity.com Managing Editor Norman Coppinger (916) 658-8277; email: ncoppinger@cacities.org Contributing Editor Eva Spiegel (916) 658-8228; email: espiegel@cacities.org Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256; email: maxwellp@cacities.org Administrative Assistant Savannah Cobbs (916) 658-8223; email: scobbs@cacities.org Contributors Carolyn Coleman Erin Evans-Fudem Melissa Kuehne Jennifer Whiting

leaguevents DECEMBER 12–13

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

12–13

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

12–14

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

Associate Editors Carol Malinowski Carolyn Walker

January 2019

Design Taber Creative Group

16–18

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.

Advertising Design ImagePoint Design For photo credits, see page 24. 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

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. ©2018 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCIV, No. 10.

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First Vice President Randon Lane Council Member Murrieta

League of California Cities

17–18

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 review and recommends friend-of-the-court efforts on cases of significant statewide interest to California cities.

30–February 1

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

FEBRUARY 13–15

City Managers’ Conference, San Diego Geared to the unique needs of city managers, this conference covers issues affecting cities throughout California.

21–22

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

www.cacities.org

President’s Message by Jan Arbuckle

Strategic Growth Planning Growth and Dynamic Transformation Transformation The League presented its new 2018–21 Strategic Growth Plan at the 2018 Annual Conference & Expo last month in Long Beach. I was privileged to serve on the Strategic Planning Task Force with 21 of my colleagues and city officials from throughout California, who tackled this project over the past year with energy, determination and tenacity. And now I am honored to serve as president this year as we move from planning to action.

Developing the plan provided a time to pause and listen to our members, staff, League Partners and other stakeholders. The League’s strength lies in its numbers and our unified voice on issues that affect cities statewide, and the Strategic Planning Task Force examined many areas in which the organization excels and identified opportunities to boost our resources and the benefits of membership.

By asking ourselves tough questions and taking a fresh look at where the League is today, we identified areas where we are succeeding. We also identified challenges that must be addressed to ensure that we continue increasing our capacity to meet the changing needs of the cities we serve and position ourselves to maximize our impact. Results of this organizationwide review provide reinforcement that the League is on the right path in many areas. For example, when we asked what are the top challenges facing cities today, the list corresponded closely with the League’s strategic priorities of the past several years (see “Top Challenges Facing California Cities Today” on page 5). This underscores our ability to closely track cities’ needs and most urgent issues.

As a member of the League’s Executive Committee, I was especially pleased to see that a majority of our members describe the League as professional, knowledgeable, helpful and valuable. Our membership is strong and stable, and the organization is financially healthy. In addition, our staff is experienced and dedicated.

continued

Key Findings of the Member Survey As part of this effort, the task force gathered extensive information from our members. We designed the process to facilitate engagement throughout the League, and we were intent on creating a plan that will challenge us to evolve and innovate.

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Western City, October 2018

Strategic Growth Planning and Dynamic Transformation, continued

SIX KEY GOALS

ADVOCACY

EDUCATION AND TRAINING Increase the capacity of

on common priority issues.

ORGANIZATIONAL EFFECTIVENESS

California to provide the highest level of service to

MEMBERSHIP

Expand the League’s

Maintain high relevance and facilitate meaningful member engagement.

GOVERNANCE

VISIBILITY

Enhance the League’s governance to achieve even higher levels of engagement

Raise the League’s visibility as the pre-eminent voice

League of California Cities

www.cacities.org

We also heard that the League’s services are highly valued. A majority of League members view the organization as their primary advocate with state policymakers and their primary source of information on current legislation and policies that impact their city. Communications with members are generally seen as timely and satisfactory, especially the California Cities Advocate e-newsletter and Western City. And elected officials consider the League’s educational offerings their primary source of training to become more effective city leaders and hone essential leadership skills. Survey results also highlighted areas where there is room for improvement. There is a sense that our already successful grassroots network — and how we use that network — could be stronger. We were asked to look at ways to share the good work cities are doing by raising visibility through social media. And we learned there are a surprising and inspiring number of members who are interested in walking the path to leadership in the organization but aren’t sure exactly where to begin. One result of the survey struck especially close to home for me. We were asked to expand online education offerings and locally delivered training and broaden training for elected officials. In particular, newly elected and appointed officials could use additional support from the League. As a council member of a small and rural city, I know personally that we cannot send all our staff or elected officials to every worthwhile conference or event. The League has a great opportunity to expand the number of people we support through regional and online training.

Putting It All Together The work of the task force culminated in developing and drafting the threeyear Strategic Growth Plan, which is designed to help the League fulfill its vision and mission: • Vision — To be recognized and respected as the leading advocate for common interests of California’s cities; and

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Our plan serves as a roadmap to guide the League’s future work and focus. • Mission — To expand and protect local control for cities through education and advocacy to enhance the quality of life for all Californians. The plan, approved by the board of directors in June 2018, sets six key goals. Our plan serves as a roadmap to guide the League’s future work and focus. The League’s staff and volunteer leaders will share responsibility for advancing the goals and making them real. An annual review will be conducted to revisit and update the plan as needed. That effort began last month during the 2018 Annual Conference & Expo when we heard about the areas identified as priorities for the first year. I look forward to updating you on those priorities over the next 12 months.

Implementing Big, Bold Ideas Achieving the plan’s goals is not about checking off activities on a list. Rather, it’s about transforming our organization and adding value to the member experience. Moving forward will involve implementing some big, bold ideas on multiple fronts — in our advocacy work, governance, education and training, member engagement, communication and organizational effectiveness. In his book Good to Great: Why Some Companies Make the Leap … and Others Don’t, author Jim Collins observes, “Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice and discipline.” The 2018–21 Strategic Growth Plan represents

the League’s conscious choice to build on its strengths and exercise the discipline necessary to achieve the plan’s goals. I’m confident that we have the capacity to do this because you — our members — are energized and the League is focused on meeting and exceeding your expectations. In the weeks and months ahead, I look forward to talking with many of you and working together as we take action to transform our organization from good to great. ■

Top Challenges Facing California Cities Today Some of the findings confirmed our current understanding of the issues of greatest importance to our members; for example, the research identified these as the top challenges facing California cities today:

1. Housing Affordability;

2. Pensions/Other Post-Employment Benefits;

3. Homelessness; 4. Transportation Policy/Infrastructure;

5. New Economic Tools;

6. Public Safety/Criminal Justice Reform;

7. Water Policy/Infrastructure;

8. Jobs;

9. Climate Change/Adaptation; and

10. Technology/Cybersecurity.

Western City, October 2018

We Can Outsmart Disaster: Why Local Governments Should Get Involved by Cindy Silva and David Rabbitt The wildfires that ravaged both Northern and Southern California in late 2017 and summer 2018 are stark reminders of the need for cities and counties to become more resilient â&#x20AC;&#x201D; to better understand the risks posed by wildfires, flooding and earthquakes and to have response plans in place when these natural disasters occur. One of the potentially most damaging natural disasters in California is an earthquake. Unlike a wildfire or a flood, in which hot temperatures and high winds or heavy rains can signal imminent danger, an earthquake is completely unpredictable. In 1989, during the third game of the World Series, no one expected the baseball stadium to shake from the Loma Prieta earthquake. In 1994, no one expected the Newhall Pass interchange of the Interstate 5 and State Route 14 freeways to collapse during the Northridge

earthquake â&#x20AC;&#x201D; just as the same overcrossing did in the 1971 Sylmar earthquake. Furthermore, earthquakes can strike some of Californiaâ&#x20AC;&#x2122;s most densely populated urban areas and damage or destroy critical water, power, transportation and communications infrastructure that serves tens of millions of people and is vital to our businesses and communities.

Cindy Silva is a commissioner for the California Seismic Safety Commission and a city council member for Walnut Creek; she can be reached at csilva@walnut-creek.org. David Rabbitt is a commissioner for the California Seismic Safety Commission and the District 2 supervisor for the Sonoma County Board of Supervisors; he can be reached at david.rabbitt@sonoma-county.org.

League of California Cities

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How can our communities plan for an earthquake? How can we improve our resilience to disaster?

HayWired Earthquake Scenario Led by the U.S. Geological Survey, the HayWired Earthquake Scenario is a project designed to model what would happen if a significant magnitude 7.0 earthquake occurred on a busy weekday afternoon in a very urbanized fault area — in this case, along the Hayward Fault, a 74-mile fault that runs along the densely urbanized eastern edge of San Francisco Bay. The Hayward Fault is among the most active and dangerous in the United States. The anticipated impacts of this earthquake — which is just one of many plausible earthquake events in California urban areas — would directly affect residents and businesses in a 52 square-mile area with an estimated population of 8 million and an annual economy of more than $718 billion. The direct impacts would affect cities from Richmond to Berkeley, Oakland, Hayward, and Fremont. The impacts would also stretch across the bay to San Francisco and north to Marin, Solano and Napa counties, southwest down the peninsula to Silicon Valley and east into central Contra Costa and Alameda counties. The Hayward Fault typically experiences a significant earthquake every 150 to 220 years, and the last major earthquake was exactly 150 years ago in 1868. The next major earthquake could be just around the corner. We don’t have time to wait. We need to act now.

Preparing for Disaster: Questions for Local Leaders Preparing for the next large, damaging earthquake in the most vulnerable areas of the state is not an insurmountable task. Local government, regional agencies, infrastructure management and utility-service providers, businesses and residents have made enormous strides in recent years toward the goal of achieving regional resilience. If we can better understand earthquakes — from why and how they happen to the damage they can cause to buildings and critical infrastructure — then we can better protect our communities. Whether we live in a rural agricultural community or a coastal urban region, our communities are more interconnected than ever before. As leaders, we should be asking ourselves questions like these: • Are our public buildings safe? What about buildings in downtown, a business park or neighborhood shopping center? • Are operations safe and supply chains ready? • Is data safe and secure?

and recovery management so that we not only protect our residents and businesses during a natural disaster, but we also can keep them in their communities after the disaster happens. This requires collaboration, open access to information and solutions that can be broadly and rapidly applied in a variety of scenarios.

HayWired OutSmart Disaster Campaign: Investing in Earthquake Safety “Together, we can outsmart disaster.” That’s the motto of the HayWired OutSmart Disaster Campaign. The motto serves as a statewide call to action for the business community, the public sector and residents to prepare for a future earthquake — to build our resilience — whether that earthquake occurs on the Hayward Fault in the East San Francisco Bay Area or the San Andreas Fault in the Inland Empire. The OutSmart Disaster Campaign, led by the California Seismic Safety Commission, includes a Resilient Business Challenge that invites California businesses to begin their resiliency efforts so they can quickly respond and resume operations after an earthquake or other natural disaster occurs. The campaign also encourages businesses that are well-prepared to plan to step up to assist their communities. In addition, the campaign invites the public sector — cities, counties and regional water, utility and transportation agencies — to participate in the challenge. The OutSmart Disaster Campaign provides a detailed action plan, educational materials and other resources that will allow us to make informed decisions before an earthquake or natural disaster to improve safety, security and our economic well-being. More information on the OutSmart Disaster Campaign is available at www.OutSmartDisaster.com. ■

Is your community ready? Estimated Impacts of a Magnitude 7.0 Urban Earthquake In today’s highly interconnected society, the potential impacts of a magnitude 7.0 earthquake in a highly urbanized area of California are significantly greater than the state experienced in previous earthquakes such as the 1971 and 1994 San Fernando earthquakes or the 1989 Loma Prieta earthquake. The HayWired Scenario has calculated the following potential impacts: • 800 deaths; • 18,000 injuries;

• Have employers — public and private sector — considered how a natural disaster will impact employees?

• 52,000 to 77,000 households displaced;

We can and must ensure the development of pre-disaster plans and supportive policies for emergency management, hazard mitigation

• $83 billion in property and direct business losses.

• Six weeks to six months’ loss of water; and

Visit www.OutSmartDisaster.com to learn more.

www.westerncity.com

Western City, October 2018

Regulating Hate Speech in California by Patrick Whitnell, Corrie Manning and Luis Haro The esteemed American jurist Oliver Wendell Holmes Jr. once professed, “If there is any principle of the Constitution that more imperatively calls for attachment than any other it is the principle of free thought — not free thought for those who agree with us but freedom for the thought that we hate.” In this quotation, Holmes captures the central principle reflected in the First Amendment of the Constitution, that its protections cover even expression that people find hateful. Even though hateful speech is generally protected under the First Amendment,

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.

some hateful speech does not receive protection. This article addresses some instances in which the government can limit speech and covers the California laws regulating hate violence.

The Rule: What Content Does the First Amendment Protect? The First Amendment prohibits government from passing laws that abridge freedom of speech. However, the U.S. Supreme Court has ruled that the First Amendment does not protect expression such as “fighting words,” obscenity, defamation and speech intended and likely to provoke imminent lawlessness. Therefore, government has the authority to ban these forms of unprotected speech.

Verbal Hate Speech: The “Fighting Words” Exception to the First Amendment Fighting words are defined as words that would provoke violence by the recipient or tend to incite an immediate breach

of peace. The government may forbid fighting words but may not take the extra step of banning fighting words based on a particular idea that the government finds distasteful. For example, government may lawfully adopt a ban on the display of a symbol that arouses immediate violence. However, government cannot adopt a ban that prohibits the display of a specific symbol that is perceived to have the potential to arouse violence because even regulations on unprotected speech cannot discriminate on the basis of a particular idea.

Expressive Hate Speech: The Intimidating Acts Exception to the First Amendment Government can forbid virulent forms of expression if a person intends to intimidate a person or group of persons. For example, government may ban cross burning with the intent to intimidate a person or group of persons. Forbidding intimidating acts is consistent with the continued on page 30

Patrick Whitnell is general counsel for the League and can be reached at pwhitnell@cacities.org. Corrie Manning is assistant general counsel for the League and can be reached at cmanning@cacities.org. Luis Haro is a juris doctor candidate at UC Hastings College of the Law.

League of California Cities

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Novato Says

“Not In Our Town” by Eric Lucan

The City of Novato (pop. 54,551) is the northernmost city in Marin County, known for open spaces and rolling hills. Its schools and proximity to San Francisco make it a popular place to raise a family. Like many cities in California, Novato faces a variety of challenges, including those associated with rapidly increasing home values and a lack of affordable housing. The median price for a home in Marin County is over $1 million; a family of four making $117,000 per year is considered low income. The city ranks high in terms of home values, but at the bottom in terms of affordability. And according to the winter 2017 report Race Counts: Advancing Opportunities for All Californians, Marin is the most racially disparate county in the state. Novato’s residents and civic leaders have a long history of rallying together to build a better city and are committed to fostering a safe and inclusive community. As a Novato native, I benefited from this culture. Today, I’m working with my

colleagues on the Novato City Council to strengthen that culture and our community’s capacity to respond to hate crimes and bullying. This requires a sustained effort involving: • Active rejection of racism and intolerance; and • Making safety and inclusion for all residents a priority. This is where Not In Our Town comes in. Not In Our Town is a movement to stop hate, address bullying and build safe, inclusive communities for all. It’s a project of The Working Group, an Oakland-based nonprofit founded in 1988. The organization bases its approach on the premise that real change takes place at the local level. Not In Our Town combines documentary storytelling with on-the-ground training, social media and organizing tools to help local leaders build vibrant, diverse cities and towns where all are safe, included and respected (see “The Origin of Not In Our Town” on page 27).

Novato Residents Shaken by Racially Motivated Attacks Not In Our Town first came to Novato 20 years ago to tell the story of a powerful community response to a hate-crime attack. The community invited Not In Our Town to show a film and start a conversation after a local hate crime occurred at a Novato supermarket in 1995, when Robert Page, an unemployed meat cutter, stabbed Eddy Wu, a 23-year-old Asian-American man. In his written confession to the police, Page said that he woke up that morning and thought, “I’m going to kill me a Chinaman!” A few hours later, Page attacked as Wu carried a bag of groceries from a supermarket. He stabbed Wu in the back and shoulder and punctured a lung. Wu spent more than two weeks in the hospital. The incident resulted in the first felony hate-crime conviction in Marin County and acted as a catalyst to galvanize the community toward action. But this wasn’t the first time such an incident led to action. continued

Eric Lucan is a city council member for the City of Novato and can be reached at elucan@novato.org.

Novato residents participate in a meeting on preventing hate crimes and bullying and building a safe, inclusive community for all. Western City, October 2018

Novato Says “Not In Our Town,” continued

I recently met Fred Persily, former executive director of the California Association of Human Relations Organizations. He described an incident in Novato that occurred in 1980, which moved him to action in his work to root out intolerance. Ultimately it resulted in the definition of the terms “hate crimes” and “hate violence” at the state and federal levels. Persily, then living in Novato, saw a short item in the Marin Independent Journal that described an incident in which two white men spotted two African-American teenagers who were walking home after fishing. The men beat up the teenagers, used racial slurs and took their fishing equipment. The article’s brevity and the lack of response surprised Persily, who was also surprised to find that similar incidents were occurring statewide; civic leaders typically viewed such events as rare and isolated incidents, but community members considered them commonplace.

League of California Cities

A few years later, Persily helped write the 1986 report of the Attorney General’s Commission on Racial, Ethnic, Religious and Minority Violence, which provided a foundation for hate-crime legislation in California and nationwide. Today, the work continues. Earlier in 2018, residents, community groups and civic leaders brought Not In Our Town back to Novato. Recognizing a sense of urgency generated by events like those in Charlottesville, Virginia, in 2017 and acts of intolerance that have surfaced locally, the community came together once again to create a sustained effort. Working closely with Patrice O’Neill, founder of Not In Our Town, the Novato community organized a screening and discussion of the film “Light in the Darkness” that shows how a Long Island, New York, community came together after local high school students killed an immigrant

in a hate-crime attack. The screening was co-sponsored and presented by the City of Novato, the Novato Unified School District, the Novato Multicultural Advisory Commission and Not In Our Town Marin.

Components of a Community Effort to Address Hate and Build Inclusion Three key factors played a significant role in the success of the screening and discussion: 1. Grassroots involvement; 2. Support from civic leaders; and 3. A sustained and ongoing effort. The involvement of a broad range of individuals and community groups created a sense of inclusiveness where everyone felt welcome. In addition, Novato’s youth continued on page 26

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Chief

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Badges reflecting Hahn’s history with the Sacramento Police Department are displayed in his office.

Community Policing Insights From

Daniel Hahn by Charles Harvey and Eva Spiegel

Sacramento Police Chief Daniel Hahn took the reins of his city’s Police Department in August 2017 during a challenging time for the law enforcement profession. In his first year leading the department, Chief Hahn has implemented strategies to help create stronger relationships between the community and local law enforcement. He is the first African-American chief of police for the City of Sacramento. Western City recently spoke with Chief Hahn about the unique opportunities offered by a career in public service and how to build public trust in law enforcement. Tell us about yourself and your path to becoming chief of the Sacramento Police Department. Chief Hahn: When I was 19 years old, I was one of the youngest students at the Sacramento Police Academy. Because you cannot be a police officer at 19, I was a community service officer when I graduated from the academy. When I turned 21, I had not finished college yet, but the Police Department recruited me as a police officer. During those early years, I started the criminal justice academy at Grant High School, got a teaching credential and even coached women’s softball. I had no intention of staying on as a police officer. My plan was to quit when I got my degree and either start my own business or become a teacher.

When I was growing up, police officers didn’t have a great reputation. Nobody in my neighborhood talked about being one, no one knew any police officers or had a family member who was a police officer. I thought they only drove squad cars and made arrests. I didn't know then that a police officer could do all the things I ended up doing as a police officer; I was a problem-oriented policing (POP) officer and a schoolteacher and was able to engage the community — not just drive around in a police car. I graduated college in 1995 and realized that as a police officer, I can do the things that I really like to do. I decided to stay in law enforcement. I had mentors in the department who encouraged me to take the supervisor’s test. I was later promoted to sergeant, then to the Sacramento Police Department’s public information officer, lieutenant, captain — and eventually I was placed in charge of undercover officers. In 2011, Roseville recruited me to be its police chief. Upon taking the job, I became the first black officer to work for the City of Roseville. I was in Roseville for six and a half years before the Sacramento chief position became open. continued

Charles Harvey is the League’s legislative representative for public safety issues and can be reached at charvey@cacities.org. Eva Spiegel is director of communications for the League and can be reached at espiegel@cacities.org.

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Western City, October 2018

Community Policing Insights From Chief Daniel Hahn, continued

What are your top priorities as chief of police?

of people here, it’s also about making sure that we have the right people.

Chief Hahn: First, I want to create a better environment and relationship between law enforcement and the community in Sacramento. For as long as I can remember, there have been many people who don’t have a trusting relationship with the Police Department; that’s not just in Sacramento, that’s everywhere in our country.

With the Stephon Clark shooting in Meadowview, people think that maybe my priorities have changed, but my priorities remain exactly the same. In fact, this is an example of why these are my priorities. If all neighborhoods and all people had a high level of trust in the Police Department and believed that the police cared about their well-being, then we wouldn’t have seen some of the things that we saw in the aftermath of the shooting. It doesn’t mean people won’t be upset, it means that the level of anger and violence and the amount of property damage that occurred after that shooting

Second, I want to build up our department. This includes staffing and recruiting. The city went through tough times in the recession. We currently have about 600 officers; when I left for Roseville in 2011, we had over 800. It is not just about the number Chief Hahn answers questions at a community meeting in Oak Park, a Sacramento neighborhood.

wouldn’t happen to such an extent, because people would say, “Even though I have an opinion about this, I trust the system to investigate this, so I will wait and hear what they have to say.” But people aren’t at that point. How do you view community policing today? Chief Hahn: Community policing is a basic thing where everybody believes that they are true partners and equals. We work together toward what is best for our community, meaning that police officers ask the community, “What would you like to see in your neighborhood? What would you like us to work on?” In general, this is how community-oriented policing works. What are the qualities, characteristics and philosophy that can make police officers skilled in community policing? Chief Hahn: We must evolve in terms of the qualities we look for and who we recruit to become police officers. A lot of our testing and philosophies have not changed in the past 50 years but society has. Frankly, we don’t have the number of people applying for police positions that we used to in the past. On the news, it is more frequent to see something negative

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about the police. That is not great advertising if you are trying to persuade young folks to become a police officer. We have changed what we look for. People talk about the warrior mentality vs. guardian mentality for officers. Don’t get me wrong, you have to have some “warrior” in you — I just don’t want you walking around in that mode all the time. Ninety-nine percent of our job is relating to people, even when responding to a domestic disturbance where people are arguing. If you are one of those people who can come into a situation and calm everybody down with your voice, that is what we want. We are looking for people who see their job as working to improve the quality of life for everyone. That said, when there is a shooting in a school, for instance, something inside you has to say, “Run toward the danger,” while everyone else is running the opposite way. It’s a tough job — and it’s even tougher now because the demands are higher than ever before. Part of the key is looking for the people who maybe never even thought about being an officer and recruiting them because it offers what they’re looking for. I’ll say, stop thinking about a specific job and think instead about your passion and what inspires you.

Sacramento Police Academy graduates race youngsters during the Peace Walk, an event where new officers develop relationships with community members.

Describe some of the creative ways you have sought to connect your police officers and department with Sacramento residents. Chief Hahn: First, let me provide a little context. If you are from Granite Bay, a predominantly upper-class, white community, you probably don’t hang out in Del Paso Heights or Oak Park or Meadowview, which are not predominantly white upper-class communities. People just don’t hang out in unfamiliar places. Suppose you grew up in Granite Bay but then are placed as a police officer in Del Paso Heights — all you know about this area is likely what you’ve see on the news; there are gangs and shootings here. Though you have experience, it is not

firsthand experience and it is not positive. Then when something goes wrong, we wonder why. Well, we have put both our officers and our communities at a disadvantage by not expanding the officers’ firsthand, positive experiences of people in the neighborhoods before putting the officers in a very powerful position in those communities. We are doing a number of things to build better relationships; for example, we take our officers on a Peace Walk in Oak Park. For the past six years, community leaders in Oak Park organize a weekly Peace Walk every Friday. It’s sort of like a weekly National Night Out where these leaders walk around, meet neighbors and continued

Chief Hahn joins residents for the annual Martin Luther King Jr. March for the Dream.

Western City, October 2018

Community Policing Insights From Chief Daniel Hahn, continued

try to get people engaged. So we took all 32 recent police academy graduates on that Peace Walk. The community leaders will tell you that those are always the best Peace Walks, where residents seem to be the most engaged and come out and talk more. We also do a day of service. We tell the community that we have 32 academy graduates who are in great physical condition and want to pitch in, and we ask, “How can you put them to work?” They do cleanup or whatever the community needs. And we have the “A Walk in My Shoes” program. We get community leaders from throughout the city, and we pair one academy graduate with one community leader in an area unfamiliar to the graduate. For instance, a community leader from Oak Park might be paired with an officer from Del Paso Heights. They spend half a day together to better understand the dynamics of that community and what they are looking for from the Police Department. The following month, the community leader goes on a ride-along with the officer. A month later, they meet again to share what they learned. The purpose of these activities is to expand officers’ experiences — before they put on a uniform — by allowing them to

have already built some relationships in the communities where they work. There is no way an officer can know every single person in his or her neighborhood. Nevertheless, sometimes you know the people you encounter. We often talk about body cameras and commissions. While these are good tools, they will not solve our problems, because this is a people issue and a relational issue. You don’t solve that with equipment, you solve that with relationships. Given the current environment, how does the law enforcement profession inspire and encourage people to consider a career in public safety? Chief Hahn: I have told my community, the black community, several times that taking anger out on black officers is not healthy. In the next breath, the community will say they want more diversity in the Police Department, and I tell them, “Well, this [singling out black officers] won’t help achieve that.” If I am a young black student at Sacramento State University, and I see this outburst going on, why would I want to do that job? Once you frame the issue that way, folks will say, “Oh, you’re right.”

A lot of this falls on the Police Department, though. We have to evolve and change the way we do certain things and relate to people. In addition, we need the community to make being a police officer a good thing. This does not just pertain to recruiting but in general, people have to believe and know that their Police Department is willing to look at itself and make changes. In that same vein, we as a community also have to look at ourselves and be realistic about what our needs are. It has to happen on all sides. If we include the community in collectively addressing needed changes, things will change. People need to see that we are a caring organization and that we care about all of our communities. Building great relationships with the community is the best thing we can do for recruiting and getting good people to become officers. What do you see as the biggest challenges for law enforcement today? Chief Hahn: First, the overarching challenge is the relationship between law enforcement and the community. It is not critical just because of recent events but because

Community members join Chief Hahn at a holiday event in North Sacramento; a sculpture at the Police Department represents dedicated officers, below.

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it has always been a challenge, and we have never truly addressed it. We often do things that are simple and fast but that do not get to the heart of the problem — take body cameras, for instance. While they are useful tools and I absolutely think we should have them, they are a Band-Aid and do not get to the heart of the problem, which is people. Now we can catch people with bodycams doing bad things, but I want those people to not do bad things in the first place.

What is most satisfying to you about the law enforcement profession and this form of public service? Chief Hahn: I don’t think there is any government job in the country more influential than that of a police officer.

They have a lot of power and a ton of influence. To me, that influence is not neutral in any way, shape or form. It is either positive or negative. It is up to us if we make it positive or negative. continued

A second major challenge is dealing with technology and advances in technology. Our laws and society have not caught up with technology-related issues. Technology moves a lot faster than the protections we have against the abuse of such technology, and it helps us protect our communities, but the process of deciding how to use it is extremely important. If the process is flawed, you will face backlash from the community, which only causes more angst, reinforcing the notion that the community cannot trust law enforcement.

New Policy Focuses on Safety During Foot Pursuits The Sacramento Police Department announced a new policy on Aug. 13, 2018, related to foot pursuits in dangerous circumstances. The policy directs officers before and during a pursuit to weigh their own safety, the safety of the public and the importance of apprehending the person. Officers are directed to continually take their surroundings and the availability of backup into account when chasing a suspect. If officers start a chase, they must activate their bodycams, tell their supervisor the reason for the foot pursuit and give a description of the suspect. If pursuit becomes too dangerous or if too many unknown factors are in play, a supervisor can order the officer to stop the chase — or officers can decide to stop with no repercussions for doing so.

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Western City, October 2018

Community Policing Insights From Chief Daniel Hahn, continued

negative, you have everybody’s attention. With that comes a lot of responsibility and the ability to change lives for the better. We have to look at it that way. We have to look at the drug user, the drug dealer or the woman involved in sex trafficking not just as hopeless criminals. People breaking into houses, for example, should be held accountable for their actions. In the long run, if I’m going to make my community better, I need to try to make

Residents meet with police officers before setting out on a Peace Walk.

it so that you are not going to break into houses anymore. Many people who break into houses have drug problems, so as a police officer I should feel that is part of my responsibility. I’m not a drug counselor, but if I can build partnerships with folks, I’ll think long term, “You’re going to stop breaking into houses if I can help get you off drugs.” As opposed to, “I’m just going to take you to jail every time you break into a house, because you’re going to get out of jail two days from now.” If you are still addicted to drugs, you are going to continue breaking into houses because you don’t have a lot of choices and you need your fix. Our responsibility is thinking long term about what is best for our community. Ultimately, we must always ask ourselves, “What is the purpose of what I’m doing, and how does it impact my community?” ■

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As police chief, I can make some of those big decisions that really shape what more than 1,000 employees do for the city of Sacramento, which can make life better for people who just need some assistance — they just need that little bit of help or one kind word. When you walk into a room as a police officer, whether positive or

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Public Safety and Wildfire Resilience by Karalee Browne The consistent challenges posed by climate change are increasing the need for local leaders and emergency management professionals to update their cityâ&#x20AC;&#x2122;s policies and procedures related to public safety. Many cities statewide are finding that their current plans do not account for changing demographics, new technologies or the dramatic toll that public safety and disaster recovery expenditures can have on local government budgets. In the midst of yet another extraordinarily destructive fire season, discussions continue about responsibility, reliability and how California will respond to the threats of a year-round wildfire season that some are calling â&#x20AC;&#x153;the new normal.â&#x20AC;?

A Call for Action Almost a year after the Tubbs Fire devastated Napa Valley communities, officials are still debating what more could have been done to warn residents sooner before fires engulfed the region, ultimately killing 44 people and destroying more than 10,000 homes. These fires highlighted the inadequacies of the state, regional and local emergency notification systems that officials used and have prompted a push for new safety protocols.

continued

Karalee Browne is sustainability program manager for the Institute for Local Government and can be reached at kbrowne@ca-ilg.org or (916) 658-8274.

www.westerncity.com

Western City, October 2018

Public Safety and Wildfire Resilience, continued

In response to the 2017 fires, Gov. Jerry Brown announced his decision to opt in and approve a California build-out of the National First Responder Network Authority (FirstNet), a wireless broadband network specifically for the public safety community. Supporters say FirstNet will transform the way California’s fire, police, emergency medical services and other public safety personnel communicate by providing first responders with a dedicated network during natural disasters and other emergency events. “When an emergency hits, communication is one of the most important tools public safety personnel have,” says Donald Boland, ex-officio director of the California Utilities Emergency Association. “Building out the First Responder Network in California will enhance the coverage across our diverse landscape and dramatically upgrade the state’s ability to handle large-scale disasters.” However, this will take time, and telecommunication issues are still in play; for example, when battling the Mendocino Complex Fire in July 2018, Santa Clara County experienced slowed internet service at a crucial command center. The county had apparently reached its monthly data capacity under its plan, which prompted Verizon to reduce its data flow to approximately 1/200 of its typical speed, a practice known as “throttling.” The slowdown created problems as firefighters battled the largest wildfire in California’s history to date. Verizon eventually lifted the slowdown, but fire officials say it was only after the county agreed to subscribe to a more expensive plan. Communication between emergency responders is an ongoing issue, and questions remain about how best to communicate with other community members during emergency situations.

Many local governments rely on cell-based solutions, like cellphone calls or text messages, to communicate evacuation warnings; however, such systems not only require residents to register but the infrastructure needed is often threatened by the very fires that officials are trying to warn residents about. Many cities are now considering using a wide range of systems including civil defense sirens, cell messages, television, radio and social media alerts at a variety of levels.

Disaster Readiness for Safer Communities While many still debate whether local, state or federal systems are the best for communication, most people agree that responding to fires effectively will require communities and agencies to work together. Supported by the League, California Special Districts Association and others, local and state fire agencies formed Disaster Readiness for Safer Communities (D-RiSC). The group asked the Legislature to commit $100 million to help firefighters be more proactive in deploying resources to contain the spread of wildfires when risks are high. The governor and the Legislature ultimately allocated $50 million in the state budget. Firefighters say that the increased funding will allow them to upgrade communications and equipment and deploy mutual aid resources more proactively and more effectively. “We are constantly working to make sure we don’t get five years down the road just to look like we did in 2007,” says Santa Rosa Mayor Chris Coursey. “We have to keep moving forward and keep getting better.” Santa Rosa and other cities in the region are now working with Sonoma County’s Emergency Management Department to create a Countywide Recovery and Resiliency Plan. The agencies have spent the past few months hosting public workshops to gather residents’ input on a roadmap aimed at making the region stronger and more resilient. “Working with the county was always a relationship that we wanted, and now it is necessary — and we have something concrete to work on,” says Mayor Coursey. The plan aims to address long- and short-term efforts in five critical areas: 1. Housing; 2. Economic recovery; 3. Natural resources; 4. Community preparedness; and 5. Infrastructure and safety net services.

Energy Resilience and Microgrids Communities are also focusing efforts on building energy resilience. The City of Fremont has installed microgrid energy projects at three of its fire stations. The demonstration projects pair solar photovoltaic (PV) carports with large battery systems to allow the facilities to generate and store their own energy. These fire stations act like mini power plants and can operate without power from the grid. continued on page 31

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Santa Clarita Court Diversion Program

Gives Teens a Second Chance Located 15 miles north of Los Angeles and 40 miles east of the Pacific Ocean, the City of Santa Clarita (pop. 216,589) is the third-largest city in Los Angeles County and home to many families with teens. Sometimes teens take risks, give in to peer pressure or act impulsively — maybe speeding, vandalizing property, fighting, shoplifting or using a cellphone while driving. These actions can result in a citation or arrest or even cost them their lives. Prior to 2006 in Santa Clarita, any youth who committed a petty crime for the first time became one of thousands processed each year through the Los Angeles County Juvenile Justice system. There were no second chances. These teens would have a criminal record, affecting their ability to go to college, join the military or be employed. In addition, youths paid fines and completed community service hours outside Santa Clarita, so the city and the community didn’t receive restitution. Even though Santa Clarita incorporated as a

city in 1987, teens who made mistakes and committed petty crimes in Santa Clarita were still heading into Los Angeles, 15 miles away, for adjudication. In 2006, this all changed. Staff from the City of Santa Clarita, Los Angeles County Sheriff’s Department and William S. Hart Union High School District created the Santa Clarita Community Court Diversion Program. The program offers two options for first-time juvenile offenders — Community Court and Teen Court.

Community Court In Community Court, local practicing attorneys and judges serve as volunteer judges to: • Oversee traffic and criminal court cases; • Sentence teens to pay fines, attend life skills workshops and/or safe driving classes; and • Conduct community service activities.

Probation periods last one to four months. Community Court handles minor crimes such as petty theft, possession of tobacco/marijuana, fighting on school grounds, curfew violations, reckless driving, speeding, moving violations, graffiti and vandalism.

Teen Court This court handles more severe crimes such as assault, public intoxication, petty theft over $50, possession of a controlled substance, weapon possession on school grounds and burglary. The court sessions are structured differently than the Community Court’s. While a judge monitors the session, local junior and high school-age youths (along with former Teen Court participants) serve as jurors who judge first-time juvenile offenders and sentence them much like the Community Court does. However, probation lasts six months and additional community service hours are required due to the increased severity of the crimes. continued

The City of Santa Clarita won the Award for Excellence in the CCS Partnership Intergovernmental Collaboration category of the 2018 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org. www.westerncity.com

Western City, October 2018

Santa Clarita Court Diversion Program Gives Teens a Second Chance, continued

Partners Provide Complementary Services

Measuring the Program’s Success

Both courts host monthly sessions yearround, and each agency partner plays a critical role in the program’s success. The City of Santa Clarita manages the budget, provides staff to coordinate proceedings, meets with the youth and families, directs community service projects and tracks cases. The city also provides its council chambers to hold court sessions.

Since the program’s inception, 4,177 youths have participated with a 98 percent completion success rate. Participants have performed more than 40,000 hours of community service in Santa Clarita, including painting out 1.5 miles of graffiti in wash channels, cleaning hundreds of transit buses, clearing brush from dozens of trails and roadsides and helping local nonprofit agencies.

The Los Angeles County Sheriff ’s Department serves as the gatekeeper for the court. A station detective assigns qualifying first-time offenders to the court, provides information to the judges and city staff on the crime or traffic infraction committed and serves as the bailiff during court sessions. The William S. Hart Union High School District provides jurors for the teen court. Most jurors are high school government or Career College Readiness (CCR) students, and some are former court participants. The school district staff also provides information about the offending youth’s grades, attendance and behavior. Other key partners include three local attorneys, who serve as year-round volunteer judges, two adult volunteers from the Blue Ribbon Task Force, who make powerful presentations about reckless driving, and trauma nurses from Henry Mayo Newhall Memorial Hospital, who teach classes about the dangers of distracted and intoxicated driving.

Most court participants don’t reoffend after completing the program. Los Angeles County Sheriff ’s Department Detective Dan Finn has worked with the program since its inception. He says, “The program provides our city’s youth with an alternative option to the juvenile justice system — it holds them accountable for their actions and lowers recidivism.” The 2010 Sheriff ’s Department “Recidivism Report” showed only 17 percent of court participants had reoffended. This is in stark contrast to a 2016 State of California Department of Corrections report, which showed that more than 74 percent of youth released from juvenile correctional facilities typically return, and most are arrested again within the first year. Bob Siecke has been Santa Clarita’s Community Court coordinator since its launch. He says, “I believe the program prevents first-time minor offenders from continuing down the criminal path. It helps teens gain a better understanding of the legal system, the importance of lawabiding behavior and their accountability to society.”

Many former court participants are now law school graduates, nurses, law enforcement officers and distinguished members of the military. “I have been a Los Angeles County sheriff ’s detective for two years. I have become a mentor to the youth of my community and speak to students about how their actions now can affect their futures. If it hadn’t been for the deputy who gave me the chance to go to teen court (after a school fight), honestly, I don’t know what I would be doing as a profession today,” said one past participant. In fact, the diversion program has proved so successful that Los Angeles County cited Santa Clarita’s program as the model it used to launch its own program.

Providing a Much-Needed Second Chance This innovative program keeps one moment of immature indiscretion from turning into a pattern of criminal behavior that can ruin any hope for a bright future. Youths don’t just pay fines and disappear into a pile of paperwork or Juvenile Hall; instead, they are taken under the wing of a partnership of staff and volunteers from various agencies who collaborate to give them a chance to learn from their mistakes and make things right in their hometown. Contact: Hope A. Horner, community services administrator, Recreation and Community Services, City of Santa Clarita; phone: (661) 250-3718; email: Hhorner@santa-clarita.com. ■

This innovative program keeps one moment of immature indiscretion from turning into a pattern of criminal behavior that can ruin any hope for a bright future.

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Community Development Director City of Mountain View, CA

n the center of the Silicon Valley, the City of Mountain View is known for its vibrant downtown, strong neighborhoods, thriving small business and start-up sector, and many internationally recognized corporations such as Google, Microsoft, Intuit, LinkedIn, and the NASA Ames Research Center. The City serves approximately 80,000 residents across slightly more than 12 square miles. Mountain View is consistently acknowledged for its outstanding quality of life and exceptional services. The Community Development Department is comprised of four divisions – Planning, Building Inspection, Economic Development, and Neighborhood & Housing. The ideal candidate will have the proven ability to thrive in a dynamic, fast-paced setting and balance a multitude of complex projects simultaneously. Exceptional communications and interpersonal skills will be expected. The ideal candidate will be a strategic thinker who brings five or more years of extensive planning/ community development experience that includes work on unique projects and long-range planning efforts, as well as at least three years of management experience in a comparable municipality. A Master’s degree or equivalent in planning is desirable. AICP certification is preferred. Salary range $155,436 - $226,845; salary supplemented by an attractive benefits package. Visit www.tbcrecruiting.com for latest information and to apply online. Teri Black • 424.296.3111 Suzanne Mason • 562.631.2500

Western City, October 2018

CITY OF SAN LEANDRO

Delta Conveyance Design and Construction Authority Executive Director The Delta Conveyance Design and Construction Authority (DCA) is recruiting nationally for the Executive Director. The Executive Director will oversee the California WaterFix, the product of more than a decade of review, planning, and rigorous scientific and environmental analysis by water experts, engineers, and conservationists as well as unprecedented public input and comment. The proposed project is basically a seismic upgrade that will improve the reliability of the water system by strengthening and repairing aging infrastructure as well as constructing new, state-of-theart facilities using innovative technologies and engineering best practices. The DCA is charged with the final design and construction of WaterFix facilities, under the oversight of the Department of Water Resources. This model will allow the State of California and the public water agencies funding the project to assign roles and responsibilities that align with a shared vision to safely and transparently design and build WaterFix on time and on budget. This is an at-will contractual position reporting to a DCA Board supported under a contractual professional services agreement. The individual selected will NOT be an employee of the DCA. Suitability and match for this executive position will be evaluated based on a variety of factors including submitted materials, career history, reputation for delivering results, and verifiable track record of success in delivering major programs and accomplishments. Extensive knowledge of California water issues is strongly desired by the DCA Board although all highly qualified candidates will be given full consideration. A Bachelor’s degree is required; an advanced degree is a plus. Apply prior to October 15, 2018, by submitting a cover letter, resume, and a list of notable accomplishments/achievements to apply@ralphandersen.com. For confidential inquiries contact Heather Renschler or Robert Burg at (916) 630-4900. Detailed brochure available at www.ralphandersen.com. Ralph Andersen & Associates

League of California Cities

The City of San Leandro is one of the most diverse cities in the nation located at the center of the dynamic San Francisco Bay Area. With a vibrant community of more than 90,000 residents, San Leandro is proud of its well-maintained neighborhoods, excellent public libraries, twenty-one public parks, quality local schools, and a wide range of shopping, dining, and entertainment options. The City of San Leandro is currently recruiting for an Assistant City Manager (ACM). The Assistant City Manager reports to the City Manager and is part of the City’s Executive Management team. The ACM assists in the management of ASSISTANT the day-to-day administrative activities of the City and City Manager’s Office. CITY The City maintains a total budget of MANAGER $194M and has a workforce of 435 FTEs in eight departments: City Manager’s Office, Community Development, Engineering & Transportation, Finance, Library Services, Police, Public Works, and Recreation & Human Services.

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Police Chief

City of Pasadena, CA

erving a residential population of 140,000 and a daytime population of 240,000, the City of Pasadena is located 10 miles northeast of downtown Los Angeles in the foothills of the San Gabriel Mountains. The 23-square mile city is ethnically and culturally diverse and is consistently recognized for its livability and outstanding quality of life. The Pasadena Police Department is supported by more than 375 FTE. The ideal candidate will be a forward thinking and strong community oriented policing leader who offers impeccable integrity and extensive success in building relationships grounded in mutual respect and trust. In addition, he/she will be an accessible and inclusive professional with the proven ability to generate momentum and commitment around a promising vision. Experience serving a diverse and highly engaged community will be considered favorably. To be competitive, at least five (5) years of progressively responsible management experience in a comparable agency, which includes service at the rank of Commander/Captain or equivalent, and a bachelor’s degree are required. A master’s degree is preferred. Salary range $214,707 - $268,385; salary is supplemented by an attractive benefits package. This recruitment will close on Sunday, October 28, 2018. Visit www.tbcrecruiting.com for brochure and to apply online. Teri Black • 424.296.3111 Bradley Wardle • 650.450.3299

Photo/art credits Cover: Yvonne Hunter Page 3: texture, Natrot; graphic, Lvcandy Pages 6–7: Photo, Joseph Sohm/Shutterstock.com Page 8: Graphic, Nosyrevy/Shutterstock.com; texture, Kannika2013 Pages 9, 27: Courtesy of the City of Novato Pages 12–13 and 16, lower right: Yvonne Hunter Pages 14–15, 16 lower left and 18: Courtesy of Sacramento Police Department and Chief Daniel Hahn Page 19: Milehightraveler

Page 20: Fabphoto Page 21: Courtesy of the City of Santa Clarita and the League of California Cities Page 30: Graphic, Nosyrevy/Shutterstock.com Page 31: Courtesy of the City of Fremont

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Current & Upcoming Opportunities City of Long Beach, CA – Deputy Finance Director Ideally located on the Pacific coast just south of Los Angeles and adjacent to Orange County, the City of Long Beach, California (population 485,000) is at once a Southern California seaside resort, an urban metropolis with a diverse economy, and a tapestry of small neighborhoods whose international cultures are woven into a tightly knit yet heterogeneous community. The City is seeking a Deputy Finance Director with the proven ability to lead, solve problems, and deal tactfully and effectively with employees, public officials, and the public. He or she should be intelligent, have outstanding verbal and written communication skills, as well as a high level of political insight and sensitivity, and be able enhance employee morale. He or she should be skilled in analysis and structuring budget presentations, both for technical purposes and for impact in the Long Beach political environment. The ideal candidate will have a positive, “can do” approach, and a commitment to a high quality and accurate work product. At a minimum, candidates should have at least five (5) years of progressively responsible experience, at least three (3) years of which are in a substantive supervisory or management level position that relates to the duties of this position. Relevant government financial experience is essential. Relevant government experience includes work as an assistant finance director or as a finance director for a smaller government agency. This position requires a Bachelor’s degree from an accredited college or university, preferably in finance, business, public administration, business administration or a closely related field. A Master’s degree in one of these fields is highly desirable as is knowledge of accounting principles and practices. The salary for this position is open, DOQ. Contact: Valerie Phillips – Filing deadline November 5, 2018

Midpeninsula Regional Open Space District, CA – Public Affairs Manager The Public Affairs Manager position is an exciting opportunity for an energetic, strategic, and collaborative leader to join the Midpeninsula Regional Open Space District team. The District protects more than 63,000 acres of land along the beautiful Santa Cruz mountains and Silicon Valley. A minimum of five years of management-level experience in public relations, communications, or governmental affairs, or a related field is required. Candidates for the Public Affairs Manager are expected to have a working understanding of District functions and activities, including the role of the Board of Directors. Successful candidates will have experience working in public information, community engagement, governmental affairs, and will bring creative problem-solving skills honed by experience to develop, oversee, and implement projects. Excellent verbal and written communication skills are also key to success in this position along with the ability to represent the District in front of the media when needed. Educational requirements include a Bachelor’s degree or equivalent in public relations, communications, public or business administration, or a related field and five (5) years of management experience in public affairs, community engagement, or a related area. A Master’s degree in a related field is highly desirable. The salary range for the Public Affairs Manager is $129,075-$161,211 annually; appointment within the salary range will be made depending upon candidate qualifications. Contact: Gary Phillips – Filing deadline October 26, 2018

City of Long Beach, CA Budget Bureau Manager

City of Tracy, CA City Manager

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Novato Says “Not In Our Town,” continued from page 10

actively participated in the discussion that followed the screening. A local high school student candidly shared his experiences with the audience and offered valuable insights. Not only did he highlight issues, but as a part of his school’s Equity Club,

he is also actively involved in bringing about change among his classmates. Engaging young people in this type of discussion is an integral part of changing the culture and sends a strong message to adults.

CITY OF RIVERSIDE Riverside, an “All America City” with a population of over 300,000, is strategically located in beautiful Southern California. A dynamic and diverse city, Riverside has one of the strongest economies in the Inland Empire and is noted for its distinguished colleges and universities, architectural beauty, and ‘small town’ charm.

COMMUNITY AND ECONOMIC DEVELOPMENT DIRECTOR

The Community and Economic Development Director reports to the City Manager and plans, directs, manages and oversees the activities and operations of the Planning, Code Enforcement, and Building and Safety functions, Real Property, Housing and Neighborhood, and successor agency. The new Director will also coordinate activities with other City departments and outside agencies.

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

Position priorities and the complete ideal candidate profile are currently under development. A formal job announcement is anticipated to be ready by early to mid-October and will be available on our website at http:// www.averyassoc.net/current-searches. For further information contact Bill Avery at 408.399.4424 or Bill Lopez at 408.888.4099.

ASSISTANT CITY MANAGER CITY OF AVALON, CA

The City of Avalon is located on the easterly portion of Catalina Island, 22 miles south/southwest of the Los Angeles Harbor breakwater. The Ideal Candidate will have the ability to manage complex, difficult and sensitive analytical assignments using a high degree of independent judgment. Is a self-starter and requires little to no supervision. Can and will demonstrate confidence and assertiveness with the ability to successfully interface with all departments and levels within the organization. Exhibits excellent interpersonal and communication skills. Who has a cooperative and collaborative teamoriented work style; the ideal candidate must also be technologically savvy and have experience in a variety of software applications. The current annual salary range is $143,411-$174,313, DOQ. Recruitment closes on October 31, 2018. Visit our website www.cityofavalon.com for job announcement and supplemental questionnaire.

League of California Cities

The event included a strong showing of civic leaders, which demonstrated to the entire community that putting a stop to hate, addressing bullying and building a safe, inclusive community are guiding principles for the work of elected and appointed leaders. The Marin County district attorney, Novato police chief and the superintendent of the Novato School District, along with several other leaders, participated in the film discussion to reassure and empower the greater community. Novato Police Chief Adam McGill reminded the audience that when it comes to community policing, everyone has a part to play. Although our sworn law enforcement officers uphold public safety, others in our community must also take the lead in putting a stop to hate and racism. The Not In Our Town screening was not the sole focus but rather the kick-off of a long-term, communitywide effort. In city government, completing tasks and delivering concrete results to constituents usually take center stage; just check the box and move on to the next item. The most difficult tasks, however, are not one-time projects that can be checked off a list; rather, these tasks require sustained, long-term efforts. Not In Our Town provides just that framework. We didn’t conclude the evening by saying farewell and thank you for coming, but rather thanked everyone for signing up to be part of the ongoing effort.

Tips for Local Officials Everyone who attended the screening was encouraged to take the Not In Our Town pledge committing to stand up to all forms of hate, bigotry and bullying and to work together to create safer, more inclusive communities for all. Local officials in other communities interested in launching similar efforts may want to consider encouraging residents to take the pledge (online at https://www.niot.org/ take-pledge). Connecting with the Not In Our Town team to start a discussion in your community is another option to consider; however, simply hosting a screening, while impactful, will not result in sustainable change. “The most successful Not In Our Town communities work as a www.cacities.org

Novato residents attend a screening and raise questions afterward about how best to respond to hate crimes and bullying.

partnership of diverse community members, city leaders, law enforcement, school leaders, parents, students, faith leaders, local businesses and civic organizations. All of these groups were represented at the first meeting to introduce Not In Our Town in Novato, and they keep coming back,” says Patrice O’Neill. continued

The Origin of Not In Our Town Not In Our Town (www.niot.org) and Not In Our School are both projects of The Working Group, an Oakland-based nonprofit founded in 1988. Not In Our Town was launched in 1995 with the landmark PBS film that documented the heroic efforts of residents in Billings, Montana, who stood up for their neighbors after a series of hate crimes. They inspired hundreds of communities in the United States and around the world to take action against hate. Not In Our Town CEO and Executive Producer Patrice O’Neill explains how Not In Our Town became a movement. She says, “We could never have guessed a single story would launch a movement. In 1995, The Working Group sent a film crew to Billings to document a story about working people, ordinary people, who stood up for their neighbors when they were under attack by white supremacists. “After attacks on a Native American woman’s house, an African-American church and a Jewish family’s home, the entire town refused to be silent and fearful. Together, the community said, ‘Not In Our Town.’ That became the title of our landmark media and engagement project Not In Our Town. “It changed the way we made films, and it changed the way we thought about the process of community transformation … The Billings story demonstrated that the responsibility for dealing with intolerance lies with all of us. “We first screened the film in a small California town, curious to see what happened when a community unlike Billings watched the film. There were teachers, students, rabbis, priests and city council members. When the film ended, they didn’t want to talk about Billings, they wanted to talk about their town. They wanted to talk about how people were treated in their community.”

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October opportunities . . .

Director of Development Services City of Indio

Police Chief

City of Pasadena

Community Development Director City of Mountain View

Deputy Community Development Director – Housing City of Menlo Park

LA Headquarters • 424.296.3111

CITY OF ANTIOCH The City of Antioch is ideally located on the banks of the San Joaquin River. Families with dreams of home ownership come to Antioch for its stunning neighborhoods, parks, and natural beauty. Housing options remain affordable, compared with other communities of the Bay Area. There is always something to do for everyone who lives, works and plays in Antioch! The City Attorney is a key member of the City’s management team. Under administrative direction from the City Council, the City Attorney provides overall and general legal advice, counsel and assistance to the City Council, Boards and Commissions, and City Staff. The new City Attorney will be a relationship oriented and collaborative team member with excellent written and verbal communication skills. Land use expertise will be essential in this role.

CITY ATTORNEY

William Avery & Associates Management Consultants 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 408.399.4424

Fax: 408.399.4423 A formal job announcement, including ideal candidate email: jobs@averyassoc.net profile, benefit information and closing date is available at www.averyassoc.net www.averyassoc.net/current-searches/. To be considered, please visit the Avery Associates Career Portal to upload your letter of interest, resume and contact information including email addresses for five work-related references to Paul Kimura or Ren Nosky.

Western City, October 2018

Novato Says “Not In Our Town,” continued

Deputy Community Development Director – Housing City of Menlo Park, CA

onveniently located between San Francisco and San Jose in the Silicon Valley, the City of Menlo Park (pop. 32,000+) is known for its beautiful tree-lined neighborhoods, active commercial districts and fiscal stability. Home to Facebook and considered the “Capital of Venture Capital”, the city spans 18 square miles. The Deputy Community Development Director - Housing is responsible for initiating, implementing and overseeing a variety of affordable housing programs and initiatives. The ideal candidate will exhibit a passion for affordable housing and display the creativity and persistence required to be effective in a unique and challenging housing market. He/she will be a highly motivated and self-directed professional who offers an impressive history of working effectively with the community. Qualifying candidates will typically possess a Bachelor’s degree along with five years of housing program administration experience that includes at least two years of supervisory experience. Salary range $123,467 - $166,417; salary is supplemented by a competitive benefits package including potential for performance bonus. Closing date: Sunday, October 21, 2018. Visit www.tbcrecruiting.com to download recruitment brochure and apply online. Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436

League of California Cities

Moving Forward What’s next for Novato? Much work remains to be done. In a 2017 report, the Office of the Attorney General released statistics on hate crimes in California, showing a 17 percent increase statewide since the previous year. In Marin County, nine hate crimes were reported in 2017 compared with five in 2016 and one in 2015; however, many such crimes go unreported. A committee composed of residents is holding regular meetings to develop a long-range plan and examine the opportunity to pilot the Not In Our Town Gold Star Cities Project. The well-known quote from Martin Luther King Jr. rings true in Novato: “Injustice anywhere is a threat to justice everywhere.” Novato residents are standing up and collectively saying, “Not In Our Town.” For links to related resources, read the online version of this article at www.westerncity.com. ■

www.cacities.org

PeckhamMcKenney Career Opportunities & City Clerk

City of Beverly Hills, CA

With its magnificent mansions, world-renowned shopping and historic Hollywood roots, Beverly Hills is the epitome of beauty, opulence and glamour. The city has established a tradition of providing its 35,000 residents as well as businesses and visitors with a superior quality of life. Incorporated in 1914, Beverly Hills is a full-service general law city that enjoys a stable and professional five-member City Council. The City Clerk is an at-will executive position that serves at the pleasure of the City Council. The City Clerk’s Office has an excellent, dedicated staff of six and a FY 2018-19 budget of $2.3 million. The City Clerk will be forward-thinking, innovative and creative; technology savvy; and committed to continuous improvement. Experience in a standalone as well as consolidated election process is desired. Five years of increasingly responsible experience performing complex administrative duties in a City Clerk’s office, or equivalent experience in a similar government agency is required. A bachelor’s degree in public or business administration or related field is highly desirable as is Notary Public and Certified Municipal Clerk (CMC) designation. The salary is competitive in the region and DOQE. CalPERS 2.5% @ 55 for Classic Members. Filing Deadline is October 29, 2018. Contact Bobbi Peckham.

Building Official City of San Clemente, CA

The beautiful southern California coastal city of San Clemente is a family-oriented community of 65,400 residents and encompasses 18.5 square miles. With its natural beauty and outstanding amenities, San Clemente maintains an exceptional quality of life for its vibrant and engaged citizenry. This coastal jewel embraces a higher standard for development, historic preservation, and urban design. The City of San Clemente enjoys a stable organization with strong, award-winning financial planning, and a supportive, stable, and fiscally conservative City Council. The Community Development Department has a professional and dedicated staff of 32.75 FTE’s and operates with a FY 2018/19 budget of $5.3M. The department consists of Community Development Administration, Planning, and Building and Code Compliance divisions. Overseeing the divisions of Building and Code Compliance with a total staff of 18.75 FTE’s and combined budget of over $3M, the Building Official will possess proven leadership and management skills and have an energy and enthusiasm for ensuring a safe and healthy high quality of life in this built-out, coastal community. At least five years of increasingly responsible experience in building inspection or construction and code compliance, including two years of administrative and supervisory responsibility is required. In addition, the equivalent to a Bachelor’s degree with major course work in civil engineering, public administration, or a related field is required. The annual salary range is $126,721 - $154,213 annually; appointment DOQE. Filing deadline is October 31, 2018. Contact Bobbi Peckham.

Planning Director

San Miguel County, CO

Located in southwest Colorado, San Miguel County (pop. 8,000, 1289 sq. mi.) has stunning scenic beauty and a rich, colorful history. From the dramatic San Juan Mountains and world-class skiing in incomparable Telluride (county seat) in the east to the high-desert ranches and farms stretching west to the Utah border, San Miguel County is geographically and socio-economically diverse, and a state and national treasure. After 18 years of successful service, the County’s Planning Director is retiring. The County Commissioners are committed to finding an expert replacement for one of the best planning jobs anywhere. Bachelor’s degree (urban planning or design, landscape architecture, or related); five years of progressively responsible experience in urban planning or community development; and management and supervisory experience in planning are required. Master’s degree, AICP certification, and ten years of experience preferred. Comprehensive benefits. Initial annual salary range $105,000 - $115,000 DOQE. Relocation and housing assistance subject to negotiation. Filing deadline is October 8, 2018. Contact Andrew Gorgey.

Upcoming Opportunities Assistant City Manager, City of Brentwood, CA Human Resources Director, Placer County, CA Deputy Director of Public Works, City of Rancho Palos Verdes, CA To apply, please visit our website at:

Peckham & McKenney

www.peckhamandmckenney.com

Resumes acknowledged within two business days. Call (866) 912-1919 for more information.

Regulating Hate Speech in California, continued from page 8

First Amendment because regulating an action does not discriminate against a person’s belief or ideals. Conduct-based regulations have long been held to be outside the scope of the First Amendment, which enables government to prohibit expressive hate speech by regulating the underlying conduct. For example, government may not prohibit a person from burning a flag in violation of an ordinance against dishonoring the flag, but the government may impose a restriction on outdoor fires that would forbid burning a flag outside.

California Hate-Crime Laws In 1991, the California Legislature began enacting laws targeting crimes against people on the basis of race, color, religion, ancestry, national origin, sex, sexual orientation, age, disability and position in a labor dispute. The Ralph Act and the Bane Act imposed civil and criminal penalties on perpetrators of hate crimes and afforded civil remedies to victims, allowing victims to obtain restraining orders. The California hate-crime laws focus on conduct rather than the underlying idea that motivates the crime.

The Ralph Act The Ralph Act establishes the right to be free of violence or threat of violence based on characteristics such as race, color, sex or political affiliation. The attorney general, district attorneys, city attorneys and private attorneys can enforce the Ralph Act and a court can impose a penalty up to $25,000 on violators. Victims of hate violence may also collect actual damages and, in some cases, punitive damages. To prove a violation of the Ralph Act, the plaintiff must show that the defendant was motivated by a certain perception of the victim (such as race), committed or threatened a violent act, and that the victim suffered physical or emotional harm. For example, if a person assaults another because they are participating in a civil rights protest, and the victim is harassed because of the person’s race, then the victim may have a case under the Ralph Act. A plaintiff can also bring a suit under the Ralph Act for threats of violence; however, the threat must be accompanied by an action and the victim must suffer emotional or physical harm.

To prove a violation under the Bane Act, the plaintiff must establish that the defendant interfered with the victim’s rights through threats or acts, and that the victim believed that the defendant would act on that threat if the victim exercised their right. For example, if a person threatens to assault someone for exercising their right to vote, and the victim believes that they would be harmed if they went to a polling place, then the victim may have a claim under the Bane Act. Speech alone is not enough to hold someone liable under the Bane Act. The speech must accompany a threat of violence upon a person or group of persons, the victims must reasonably fear that the speech will result in violence against them and they must believe that the perpetrator had the capacity to execute the threat. Restraining orders issued under the Bane Act can only limit a person’s speech when reasonably necessary to protect another person’s state or federal rights. The Bane Act provides for criminal penalties of up to six months in jail for anyone who violates a restraining order.

The Bane Act

The Upshot

The Bane Act prohibits people from using threats, intimidation or coercion to interfere with someone’s state or federal rights. The attorney general, district attorneys, city attorneys, and private attorneys may seek civil penalties and, in some instances, criminal sanctions. Victims may receive actual damages and, in some cases, punitive damages.

The First Amendment rigorously protects the ideas expressed in speech, even repugnant speech. However, local agencies have regulatory options to deter bias-motivated crimes. For example, cities may enforce the Ralph and Bane acts or they may draft ordinances that focus on the conduct of the perpetrator instead of the idea expressed. Alternatively, local agencies may enact reasonable contentneutral restrictions on speech, but forbidding disfavored speech that is not accompanied by an action easily triggers First Amendment protections. ■

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

The First Amendment does not protect expression such as “fighting words,” obscenity, defamation and speech intended and likely to provoke imminent lawlessness.

League of California Cities

www.cacities.org

Public Safety and Wildfire Resilience, continued from page 20

“We know we must engage our entire community to prepare ourselves in case of an emergency,” says Fremont Mayor Lily Mei. “We must experiment with new technologies to address the ever-growing challenges that face our city.” The microgrid project is a public-private partnership of the City of Fremont, the California Energy Commission (CEC) and a Fremont-based clean technology firm. The demonstration project’s goal is to show how microgrid energy systems can provide added resilience to critical public facilities by operating separately (known as “islanding”) from the grid in the case of an emergency. The City of Fremont uses solar energy to help power a microgrid pilot project.

Building Stronger Communities Fremont is not the only city piloting microgrid technology. Similar demonstration projects are also underway in Santa Monica, Oakland and Berkeley. The microgrid project is just one of many that the City of Berkeley has implemented as part of its Resilience Strategy. Funded by the Rockefeller Foundation in 2016, the city’s strategy emphasizes building community resilience by building stronger connections among neighbors, institutions and various levels of government. These connections provide critical support and lifelines in the event of a disaster, like the 1991 Tunnel Fire that destroyed neighborhoods in Berkeley, and can also support multi-stakeholder problem-solving even under normal circumstances. “We engaged more than 1,100 of our community members during the process of creating our plan,” says Timothy Burroughs, Berkeley’s chief resilience officer. “The infrastructure

In August 2018, the Institute for Local Government hosted a workshop in partnership with the International Coach Federation at the Climate Adaptation Forum. Local government officials, including Yountville Mayor and League Second Vice President John Dunbar, engaged in facilitated dialogue with utility providers, community stakeholders and state leaders about how to enhance energy system resilience in the wake of wildfires and other climate-related disasters. For more information, visit www.ca-ilg.org/climateresilience.

The city has designated seven community centers as care sites in the event of a disaster. These facilities, depending on the scale and nature of the event, could provide overnight shelter, food distribution and other services to residents in need. The facilities are scattered throughout the city and can deliver essential services on a daily basis to thousands of Berkeley residents, including seniors and youth, who regularly use these facilities for hot meals, recreation, classes and socializing.

Making Resilience a Priority Urban resilience is about making cities stronger, in both good times and bad, for the benefit of all residents. Working to increase urban resilience in the face of a year-round fire season will require a new level of coordination and cooperation and a comprehensive look at public safety procedures that address multiple benefits. Making wildfire resilience a priority helps cities ensure their communities are safe and prosperous for generations to come. For additional information on how you can create a more resilient community, visit the Institute for Local Government’s Climate Adaptation and Resilience Resource Center at www.ca-ilg.org/climateresilience. ■

Enhancing Energy System Resilience

of these relationships is just as important as the physical infrastructure we create in our city to defend against natural disasters.”

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William Avery & Associates, Inc. Labor Relations / Executive Search / Human Resources Consulting 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 408.399.4424 Fax: 408.399.4423 email: jobs@averyassoc.net www.averyassoc.net

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Bobbi C. Peckham • Phil McKenney

Peckham&McKenney www.peckhamandmckenney.com

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Western City, October 2018

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Western City, October 2018