Western City August 2019 by Western City Magazine

AUGUST 2019 |

The Monthly Magazine of the League of California Cities

Supporting Our Future: Early Childhood Policies in General Plans p.8 Disasters in California: A Brief Overview of Preparedness, Proclamations and Assistance p.11 Fontana Leadership Intervention Program Targets At-Risk Youth p.15

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CONTENTS 2 Calendar of League Events 3 President’s Message Focusing on Youth and a Vibrant Future

By Jan Arbuckle

ur young residents play a critically O important part in the future of our cities — they are tomorrow’s leaders, workers and innovators. Cities statewide are engaging youth in numerous ways.

6 City Forum

By Katie Pebler

tart planning your time at the S conference with this overview of the schedule of events.

7 News From the Institute for

Supporting Our Future: 8

Early Childhood Policies in General Plans

By Nina Alcaraz

I nvesting in early childhood helps create safe and healthy communities. Learn how one city customized its Health and Wellness Element to meet its residents’ unique needs.

11 Legal Notes

A Brief Overview of Preparedness, Proclamations and Assistance

By Alex Pal

hough California cities cannot T predict or prevent the next disaster, they can take steps to maximize preparedness and build capacity.

By Randi Kay Stephens

The recently revised Picture Yourself in Local Government curriculum is now available at no charge for local agencies to use with students of all ages.

Explore best practices and innovative solutions Over 40 leadership educational sessions Hundreds of networking opportunities

15 California Cities Helen Putnam Award for Excellence

Fontana

ising rates of juvenile arrests R spurred this effort.

Local Government

Sparking a Student’s Lifelong Interest in Local Government

Disasters in California:

ANNUAL CONFERENCE & EXPO | 2019

Leadership Intervention Program Targets At-Risk Youth

16 California Cities Helen Putnam Award for Excellence

Fresno

Youth Commission Addresses Key Issues

his program shows the value T of youth as a community and policy resource.

Job Opportunities 17 Professional Services 24 Directory

Cover image: Wundervisuals

October 16–18, 2019 Long Beach Convention Center

President Jan Arbuckle Council Member Grass Valley

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

First Vice President Randon Lane Mayor pro Tem Murrieta

Second Vice President John Dunbar Mayor Yountville

Immediate Past President Rich Garbarino Vice Mayor 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 Lemons, Hudson + Associates (916) 658-8234; email: editor@westerncity.com Managing Editor Norman Coppinger (916) 658-8277; email: ncoppinger@cacities.org Advertising Sales Cici Trino Association Outsource Services, Inc. (916) 961-9999; email: cicit@aosinc.biz Administrative Assistant Savannah Cobbs (916) 658-8223; email: scobbs@cacities.org Contributors Melissa Kuehne Corrie Manning Jennifer Whiting Patrick Whitnell

leaguevents OCTOBER 16

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

League Board of Directors’ Meeting, Long Beach This brief meeting has an abbreviated agenda tailored to the Annual Conference.

Associate Editors Carol Malinowski Carolyn Walker

16–18

League of California Cities Annual Conference & Expo, Long Beach The conference offers dozens of educational sessions, numerous professional development opportunities, hundreds of exhibits and a chance to participate in the League’s policymaking activities.

Design Taber Creative Group Advertising Design ImagePoint Design For photo credits, see page 18. Western City (ISSN 0279-5337) is published monthly by the League of California Cities, 1400 K St., Sacramento, CA 95814. Subscriptions: $39.00/1 year; $63.00/2 years; student: $26.50; foreign: $52.00; single copies: $4.00, including sales tax. Entered as periodical mail January 30, 1930, at the Post Office, Los Angeles, CA 90013, under the Act of April 13, 1879. Periodical postage paid at Sacramento, Calif.

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Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2019 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCV, No. 8.

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DECEMBER 6

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

11–12

Fire Chiefs’ Leadership Seminar, Garden Grove This seminar features a variety of sessions for fire chiefs on timely topics important to fire service professionals and offers attendees networking opportunities with their fellow California fire personnel.

11–12

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

11–13

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

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

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

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President’s Message by Jan Arbuckle

Focusing on Youth and a Vibrant Future Our young residents play a critically important part in the future of our cities — they are tomorrow’s leaders, workers and innovators. Cities statewide are engaging youth in numerous ways. In my city of Grass Valley, two programs work to meet the needs of our young residents. The Friendship Club provides a comprehensive, year-round, long-term program aimed at helping empower and educate youth between the ages of 10 and 18 who face challenges of poverty, abuse and trauma. And the club continues to offer support to young people into their 20s as they transition into adulthood. Founded in 1995, The Friendship Club serves about 125 youths at a time, focusing on six areas: health and wellness, healthy relationships, goal setting, self-awareness, self-sufficiency and community connectedness. The Friendship Club is expanding to help alleviate homelessness among teenage boys and girls and provide mental health counseling on-site. The new SAFE (Stability, Access, Foundation, Empowerment) pilot program provides academic, social and emotional support and life www.westerncity.com

skills to homeless high school juniors and seniors as they transition into adulthood. A $100,000 state grant supports the SAFE pilot program, which opens the door to opportunities, helps break the cycle of poverty and aims to prevent young people from being homeless as adults. The Friendship Club provides students experiencing homelessness — especially those “couch surfing” and staying with friends, extended family or neighbors — a safe place to meet with peers who face similar challenges. It connects youth with community resources and offers support from staff and well-trained adults and mentors. Local businesses and individuals provide most of the club’s funding, and more than 150 community members volunteer in The Friendship Club. NEO (New Events & Opportunities), an innovative grassroots nonprofit youth center and youth empowerment program, also serves my community. In 2008, two 19-year-olds founded NEO, which hosted over 350 teen-led events throughout western Nevada County before opening its Youth Center in 2015. NEO focuses on empowering young people to make healthy and positive life-

style choices. Its Youth Center is a drop-in, out-of-school-time facility offering an array of activities, workshops and events. NEO strives to create a safe, fun and positive environment for all youths and young adults between the ages of 11 and 25. The organization aims to transform lives by connecting members with the experiences, resources and support they need to succeed. NEO relies primarily on teen and young adult employees and volunteers, and young people continue to drive the program today.

Diverse Programs Address Unique Community Needs Cities employ a diverse range of programs to meet the unique needs of youth in their communities and involve young people in civic life. Many California cities have youth commissions and youth leadership programs that offer education and training for young people interested in becoming future leaders. Youth commissions also give young people a way to provide input on policy issues to local elected leaders. continued

Western City, August 2019

Focusing on Youth and a Vibrant Future, continued

If your city already has a youth commission or a youth council, you may want to consider helping its members act as ambassadors to their peers in promoting the importance of civic engagement and the career opportunities that local government offers. Many cities conduct a Youth in Government Day, which can serve as an excellent starting point to engage your community’s youth, especially high school students. Such events are generally short in duration (usually one day) but provide a high impact. For most Youth in Government Day events, students learn how municipalities function and engage in a variety of city-organized activities, such as participating in a mock council meeting and touring municipal facilities. Cities are also taking a proactive approach to creating programs that introduce junior high and high school students to careers in local government. And local governments are partnering with the private and educational sectors to launch workforce development programs that provide job opportunities for young residents and offer training to equip youth with the skills needed for gainful employment.

Youth-Related Resources for Cities The Institute for Local Government (ILG), the League’s nonprofit research affiliate, offers numerous tools for communities interested in launching or expanding youth programs like Youth in Government Day, workforce development and more. ILG’s “Engaging Youth” web page (www. ca-ilg.org/engaging-youth) provides links to a variety of resources, including samples of youth master plans and information about youth commissions and councils. And the Governments Engaging Youth (GEY) project (www.ca-ilg.org/GEY Toolkit) seeks to support, expand and enhance local government and school partnerships to develop programs that offer the younger generation opportunities to learn about public service careers, community issues and how to become a more involved, civic-minded individual. The GEY toolkit offers resources designed to help initiate, expand or foster youth engagement in your city’s programs by providing a framework, assessment tools and case stories highlighting the many options available to suit your community’s needs.

The timing, duration and intensity of GEY programs depend on your city’s capacity and what works best for your community. GEY can be a one-day field trip to City Hall, a six-week summer program, school-day/classroom-based action civics projects, a public service high school career academy experience or civic engagement in an after-school program format. Because all municipalities are different, the process for launching a GEY program is unique to each community. To make this process easier to navigate, ILG provides tools designed to: • Help city staff and partners think through the preliminary details of creating a civic engagement program for youth; • Assess and identify the target skills/ competencies for a program curriculum; • Evaluate your city’s readiness to scale up an existing program or implement a new one using the GEY model; and • Identify next steps. I encourage you to take advantage of these helpful resources when considering how your city can better serve its youth or how best to update current programs.

Sources of Inspiration, Model Projects and More In addition to the outstanding materials available on the ILG website, the Western City website offers examples of awardwinning projects that serve youth in California cities, many of which are model projects designed to be easily replicated, and informational articles that address the needs of local communities and offer tips and links to related resources. Visit www. westerncity.com and search for “youth” on the site or select “Youth” from the Topics menu to find articles such as: • Governments Engaging Youth: Preparing for College, Career and Civic Life; • Three Ways to Connect With Your Community’s Youth; • “Shout Out” to Youth About Local Civics and Careers in City Government;

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• Connecting Youth and Civic Leadership; • New Toolkit Helps Local Governments Engage Youth; • Amplify Your Community’s Voice by Fostering Future Leaders; • Connecting Youth With Democracy;

Members of The Friendship Club in Grass Valley learn archery.

• Cultivating an Inclusive and Diverse Future Workforce; • Milpitas Initiative Targets Workforce Development; • Mill Valley Recreation Expands to Serve Special Needs Families; • Rancho Cucamonga Focuses on Community’s Mental Health Needs; • Santa Clarita Court Diversion Program Gives Teens a Second Chance; • South San Francisco Gives Youngsters’ Literacy a Big Lift; • Junior Beach Runners Focus on Fitness in Long Beach; • Santa Clarita Pushes Back Against Heroin; and • Rialto’s Summer Bridge Program Empowers At-Risk Youth.

Showcase Your City’s Outstanding Efforts Keep in mind that the League’s Helen Putnam Award for Excellence program offers cities an opportunity to highlight their noteworthy projects and be recognized for exceptional efforts in categories that include youth and many other important areas. This year’s winners will be in the spotlight at the 2019 League of California Cities Annual Conference & Expo and featured in future issues of Western City. If your city has an innovative program, consider submitting it for the 2020 awards program. Visit www.helenputnam.org for more information. ■

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

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Western City, August 2019

2019 An nual Conference & Expo Long Beach Convention Center, Oct.16–18

by Katie Pebler Join your colleagues from throughout the state at the largest annual gathering of California city officials: the 2019 League of California Cities Annual Conference & Expo at the Long Beach Convention Center, Oct. 16–18. Meet with approximately 2,000 elected officials, city staff and partners and choose from more than 40 educational sessions designed to enlighten and inform.

Wednesday, Oct.16 Activities will begin Wednesday morning with AB 1234 Ethics Training, a City Clerks’ Workshop and League policy committee meetings, followed by the business meetings for the League’s professional departments. Functioning as professional societies for city staff and elected officials, department meetings present an excellent opportunity to learn how people in similar roles interact with — and contribute to — education and policy development within the League. If this is your first time attending the Annual Conference & Expo, you’ll want to join us from 12:45–1:15 p.m. for an orientation designed to help you navigate the numerous learning opportunities available. The League’s leadership will explain how to get the most out of your conference experience. The conference will officially kick off early Wednesday afternoon with the Opening General Session, where attendees will hear from a dynamic keynote speaker and the League will announce the winners of the Helen Putnam Award for Excellence. Following the Opening

General Session, you will have an opportunity to attend various education sessions before the evening’s festivities. The first night of the conference will be packed with networking opportunities at the grand opening of the Expo Hall and the Host City Reception presented by the City of Long Beach. Activities will continue late into the night at the CitiPAC 14th Annual Leadership Reception, featuring music, food and beverages.

Thursday, Oct. 17 A full day of educational and networking opportunities lies ahead on Thursday. During the morning General Session, a variety of speakers will discuss futuristic tools currently available to city leaders and how technology will continue transforming the landscape of our communities. Learn how you can ensure your city will not only survive but also adapt and thrive as our state experiences major changes in demographics, mobility and technology. Thursday’s sessions examine topics such as affordable housing, homelessness, pensions, municipal finance and much more. Attendees also have the option of visiting the City Attorneys’ Track sessions, covering the latest trends and issues affecting public law practitioners. Business meetings for the League’s diversity caucuses are slated for Thursday afternoon. Find excitement, food and friends in the Expo where lunch will be served for all attendees on Thursday. The Expo will feature over 250 companies showcasing a wide range of products and services designed to help communities by improving

local services and enhancing the quality of life for residents. Later that evening, networking opportunities abound at various receptions held by the League’s diversity caucuses, League Partners and League divisions.

Friday, Oct. 18 The final day of the conference offers attendees professional development opportunities with over a dozen break-out sessions before the Closing Luncheon and General Assembly. During the Closing Luncheon, celebrate the future of the League as the 2019–20 board of directors is sworn into office. Policy development plays a key part in the League’s legislative effectiveness, and the Annual Conference Resolutions process is one way that city officials can directly participate in developing League policy. Any city official, individual city, division, department, policy committee or the board of directors can submit resolutions, which are due to the League office by midnight, Aug. 17. Resolutions will be considered during policy committee meetings on Wednesday, the Resolutions Committee on Thursday and the General Assembly on Friday. Watch for updates on the sessions and speakers at www.cacities.org/AC. We look forward to seeing you in October! Complete your registration at www.cacities. org/events. A variety of registration options are available. Take advantage of the Early Bird registration rate until Aug. 14. ■

Katie Pebler is conference program manager for the League and can be reached at kpebler@cacities.org.

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Sparking a Student’s Lifelong Interest in Local Government by Randi Kay Stephens

Each fall, students head back to school to gain new skills and make lifelong memories. The Institute for Local Government (ILG) wants to make sure that local government plays a part in students’ fond and distinct memories that can last a lifetime. ILG’s recently revised Picture Yourself in Local Government (PYLG) curriculum is now available for local agencies to use with students of all ages. The latest update includes interactive activities to help your constituents learn about the role of local government and the wide range of people responsible for operating a local agency.

Updated Booklet Can Simplify Tours, Orientations and More The PYLG curriculum was designed with the K–12 classroom in mind, but it can also be used as a resource for your city with: • Content to include in scripts for student tours of city offices; • New staff and intern orientation materials that cover local government basics; • Background material for city staff to use when serving as a guest speaker in a classroom; • Handouts to educate boards, commissions and leadership academies about local government structure and functions; and • Easy-to-understand language tailored for youth and the public.

Generating Excitement for Local Government Careers PYLG was first developed in 1994 as a unique student guide for local government. The new version of PYLG aligns with the California Department of Education’s recently revised HistorySocial Sciences Framework. Lemon Grove City Manager Lydia Romero has a long history with PYLG. She was a management analyst in the 1990s and used the original PYLG curriculum to inform dozens of students touring City Hall. Several years later at a League of California Cities Annual Conference & Expo, Romero was reintroduced to one of those students who had gone on to serve on a city council.

How Are You Connecting With the Next Generation of Community Leaders? Access ILG’s Governments Engaging Youth toolkit to learn how to create or expand a civics education or internship program. Visit www.ca-ilg.org/geytoolkit for more information.

“Planting the seeds of interest in local government takes time,” said Romero. “I’m delighted the information I presented using PYLG sparked enthusiasm for that student to get involved and play an active role in her community.” PYLG is available for your agency and education partners to use free of charge. City staff, educators and the public can use the curriculum to explore the nuances of local government’s history, structure, players, services and finances. The curriculum also emphasizes the many ways youths and adults can actively participate in local government through the policymaking process or by working in an agency to implement programs and services. PYLG was designed to encourage critical thinking and help participants engage in meaningful discussion about topics such as how: • Local government can make life better for people; • Local government leadership is structured; • Citizens can enact change; • Local government meets community needs; and • Programs and services are funded. Many adults currently serving in local government wish they had learned about essential services, administration and governance earlier in their academic careers. If your agency would like to ensure that the next generation of young leaders has an opportunity to learn about local government before they leave high school, download the updated PYLG materials online at www.ca-ilg.org/pylg. Working together, local government leaders and education institutions can collaborate to lay the groundwork for a lifelong interest in local government. ■

Randi Kay Stephens is associate program manager for the Institute for Local Government and can be reached at rstephens@ca-ilg.org.

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Western City, August 2019

Supporting Our Future:

Early Childhood Polici by Nina Alcaraz Years ago, the City of Gonzales in Monterey County recognized that investing in its youngest residents would not only meet current needs, but would also benefit generations to come. Gonzales worked with residents of all ages, city and county agency staff, local business leaders and subject matter experts to create meaningful change for its youngest children. The city also looked for relevant insights from existing research. Numerous studies indicate that a critically important window of opportunity for development exists for children between birth and age 5.

In the first five years of a child’s life, key brain connections are made that shape lifelong learning. According to Harvard University’s Center for the Developing Child, “Early experiences affect the development of brain architecture, which in turn provides the foundation for all future learning, behavior and health.” Because nearly 85 percent of brain development occurs in the first five years of life, taking steps to support young children’s development is critical — yet only 14 percent of public education dollars are spent on early childhood education in the United States.

The Importance of Early Childhood Development How we nurture and support our children today not only addresses their current needs but also affects their future success in school and in life. Parents, caregivers and communities can have a significant, positive effect on children’s early experiences that lay the foundation for achievement, success and happiness. Nobel Laureate James J. Heckman said, “The highest rate of return in early childhood development comes from investing as early as possible, from birth through age 5.”

Nina Alcaraz is senior policy, advocacy and communications manager for First 5 Monterey County and can be reached at nina@first5monterey. org. Michelle Slade, Carmen Gil and Rene Mendez of First 5 Monterey County also contributed to this article.

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Hear More About This Topic at the Annual Conference Interested in learning more? Don’t miss the session “You Can Do It! Early Childhood Policies in General Plans” at the League of California Cities 2019 Annual Conference & Expo, 8:00 a.m.–12:15 p.m., Friday, Oct.18. For location details, see the conference brochure or mobile device app. Representatives from the City of Gonzales, First 5 Monterey County and the Monterey County Health Department will showcase the Gonzales General Plan Health and Wellness Element as an example of how to include early childhood, prevention and health language in a General Plan to meet community needs and develop policies and investment strategies that will make a difference today and for generations to come. Panelists will share lessons learned, community partnership strategies and examples of early childhood policy language. Participants will have the opportunity to strategize and innovate for their own community in this interactive session.

es in General Plans Preventive programs and services for young children make a significant difference over a lifetime and help our most vulnerable children by closing the “opportunity gap.” These investments in early childhood also help create safe and healthy communities with fewer students held back in school or involved in crime, increased rates of high school and college graduation and higher salaries when students enter the workforce. Comprehensive, high quality, “birth-to-5” early childhood programs for disadvantaged children yield up to a 13 percent return on investment through better education and economic, health and social outcomes. Yet in Monterey County, like many regions nationwide, the reality contrasts starkly with the research. Parents with

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young children need reliable, quality early care for their children, but Monterey County statistics show that only 47 percent of working families with a child age 0 to 4 have access to child care and 41 percent of children ages 3 to 4 attend preschool. This limited access is not due to lack of interest — 87 percent of adults surveyed expressed a desire for their children to attend some form of child care or preschool. The most frequently cited reason for not attending was financial. Ultimately, without strong support for children in early childhood, schools suffer. In 2015, only 28 percent of kindergarteners in Monterey County had the skills needed to be optimally ready for kindergarten.

Gonzales Initiative Supports Children and Families With high needs and limited resources, communities often encounter obstacles to finding solutions for young children and their families. But the City of Gonzales saw an opportunity and took steps to create a solutions framework, the Gonzales Youth 21st Century Success Initiative: A Cradle to Career Government, Education, Community and Workforce Partnership (GY21CSI). As part of the initiative, the city put policies and strategies into its General Plan that specifically support children and families. Gonzales adopted a Health and Wellness Element in 2018 that demonstrates the city’s commitment continued Western City, August 2019

Supporting Our Future: Early Childhood Policies in General Plans, continued

About First 5

to the long-lasting value of early learning and maps out goals, policies and strategies to help meet the community’s long-term vision for its children. General Plans provide a roadmap for the future and an opportunity to include early childhood development that meets the needs of residents, employees and employers. Gonzales customized its Health and Wellness Element to meet its residents’ unique needs. The city identified ways to integrate early childhood development into the fabric of its community and developed an implementation plan that outlines how quality early childhood programming will be achieved, emphasizing collaborative partnerships to help meet the goals.

The Building Blocks of Developing Policies How does a city go from limited policies that support young children to building a Health and Wellness Element that acknowledges the importance of early childhood policies? Gonzales turned to its community and experts in the field of early learning. First, the city partnered with the Monterey County Health Department (MCHD) program Health in All Policies, which encourages incorporating health considerations into decisionmaking. The group took the lead in helping Gonzales find ways to inform

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its Health and Wellness Element. The first step involved broad community engagement using focus groups, town halls, interviews and community conversations — and a resident committee that helped develop the policy language. For early childhood policies in the Health and Wellness Element, Gonzales and MCHD partnered with early childhood experts from various organizations and initiatives, including First 5 Monterey County (for more information, see “About First 5” above). This collective work helped articulate specific language that addressed Gonzales’ community needs and could help create tangible change for children and families. The adopted Health and Wellness Element includes early childhood policies that range from supporting the development of quality, affordable, accessible early child care to encouraging developers and larger commercial employers to support and/or provide child care. The element’s drafters also looked to social investments through innovative practices that support families, such as developer fees used to support families’ holistic needs through family resource centers. Gonzales used the policies in the approved Health and Wellness Element to identify funding within the city’s budget to support in-home, license-exempt child

First 5 California is dedicated to improving the lives of California’s young children and their families through a comprehensive system of education, health services, child care and other crucial programs. Funding for First 5 comes from Proposition 10 (1998), which added a 50-cent tax to each pack of cigarettes sold. First 5 California distributes funds to local communities through the state’s 58 individual counties, all of which have created their own local First 5 county commissions.

care providers who deliver a large portion of the child care in the city. With just 84 day care slots available in Gonzales, most working parents whose children need day care leave them with family members (often grandmothers) or friends who typically lack training in early childhood development. A city recreation program now hosts a playgroup for “Family, Friend and Neighbor” child care providers that is designed to help participants build connections, develop an understanding of early childhood development and learn new techniques of play-based learning with children. The city has also incorporated family-centric messaging into its social marketing campaigns and all citysponsored events. Including early childhood development policies in General Plans demonstrates local governments’ understanding of the long-lasting value of early learning. The City of Gonzales offers an example of how local communities can prioritize early childhood in long-term planning to ensure that all children — and their communities — can thrive. ■

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Disasters in California: A Brief Overview of Preparedness, Proclamations and Assistance by Alex Pal California has always been disaster-prone — but over the past several years, the state has faced more frequent and extreme events than ever seen before. Consider this: Since 2013, the governor proclaimed over 75 gubernatorial states of emergency, more than half of which occurred since 2017. When the severity and magnitude of a disaster exceed the state’s capabilities and resources, it may qualify for a presidential major disaster declaration. Since 2013, there have been 12 major disaster declarations in California, nine of which were issued since 2017.

prepare for, respond to and recover from disasters in many ways. To prepare for a disaster, local governments should take actions such as:

Clearly, the disaster events of the past two years have been unprecedented. While California cities cannot predict or prevent the next disaster, they can and should take steps to maximize preparedness and build capabilities to be better equipped for responding to and recovering from a disaster.

• Developing and updating debris removal plans (keeping in mind the complexities that may accompany a large-scale debris operation); and

Local Disasters Warrant Local Attention Emergency operations professionals have a saying: “All disasters are local.” While certain disasters may warrant mutual aid from other jurisdictions or state or federal assistance, the effects of a disaster are suffered locally. Though no two disasters are exactly alike, and each event has unique circumstances and challenges, a local government can

• Conducting exercises; • Developing and updating existing hazard mitigation and emergency operations plans;

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.

• Ensuring that a robust alert system and warning plan are in place. Similarly, in the aftermath of a disaster, local governments may be faced with: • Enacting emergency ordinances; • Developing housing solutions for a large displaced population; continued

Alex Pal is chief counsel for the California Governor’s Office of Emergency Services (Cal OES) and can be reached at Alex.Pal@CalOES.ca.gov. www.westerncity.com

Western City, August 2019

Disasters in California: A Brief Overview of Preparedness, Proclamations and Assistance, continued

• Coordinating a large-scale debris removal operation; and

The Emergency Proclamation Process

• Addressing environmental issues resulting from the disaster.

The Emergency Services Act identifies the criteria for and process by which a local government may proclaim a local emergency. A local emergency proclamation, issued in accordance with the Emergency Services Act, is a critical component of the disaster process. It can trigger certain authorities and protections under the Emergency Services Act, such as heightened immunity pursuant to Government Code Section 8655, as well as facilitate local actions in response to the event, such as promulgating orders and regulations or imposing curfews pursuant to Government Code Section 8634. If the impacts from the event are beyond the capability of the local government, the local government may request a gubernatorial state of emergency proclamation. Alternatively, the governor, based on his or her own determination, may proclaim a state of emergency for that impacted local jurisdiction. Should an event be beyond the capability of California, the governor may request that the president issue a major disaster declaration triggering federal resources pursuant to the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act).

Whether preparing for or responding to an emergency, local governments will likely encounter complex legal issues. It is also important to understand the programmatic requirements of state or federal disaster assistance, most notably in the context of contracting and procurement. Though state and federal briefings are typically conducted immediately following a disaster, local officials are encouraged to become familiar with the laws and regulations ahead of time so they can hit the ground running, so to speak, when disaster strikes. This article covers some of these laws and regulations, particularly in the context of emergency proclamations and debris removal. The California Governor’s Office of Emergency Services (Cal OES) recently released alert and warning guidelines (www. calalerts.org/guidelines.html) that were developed in consultation with local government stakeholders. Additional information related to disaster planning, training and assistance for local governments is also available at www.caloes.ca.gov.

To determine whether an event is beyond its capability, a local government should assess the disaster-related damage as quickly as feasible. This initial assessment, referred to as the initial dam-

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age estimate, is typically performed by a local jurisdiction’s Public Works Department and consists of a physical assessment of the damaged facilities. Cal OES recovery staff will then validate these damage estimates. This initial damage estimate and subsequent validation are critical in determining whether an event warrants a request for a gubernatorial state of emergency proclamation, assistance under the California Disaster Assistance Act and/or federal assistance via a presidential major disaster declaration.

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

Debris Removal One of the most complex and critical aspects of post-disaster recovery is debris removal. The state’s debris removal program most commonly focuses on removing debris from public facilities and public rights of way; however, under certain limited and extreme circumstances, a local government may be eligible for reimbursement for private property debris removal. The Private Property Debris Removal Program has very stringent requirements. One key requirement is a determination from the local health officer that the widespread, disaster-related debris poses an immediate threat to public health and safety, as the purpose of the program is to provide a benefit to the public at large. This determination has historically been made through a local health emergency proclamation issued by the local health officer.

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Private property debris removal is a lengthy and complicated process involving many different stakeholders. This is a brief overview of the local government’s role in that process: 1. Residents may be skeptical of the government’s Private Property Debris Removal Program. The local government, along with Cal OES and other state or federal partners, takes steps to educate survivors about the program. This often involves media and social media outreach, town hall meetings and distribution of print materials. This public outreach is essential to a successful consolidated debris removal program. continued

Western City, August 2019

Disasters in California: A Brief Overview of Preparedness, Proclamations and Assistance, continued

2. A local government will be required to secure an affirmative “opt-in” to the program that includes a legal right of entry onto the private property from the property owner. This right of entry must include a provision expressly holding the government and all agents and contractors harmless. 3. The local government must secure the property owner’s insurance information to avoid duplication of benefits. In other words, the local government must take steps to ensure that property owners do not simultaneously collect their insurance proceeds earmarked for debris removal so that the government program constitutes a duplication of benefits. To that end, the right-of-entry form used in recent events includes an assignment of benefits clause, wherein the property owner assigns to the local government any insurance proceeds remaining on the policy that are designated or eligible for debris removal. 4. In addition to taking these measures to capture property owners wishing to opt in to this consolidated debris removal program, a local government must determine the protocols and standards it will use to allow property owners to opt out of the consolidated debris removal program. The jurisdiction must ensure that property owners who do not participate in the government program adequately clean their property to the same standards and eliminate dangerous conditions prior to receiving a permit to rebuild. 5. The local government must be prepared to initiate code enforcement procedures on any property whose owner has failed to enroll in the government program or present a plan for private cleanup through its nuisance abatement or code enforcement process. 6. Finally, the local jurisdiction must take steps to collect and remit the insurance proceeds assigned to the government.

While the process may be overwhelming, Cal OES is willing to partner with local governments to help navigate an often difficult and stressful situation. In addition, neighboring jurisdictions can serve as great resources, drawing on similar experiences, sharing best practices and offering examples of similar and contrasting situations. During the October 2017 wildfires, legal counsel from the affected jurisdictions, Cal OES and federal agencies held regular conference calls to ensure effective communication and coordination regarding all issues resulting from the disaster, but particularly in the contexts of debris removal and housing. Since then, attorneys from those impacted jurisdictions have provided assistance to jurisdictions affected by subsequent disasters. This collaborative, neighbor-helping-neighbor, “One Team, One Fight” approach is at the heart of emergency management and post-disaster recovery.

Conclusion The long-term recovery and rebuilding process in the aftermath of a disaster is complex, nonlinear and, in many ways, unpredictable. However, local governments play a key role in preparing for and responding to disasters. Using the tips and resources presented in this article will help local governments rebound more quickly and effectively. Local government officials should become familiar with the California Emergency Services Act, California Disaster Assistance Act, the Stafford Act and all affiliated regulations. They should also develop proclamations, ordinances and contract templates and ask questions. The next disaster may be just around the corner, so local governments should take the time now to prepare. ■

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

Whether preparing for or responding to an emergency, local governments will likely encounter complex legal issues. 14

League of California Cities

www.cacities.org

The intervention program has produced noteworthy, measurable results.

Fontana Leadership Intervention Program

Targets At-Risk Youth The City of Fontana (pop. 212,078), located in San Bernardino County, is home to 45 schools attended by approximately 42,000 students in the Fontana Unified School District (FUSD).

to include key advisors and planners from the school district and Police Department. The collaborative team identified nine primary factors that most frequently prevented children from thriving in school and contributed to challenges in the transition to adulthood:

Responding to a Growing Crisis

conduct infractions. Ultimately, the district expelled 84 students. In addition, almost 500 students dropped out, and the district’s graduation rate was just over 80 percent. FUSD leaders were eager to find a way to address the needs of the Fontana youths who were disrupting learning environments, straining district disciplinary resources and failing to thrive in educational endeavors. At the same time, FPD also faced increasing calls for service in response to delinquent activity. In 2010, FPD arrested more than 1,000 juveniles for criminal offenses. Research shows that individuals who fail to graduate high school are more likely to engage in criminal activity and juveniles arrested for criminal acts are less likely to graduate high school. An intervention was urgently needed.

In 2010, FUSD and FPD collaborated to address rising rates of student suspensions and expulsions and increased juvenile arrests. During the 2010–11 school year, the school district recorded an astonishing 62,423 suspensions, based on a variety of

The school district and Police Department engaged in a series of conversations to identify causes of delinquent behavior and strategies to promote educational success. Informal conversations developed into strategic planning sessions that grew

9. Truancy.

Fontana Leadership Intervention Program (FLIP) is an innovative juvenile intervention program designed to combat rising rates of truancy, suspension, expulsion and juvenile criminal activity. Created through a strong partnership between the Fontana Police Department (FPD) and the Fontana Unified School District, FLIP has achieved measurable success in the lives of nearly 500 participating students.

1. Drugs and alcohol; 2. Domestic violence; 3. Criminal street gang influence; 4. Lack of self-control; 5. General quality-of-life issues; 6. Inability to peacefully resolve conflicts; 7. Personal safety concerns; 8. Poor self-esteem; and FPD and FUSD launched FLIP during the 2010–11 school year. The goal was to create a program that was holistic in continued on page 22

The City of Fontana won the Award for Excellence in the Public Safety category of the 2018 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

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Western City, August 2019

Fresno Youth Commission Addresses Key Issues To give its young residents a voice in the local policymaking process, the Fresno City Council created the City of Fresno Youth Commission in April 2016. Two youth commissioners represent the mayor’s office and each of Fresno’s seven council districts for a total of 16 commissioners, ages 16–21. Fresno partnered with the Youth Leadership Institute to lead the youth commission’s facilitation. Since the commission’s creation, the Youth Leadership Institute has equipped the youth commissioners with the tools necessary to succeed in their advisory role. “The youth commission’s goal is to bring our young people to the decisionmaking table, where they can work to create positive change in our city,” says Council Member Esmeralda Soria. The youth commission identified the need for jobs as the top issue for young people in Fresno. The commissioners presented the findings of their intensive research to the city council and proposed an allocation of $50,000 in city funds to cover 30 paid internships in local government for youth ages 16–21. The council unanimously approved the proposal, and the city opened youth positions throughout its departments. Over 1,250 youths submitted applications, underscoring the need for youth jobs in Fresno. “The voices of our youth are critically important, especially on issues that impact them,” says José Espinoza, program coordinator for the youth commission.

Tragedy Spurs a Change The community suffered a tragic loss in April 2017 when Youth Commissioner Neng Thao drowned in the swift waters of the San Joaquin River. Thao, who was passionate about his Hmong community, would have graduated a few weeks later as class valedictorian for Edison High School. Recognizing that young Fresno residents drown in nearby rivers every year because they can’t swim, Mayor Lee Brand called upon the youth commission to raise $30,000 to fund 750 free swimming lessons for youth throughout Fresno. The youth commission partnered with the Fresno Parks and Recreation Department to help promote the free swimming lessons. Schools in the Fresno Unified and Central Unified School districts opened their pools and provided swimming lessons throughout summer 2017. Then-Council President Soria donated an additional 30 scholarships for swimming lessons.

Grant Programs, Initiatives and More In fall 2017, City Council Member Luis Chavez offered his district’s youth commissioners $5,000 to create a grant program for youth-serving organizations within District 5. The youth commissioners created the application, interviewed the organizations and selected the winners. One of the organizations they selected was the Enclothed Cognition Project, which focuses on the impact of clothing on psychological processes and behavior. The youth commissioners also selected

Youth commissioners are recognized at a 2018 event. the Fresno Youth Getting Out Project for funding. The project focuses on 12 youths from single-parent homes who have limited opportunities to participate in outings and takes them to destinations such as Yosemite National Park, the Museum of Tolerance and college basketball games. In March 2018, then-Council President Soria championed the Youth Jobs Task Force Resolution created by the youth commission. The task force, which includes representatives of public agencies and private businesses along with youth, is charged with developing a long-term solution to the need for youth jobs. It will be conducting research and examining potential funding and new job sectors for youth. The task force will present its proposal in summer 2019. Creating youth jobs helps prevent young people from joining gangs, gives them an opportunity to earn money that ultimately supports the local economy and provides skills and experience.

A Valuable Community Resource The youth commission accomplished a significant amount of work in its first three years. The commissioners have served diligently, representing the concerns of their peers before the city council and crafting equitable, sustainable solutions. They exemplify leadership today, and their contributions demonstrate the value of youth as a community resource. Contact: José Espinoza, program coordinator, Youth Leadership Institute; phone: (559) 492-9501; email: jespinoza@yli.org. ■

The City of Fresno won the Ruth Vreeland Award for Engaging Youth in City Government for this project in the 2018 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

League of California Cities

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Call Cici Trino, Association Outsource Services, at (916) 961-9999 to place a display (boxed) ad or for rate and deadline information, or email cicit@aosinc.biz. Website Job Postings Display ads are posted on our website at no additional charge. But if you miss the deadline for getting your job opportunity ad into the magazine, you can post it on the Western City website right away. To post your job opportunity ad on our automated website, visit www.westerncity.com or contact Savannah Cobbs, Western City administrative assistant; email: scobbs@ cacities.org; phone: (916) 658-8223.

magazine, it will be posted at no additional charge on our website. For rates and deadlines, visit www.westerncity. com and click on the Advertise link.

CHIEF WASTE WATER PLANT OPERATOR

City of Orange Cove, California

The City of Orange Cove is seeking a full time Grade III Chief Waste Water Plant Operator. Please fill out an employment application and email a copy of your resume to jvb@cityoforangecove.com. The Chief Wastewater Plant Operator job description and employment application can be found on our website under Employment Opportunities. Monthly Salary $6,130.00. Open until filled http://cityoforangecove.com/job-center/

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CalPERS Compliance for Temporary Workers

ELIMINATE CALPERS AUDIT WORRIES! Call Us Today: 1-866-406-MUNI (6864) www.munitemps.com

CITY OF PORT HUENEME The City of Port Hueneme (pronounced “Wy-nee’mee”) is a charming, friendly and relaxed seaside community in Ventura County, California. Visitors quickly find that the quality of life in Port Hueneme is one-of-a-kind. Those who live or work here benefit from the City’s small town atmosphere, affordable housing, temperate climate, clean air, low crime, quality education and recreation. The Water General Manager is appointed by the City Manager and the Public Works Director and assists in the administration and overall direction of the public works and public WATER utility functions. The main focus of the Water GENERAL General Manager position will be in water and treatment with the individual MANAGER distribution William Avery & Associates overseeing the water division of the Public Management Consultants Works Department. This position is also the City’s technical representative to the Port Hueneme Water Agency (PHWA). 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 A strong hands on background in water treatment (preferably with membrane systems), distribution and construction is required. A 408.399.4424 minimum of eight years of increasingly responsible administrative, budget Fax: 408.399.4423 preparation and supervisory experience is required. The position requires email: jobs@averyassoc.net a T-4 Water Treatment Certificate from the California State Water www.averyassoc.net Resources Control Board and a D-3 Water Distribution Certificate, both a T-5 and a D-4 Certificate would be preferred and maybe considered in determining the final selection. A degree in engineering, water science, or closely related field is highly desirable. To be considered, please visit our website at www.averyassoc.net/current-searches/ for a detailed job announcement, including ideal candidate profile, and how to apply on the Avery Associates Career Portal.

Western City, August 2019

AVERY ASSOCIATES Recently Opened and Coming Soon Opportunities: Bay Area Rapid Transit (BART) – Chief of Police City of Cypress – Police Commander City of Monte Sereno – Finance/Administrative Services Officer City of Pinole – City Manager City of Port Hueneme – Water General Manager

William Avery & Associates Management Consultants

San Diego County Water Authority – General Manager San Mateo County – Human Services Director Santa Clara Valley Water District – Assistant District Counsel City of Simi Valley – City Manager City of Soledad – Public Works Director West Contra Costa Integrated Waste Management Authority/Recycle More – Executive Director

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

City of Whittier – City Manager Please check our website at http://www.averyassoc.net for formal position announcements.

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League of California Cities

City Manager

City of Kerman

The City of Kerman is seeking a skilled, respected and dynamic administrator. The successful candidate should possess relevant municipal management and economic development experience. Demonstrate a track record of leading and implementing municipal strategies that promote growth, and maintain the excellent quality of life unique to Kerman. The ideal candidate will be a:

 Visionary

 Analytical Thinker

 High-Energy Leader

The City of Kerman is a community with a population of 15,495 situated 12 miles west of Fresno in the heart of the Central San Joaquin Valley. Kerman is a progressive City with a reputation for being fiscally sound and well managed. The current salary range is DOQ, and includes a generous benefit package. The filing deadline is 4 pm, Friday, August 30, 2019. FOR ADDITIONAL DETAILS

WWW.CITYOFKERMAN.NET

850 S. Madera Avenue, Kerman, CA 93630

Photo/Art Credits Cover: Wundervisuals Page 3: Squaredpixels Page 5: Courtesy of The Friendship Club Page 6: Jeremy Sykes, courtesy of the League of California Cities Page 7: PeopleImages Pages 8–9: SolStock Page 10: Top left, MediaProduction; top right, FatCamera

Page 11: Hepatus Page 13: MCCAIG Page 14: Carsten Schertzer Pages 15 & 23: Courtesy of the League of California Cities and the City of Fontana Page 16: Courtesy of the League of California Cities and the City of Fresno

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Current & Upcoming Opportunities City of Fairfield, CA – City Manager The City of Fairfield (population 114,700) is seeking candidates to apply for the position of City Manager. Fairfield is a vibrant and diverse community with respect for its heritage and a vision for the future. The full-service city desires an experienced administrator and proven manager to provide effective leadership to the community. Experience in the areas of economic development, planning, housing, homelessness, community engagement, crime reduction, and environmental protection will be highly valued. Any combination of education and experience that has provided the knowledge, skills, and abilities necessary for a City Manager is qualifying. A typical way of obtaining the required qualifications is to possess the equivalent of eight (8) years of directly related experience at an administrative, management, or staff level in municipal government, with at least five (5) years as a manager or supervisor, and a Bachelor’s degree in public administration, business administration, public finance, or a related field; a Master’s degree and experience as a City Administrator or City Manager is highly desirable. The annual salary range for the incoming City Manager is dependent upon the qualifications and experience of the selected candidate. Contact: Ms. Valerie Phillips, (916) 784-9080

City of Jurupa Valley, CA – City Manager The City of Jurupa Valley is a special city characterized by its small-town feeling, exceptional natural beauty, and distinctive communities. The City is a non-PERS, contract City with a blended staff. Citizens in Jurupa Valley enjoy the scenic views, the Santa Ana River, the equestrian lifestyle, the natural environment, and friendly residents. One of the most unique aspects of Jurupa Valley is the variety and number of distinct communities located there. The City’s Motto is: “A Community of Communities”. The City of Jurupa Valley is seeking a highly qualified, enthusiastic candidate to fill its City Manager position. The ideal candidate will be a natural leader of people possessing excellent communication skills and a strong desire to provide superior service. Candidates must possess a Bachelor’s degree in the area of Business or Public Administration and a minimum of five (5) years’ experience managing public sector operations; or an equivalent combination of education and experience. A Master’s degree in Business or Public Administration is preferred. In addition, bilingual candidates who can speak English and conversational Spanish are highly desirable. The salary range for the City Manager position is open, negotiable, and dependent upon qualifications. Contact: Mr. Gary Phillips, (916) 784-9080 – Filing Deadline: August 9, 2019

City of Milpitas, CA Finance Manager

PATH Ventures Executive Director

City of Long Beach, CA Manager of the Transportation & Mobility Bureau (City Traffic Engineer)

City of Westminster, CA Chief of Police

City of Vallejo, CA Planning and Development Services Director

City of Milpitas, CA Employee Relations Officer

City of Milpitas, CA Principal Planner

Santa Clara County Housing Authority, CA – Assistant Director of Human Resources

Santa Clara County Housing Authority, CA – Assistant Director of Information Technology & Facilities

If you are interested in these outstanding opportunities, visit our website to apply online.

www.bobmurrayassoc.com

Recreation Director

City of Piedmont, CA

Located in the beautiful Oakland Hills overlooking the San Francisco Bay, the community of Piedmont (pop. 11,000) is characterized by a well-educated and sophisticated population. A full-service charter city, Piedmont enjoys a long-tenured staff of 93 FTEs that provides a high level of service to the community, a collaborative and caring executive team, and a stable and sound financial environment with a $27.4 million operating budget. The Recreation Director will oversee 11.6 FTEs (300 PTEs) and a $4.9 million budget. Experience in the areas of recreation management, educational programming for youth, budgeting, fundraising, and fostering public/private partnerships is highly desirable. Bachelor’s degree in recreation, business administration, education, public administration, or a related field is required. The annual salary for the Recreation Director is $173,892. Filing deadline is August 23, 2019. Contact Bobbi Peckham.

Deputy City Administrator for Economic Development

City of Gilroy, CA

The vibrant, family-friendly City of Gilroy, with a population of over 55,000, is located approximately 25 miles south of San Jose. The city’s peaceful residential setting, award winning parks and recreational opportunities, excellent schools and easy access to the entire Bay Area has made Gilroy one of the most affordable and fastest growing communities in southern Santa Clara County. The new Deputy City Administrator for Economic Development (DCAED) must have a positive, forwardthinking, big-picture perspective. The position provides opportunities for problem solving, deal closing, management and organizational analysis, cross-departmental administrative coordination, program management, and supervision of the City’s economic development functions; carries out the citywide economic development strategy; provides expert professional assistance to City management staff on economic development matters; selects, assigns, directs, and reviews work of staff; meets with a wide variety of officials, business organizations, and individuals, both public and private, concerning the work and goals of the City in building a strong local and resilient economy; undertakes special projects with citywide significance as assigned; and performs related duties as required. A Bachelor’s degree is required, Master’s degree and being bilingual are highly desirable. Salary range is from $163,944 to $220,176 DOQE with excellent benefits. Filing deadline is September 3, 2019. Contact Phil McKenney.

Director of Community Development

San Joaquin County, CA

San Joaquin County, with a population of over 745,000, is located in northern California’s Central Valley and encompasses 1,391 square miles of land (over half being farmland) and 35 square miles of water, including the San Joaquin, Stanislaus, Calaveras and Mokelumne rivers. San Joaquin County encompasses seven cities (Stockton is the County seat) and offers a unique opportunity to enjoy California’s beauty and nature, music, arts and culture. The County is seeking a highly experienced Director of Community Development to provide executive-level leadership to the 57 staff in the areas of planning, zoning, building inspection, code enforcement, community development block grant programs, and fire prevention; serve as Secretary/Staff to the County Planning Commission; and to serve as Fire Warden. The department’s divisions are Planning/Development Services, Building Inspection, and Neighborhood Preservation/Fiscal. The ideal candidate will have extensive public sector, development services-related management experience in comprehensive planning and community development and will have strong administrative, human resources, fiscal and organizational development experience as well. Bachelor’s degree and seven years of public sector, development services-related management work with at least four years in urban or regional planning required. A Master’s degree is highly desirable. Salary range is from $152,110 to $184,891 with a comprehensive benefits package. Filing deadline is September 3, 2019. Contact Phil McKenney.

“All about fit” Chief of Police

Town of Prescott Valley, AZ The Town of Prescott Valley (pop. 45,000, 38.1 sq. mi.) is located in central Arizona, set between the scenic Mingus and Bradshaw mountain ranges in the heart of Yavapai County. Its high desert elevation (5,100 ft.) affords four seasons with mild temperatures year-round, offering a welcome alternative to the scorching heat of the Valley of the Sun to the south and the cold and snow of higher elevations to the north. Prescott Valley operates under the council-manager form of government. The FY 2019-20 Budget is $103.6 million (GF $42.3 million) supporting approximately 262 FTEs. Under the general direction of the town manager, the chief of police provides leadership, management, administration, and direction for the overall operations and activities of the Prescott Valley Police Department. A bachelor’s degree in police science, administration of justice, criminal justice, or closely related area, and eight years sworn supervisory/managerial level municipal law enforcement experience are required. Master’s degree preferred. Graduation from FBI Academy or similar credential desirable. Filing Deadline is August 5, 2019. Contact Andrew Gorgey.

Chief Marshal (Police Chief) Town of Telluride, CO

Tucked in a beautiful, box canyon surrounded by breathtaking rugged peaks and waterfalls, Telluride (pop. 2,444) is a worldclass, all-season resort town, known for its superb skiing, authentic mountain character, and unpretentious attitude, as well as for its cultural events, fine dining, and unmatched, signature festival schedule. In Colorado’s dramatic San Juan Mountains in a remote area of southwest Colorado, Telluride (elevation 8,750 feet) has a “daytime” population closer to 7,000, swelling to 20,000-plus during ski and festival seasons. The Chief Marshal is an at-will position reporting to the Town Manager. The FY 2019 departmental budget is $1.9 million, supporting approximately 15 FTEs – about ten sworn officers, three code enforcement officers, and two administrative positions. A bachelor’s degree from an accredited college or university, plus a minimum of eight years of law enforcement experience, including five years in a supervisory role, are required. A master’s degree in a relevant field is preferred. P.O.S.T. certification and a valid Colorado Driver License with a clean driving history are required. Must successfully pass a comprehensive background check. Residency within reasonable proximity to Telluride is expected. Filing Deadline is August 16, 2019. Contact Andrew Gorgey.

Excited to Announce! Tony Dahlerbruch has joined the Peckham & McKenney team as an Executive Recruiter. With over 30 years of direct and personal experience in the many disciplines of local government, Tony has been recognized for his integrity, responsiveness, focus on service, and ethics. Tony looks forward to serving his clients and providing the attention to “fit” for which Peckham & McKenney is well known.

Upcoming Opportunities City Manager – City of Galt, CA City Manager – City of Stayton, OR Finance Director – City of San Marino, CA Assistant City Manager – City of Huntington Beach, CA Assistant City Manager – City of Petaluma, CA City Manager – City of Big Bear Lake, CA City Manager – City of Oceanside, CA To apply, please visit our website at:

Peckham & McKenney

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

Fontana Leadership Intervention Program Targets At-Risk Youth, continued from page 15

nature and would teach students skills that promote improved academics and strategies to develop essential life skills. To maintain focus while creating policies and procedures for the program, the planning team identified three guiding

elements: a mission statement, core values and a motto. Mission Statement: The mission of FLIP is to bring about a lasting, life-altering and positive change in the attitude and behavior of participants. This mission will

For your consideration . . .

Police Chief City of Tracy

Fire Marshal

City of Mountain View

Director of Library & Community Services City of Sunnyvale

Visit our website for detailed info.

The Imperial Valley Housing Authority is seeking a dedicated professional who is highly innovative with the ability to develop housing and funding sources, optimize capital and housing expenditures and maintain constant compliance with all funding sources. Under the general direction of the Board of Commissioners, the Executive Director will assume full responsibility for all Imperial Valley Housing Authority services and activities, including planning, directing and implementing all policies, programs and services. The Executive Director will coordinate, and manage the overall administrative and programmatic activities, operations and staffing of the Housing Authority. Will advise and assist the Board of Commissioners; will provide effective leadership to staff, while implementing the strategic plan, vision and mission of the organization. Hiring salary range for this outstanding career opportunity is $131,064-$159,660. Includes competitive benefit package. For the employment brochure, which includes the position requirements, recruitment process and job description, visit the IVHA website www.ivha.org. (Deadline is August 15, 2019) For further information, contact mflores@ivha.org

League of California Cities

be accomplished via the success triad of education, leadership and self-actualization. The FPD, FUSD and community partners will provide an education-rich environment dedicated to building the next generation of civic leaders. Core Values: Responsibility, Education, Attitude, Compassion and Teamwork (REACT). Motto: Building a shared vision through a FLIP in attitude and behavior. Fontana School Police Chief Martin Sissac has seen firsthand the program’s benefits. He says, “FLIP is a unique diversion program because it focuses on experiences that students have, whether at home, at school or on the weekends. Because FLIP addresses the whole child, it has the potential to be very transformative, and we have experienced — through parent and administrator testimony — that a student’s behavior significantly changes after graduating from FLIP.”

Program Details and Results Students enrolled in FLIP are required to attend 16 eight-hour consecutive Saturday classes. Class topics include violence prevention, drug and alcohol resistance, ethics, leadership skills development and teamwork. The curriculum includes field trips to the Museum of Tolerance, University of Southern California, West Valley Juvenile Detention Center and the San Bernardino County Coroner’s Office. In addition, parents of students selected for FLIP must attend parenting classes. Since FLIP’s inception, the school district has experienced dramatic declines in suspensions, expulsions, dropouts and juvenile arrests. Although data are districtwide, the synergistic impact of FLIP is apparent — FLIP students consistently demonstrate positive behavior that has a campuswide impact. The results are noteworthy. Between year one (2010–11) and year seven (2017–18) of the program: • Suspensions declined from 62,423 to 1,516;

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• Expulsions declined from 84 students to 35; • Dropouts declined from 500 students to 263; and • Juvenile arrests declined from over 1,000 to 227. An analysis of disciplinary records at two schools with the largest FLIP representation revealed a significant drop in negative behavior during the last three years, with decreases in disciplinary actions for these infractions:

Program participants join in a Walk for Kids event and complete an agility course.

E S

CITY OF PINOLE

• Obscenity/profanity decreased by 62 percent at the high school and 92 percent at the middle school;

The City of Pinole with a diverse population of over 19,000 residents is located on the shores of San Pablo Bay in West Contra Costa County within the beautiful San Francisco Bay Area. This picturesque city situated on gently rolling hills, is known for its rich architectural heritage, historic past, friendly neighborhoods, diverse businesses and economic and shopping opportunities.

• Vandalism decreased by 90 percent at the middle school (no change at the high school);

Under the direction of the Mayor and City Council, the City Manager has overall responsibility for administration, fiscal management, operations and planning of all City functions, programs and activities. The City CITY Manager is responsible for implementing MANAGER and accomplishing Council/City goals and objectives and for ensuring that the community is provided with desired and mandated services in an effective, cost-efficient manner. The position oversees a General Fund of over $15 million and a city staff of 113 FTEs.

• Bullying decreased by 93 percent at the high school and by 50 percent at the middle school; and • Sexual harassment decreased by 80 percent at the high school and by 27 percent at the middle school. Fontana Police Chief Billy Green says, “The Fontana Leadership Intervention Program is truly making a difference in our community. The relationships our officers are able to build with the participants have proved to be life changing.” Fontana Mayor Acquanetta Warren also supports the program. She says, “FLIP is transforming young lives by providing at-risk students with the necessary tools to make positive life changes. Students are graduating from FLIP with newfound self-respect, confidence, accountability and a willingness to be proactive when confronted with challenges. The program is investing in our at-risk students, and the return on that investment is priceless. We are changing the world in Fontana, one child at a time.” Contact: Sgt. Keller Guthrie, Fontana Police Department; phone: (909) 356-3368; email: Kguthrie@Fontana.org. ■

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

The ideal candidate will be a seasoned public executive with Fax: 408.399.4423 knowledge of budgets, finance, strategic planning/implementation, email: jobs@averyassoc.net and overall city administration. A BA/BS with major course www.averyassoc.net work in public/business administration, public policy, finance, engineering, planning or a field related is required, with an MA/MS preferred. To be considered, please visit our website at www.averyassoc.net/current-searches/ for a detailed job announcement, including ideal candidate profile, and how to apply on the Avery Associates Career Portal.

Environmental Sustainability Director and Building Official CITY OF MALIBU, CA

Salary Range: $150,386 – $196,220 annually

The City of Malibu is a beautiful coastal community of approximately 13,000 located in the northwest corner of Los Angeles County. Encompassing approximately 21 square miles, Malibu consists primarily of residential development. The City is seeking an Environmental Sustainability Director and Building Official who will be a vital member of the City’s Executive Management Team. The ideal candidate will possess a strong background in building and safety, be knowledgeable of environmental policy and best practices, and be detail-oriented and flexible. The new Director will have high ethical and professional values and a strong commitment to customer service. Must possess a collaborative management style and excellent interpersonal skills. A Bachelor’s degree is required. Master’s degree is highly desirable. Please visit MalibuCity.org/jobs for a more detailed description and formal announcement, including benefits. Apply online. EOE/ADA. Closing date is August 15, 2019 at 4:00PM.

Western City, August 2019

Bobbi C. Peckham • Phil McKenney

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Contact: Allan Crecelius or Sandra Comrie

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Western City, August 2019