Western City September 2018 by Western City Magazine

SEPTEMBER 2018 |

The Monthly Magazine of the League of California Cities®

10 Ways to Get the Most Out of the League’s Annual Conference & Expo p.10 Ballot Measure Activities and Use of Public Resources: What You Need to Know p.7 Cannabis Legalization in California: Nine Months Out p.21

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CONTENTS Calendar of League Events 2 3 President’s Message Meeting the Challenges Ahead for Cities

By Rich Garbarino

report on progress made during A the past year and a look at what lies ahead.

7 City Forum

Ballot Measure Activities and Use of Public Resources: What You Need to Know ublic agencies and officials face P important restrictions related to ballot measure activities.

9 News From the Institute for Local Government

Connect With ILG at the League’s Annual Conference

By Isabella Dalton

Check out these helpful resources.

10 League of California Cities 2018 Annual Conference & Expo Highlights

10 Ways to Get the Most Out of the League’s Annual Conference

By Katie Pebler

ake a few easy steps to optimize T your experience.

Expo Exhibitors p.13

Cannabis Legalization 21 in California: Nine Months Out

By Tim Cromartie

ain an overview of current issues G for cities.

A New Technology for City 23 Publishing

By Chris Steins

n innovative approach simplifies A online publishing.

Creating a Collaborative 27

Setting the Standard for Cooperative Purchasing Solutions

Community Development Initiative

By Shaun M. Anderson

sing sports for community U development initiatives holds promise for cities.

Getting the Most Value 29 From Your City’s Technology Investment

By Jim Lewis

n average, cities spend 2.5 to O 3 percent of their overall budgets on technology.

Perspectives on City 33

Management From ICMA President-Elect Karen Pinkos

By Eva Spiegel

l Cerrito Assistant City Manager E Karen Pinkos will have an opportunity to shape both policy and the future of the city management profession.

Job Opportunities 38 Professional Services 47 Directory

Cover photo: Courtesy of the Long Beach Convention & Visitors Bureau

EXPLORE the U.S. Communities Zone at the League’s 2018 Annual Conference & Expo to meet the exhibiting suppliers in booths 1024—1039.

ENTER TO WIN a $3,000 voucher for your city that may be used with any exhibiting U.S. Communities supplier. To enter, play the trivia game in the League’s 120th Anniversary Plaza in booth 1365.* *The winning city will be announced at the Closing Luncheon & General Assembly on Friday, Sept. 14, 12:30 — 2:30 p.m.

President Rich Garbarino Council Member South San Francisco

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

First Vice President Jan Arbuckle Council Member Grass Valley

Second Vice President Randon Lane Council Member Murrieta

Immediate Past President JoAnne Mounce Mayor pro Tem Lodi

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 Rony Berdugo Dan Carrigg Pam Herrera Rebecca Inman Melissa Kuehne Melissa Lienau Meghan McKelvey Bismarck Obando Jason Rhine Jennifer Whiting

leaguevents SEPTEMBER 12

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.

12–14

League of California Cities 2018 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.

DECEMBER

Associate Editors Carol Malinowski Carolyn Walker

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.

Design Taber Creative Group Advertising Design ImagePoint Design

12–13

For photo credits, see page 39. 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. 9.

IND EN

Supplied by Community Energy

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.

Event and registration information is available at www.cacities.org/events. For the latest information on League conferences and events, follow us on Twitter @CaCitiesLearn. For legislative and policy updates and more, follow @CaCities. Follow Western City @WesternCityMag. Join us on Facebook. www.facebook.com/westerncity www.facebook.com/LeagueofCaCities

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

League of California Cities

www.cacities.org

President’s Message by Rich Garbarino

Meeting the Challenges Ahead for Cities This is my final Western City column as League president, and I’m reporting to you on the progress we have made during the past year. To be successful, an organization must reflect the composition of its members. When my term began, I made a commitment to seek diverse voices and viewpoints in our membership, particularly on our board of directors, policy committees and General Resolutions Committee. I reached out to the League’s diversity caucuses and several divisions, including the East Bay, Central Valley, Monterey Bay, Redwood Empire, Peninsula and Los Angeles County, and asked them to encourage their members to become more involved with the League’s activities — and our members responded by stepping up to serve. In making appointments to League committees, I placed emphasis on seeking fresh voices and perspectives. In addition, I’m happy to report that there were 24 applications for the open at-large positions on the board of directors, and we will have at least 12 new board members — a significant proportion — when the board is sworn in later this month. This is a healthy sign for an organization as large as ours, and it’s good to see so many of our members interested in leadership positions.

D.C., Charlotte, North Carolina, and Pittsburgh, Pennsylvania, to attend National League of Cities events. Meeting and discussing issues with our congressional delegation and White House staff as well as with other state league presidents and officers was something I never dreamed that I would be doing. It was an unforgettable and positive learning experience. Similarly, participating in meetings with Gov. Jerry Brown and legislators in Sacramento gave me insight on how our

state government functions. I feel very fortunate to have had these opportunities to sit with state leaders to present the League’s position on critically important issues that affect the common interests of our cities and California.

Focusing on Strategic Priorities: Homelessness The League’s executive officers met with Gov. Brown in January 2018. At that time, there was no money for homelessness in the state budget. Addressing homelessness was one of the League’s strategic priorities in 2018, so we raised the issue with the governor. Throughout the year, the League worked on this issue with a coalition that included mayors representing the state’s largest cities. These efforts resulted in $250 million being included in the governor’s “May Revise.” Gov. Brown also attended continued

During my term as president, I had the opportunity to travel to Washington,

www.westerncity.com

Western City, September 2018

Meeting the Challenges Ahead for Cities, continued

a meeting of the League board, where members reiterated the need for additional funding to address homelessness. Ultimately, the FY 2018–19 state budget included $500 million in one-time Homeless Emergency Aid Block Grants. Another positive outcome of the budget includes an effort to improve coordination by the state’s various homelessness programs by enhancing the role of the state’s Homeless Coordinating and Financing Council and moving it to the California Business, Consumer Services and Housing Agency. The council will provide statewide guidance on homelessness issues and develop a statewide plan in collaboration with state and local governments.

Proposition 6 would endanger dedicated funding for work currently underway or in the planning stages in cities statewide to improve road and bridge safety and meet earthquake safety standards.

League of California Cities

This action mirrors a recommendation in the Homelessness Task Force Report released this spring by the League and California State Association of Counties. The report concludes that state and local governments should better coordinate on homelessness issues if meaningful progress is to be made. (Kudos to League First Vice President and Grass Valley Council Member Jan Arbuckle, who co-chaired the task force and contributed to its success.) City officials are encouraged to review the task force report and prepare for the millions of dollars that are directed at local governments. You can find the report online at www.ca-ilg.org/homelessness-0.

Challenges for the League in 2018 This has been a busy year for the League, given the number of ballot measures that the organization reviewed and took positions on. The good news, of course, is that all three of these League-supported measures on the June 2018 ballot passed: • Prop. 69, which prohibits the Legislature from diverting new transportation funds for other purposes. It extends constitutional protections to new revenues generated by SB 1 (Beall, Chapter 5, Statutes of 2017) that were not protected and guarantees that transportation funds can only be used for transportation improvement purposes; • Prop. 68, a $4 billion bond to address the state’s most important water, parks and natural resources needs. Each city will receive per-capita funding of at least $200,000 and be eligible to apply for millions of dollars in grants for parks and water infrastructure; and • Prop. 72, which provides a property tax exclusion for the construction or addition of a rainwater capture system. Although we were successful in June, cities have much at stake on the upcoming November ballot.

www.cacities.org

November 2018 Ballot Measures Impacting Cities: Housing, Transportation and More Cities are now focusing on several measures slated for the November 2018 ballot. The League supports Propositions 1, 2 and 3 and opposes Prop. 6. Prop. 1, the Veterans and Affordable Housing Bond Act of 2018, was placed on the ballot by SB 3 (Beall, Chapter 365, Statutes of 2017). The League identified the need to improve housing affordability in its 2017 and 2018 strategic goals, and this measure will help build affordable housing for veterans, working families, people with disabilities and Californians experiencing homelessness. Prop. 1 dedicates $1 billion to providing affordable homes for veterans and is expected to create 137,000 jobs. For more information on Prop. 1, visit www.vetsandaffordablehousingact.org. Prop. 2, the No Place Like Home Act of 2018, was placed on the ballot by AB 1827 (Chapter 41, Statutes of 2018) to resolve a legal ambiguity associated with building 10,000 units of housing for homeless individuals with mental illness through the No Place Like Home program. This measure would authorize

Proposition 3 would provide funding for much-needed water infrastructure projects.

the Legislature to amend the No Place Like Home Act of 2018 by a two-thirds vote as long as the amendment is consistent with and furthers the intent of the act. Prop. 2 relates directly to the League’s strategic priority to address homelessness. To learn more about Prop. 2, visit https://CAyesonprop2.org. Prop. 3, the Supply and Water Quality Bond Act of 2018, authorizes $8.8 billion in state general obligation bonds for various water infrastructure projects.

Proposition 6 Would Eliminate Funding for Local Bridge and Road Safety Projects Prop. 6, the Repeal of the Road Repair and Accountability Act, would eliminate more than $5 billion annually in existing transportation funds and endanger funding for 6,500 local projects currently underway or planned that focus on bridge and road safety, traffic congestion relief and transportation and public transit continued

Addressing homelessness was one of the League’s strategic priorities in 2018, so we raised the issue with the governor. Ultimately, the state budget included $500 million in homelessness grants.

www.westerncity.com

Western City, September 2018

Meeting the Challenges Ahead for Cities, continued

improvements. Protecting existing transportation funding for local priorities and opposing efforts that reduce or eliminate funding for cities is also a 2018 League strategic priority. Prop. 6 would put at risk work being done to upgrade bridges and overpasses to meet earthquake safety standards and improve the safety of our roads. To learn more about Prop. 6, visit www. cacities.org/NoProp6. When familiarizing yourself with these measures to learn what is at stake for your community, remember to do so on your own time and using only personal — not public — resources.

Lessons Learned: Being Prepared Is Key The keys to the League’s capacity to fight harmful measures and support constructive legislation include: • A board of directors ready to take positions and action; • The grassroots network supported by the League’s regional public affairs managers; • Our members’ hard work and commitment; • CitiPAC, the League’s political action committee that raises resources to advocate on ballot measures; and • The ability to act early and decisively.

League of California Cities

All of these elements play essential roles in the League’s power to defend local control and protect our communities. You need resources, like CitiPAC, to get a place at the table when policy discussions are underway — and you must be organized and ready to respond when threats arise, because everyone else at the table is poised to take swift action. Maintaining the infrastructure needed to respond quickly is critically important to the success of our advocacy efforts. As the League moves forward, we should keep in mind these lessons from the past year. It’s essential to be prepared to defend what we have gained. For example, 10 years of hard work were needed to secure adequate funding from the state for local transportation. Once that funding is in hand, it must be defended, and we have to be ready to respond to threats, in the Legislature and at the ballot box. To protect local control, we must maintain a strong defense — both in terms of legislative advocacy and our infrastructure, which comprises our lobbyists, regional public affairs managers, CitiPAC and League members. Beyond

playing defense, we must also be prepared to play offense as needed. Our strength lies in our unity. We must remain united. It’s essential to leave our partisan affiliations at the door when we gather and do our best to serve the interests of our residents. I encourage you to take these lessons to heart and to support the League’s advocacy efforts focused on the November ballot. ■

Acknowledgments and Thanks My thanks to the League’s executive officers, as well as its fantastic staff, for making my term and year as president an enjoyable experience. Your professionalism speaks volumes for the organization. Many thanks to my fellow officers and board members for their support and confidence in me during my term of office. I’ve enjoyed working with each and every one of you. Congratulations to incoming League President Jan Arbuckle, First Vice President Randon Lane and Second Vice President nominee John Dunbar — I wish you much success.

Gov. Jerry Brown speaks to the League board in April 2018, and the League executive committee meets with him in January 2018, right.

left

www.cacities.org

Ballot Measure Activities and Use of Public Resources:

What You Need to Know Public agencies play an important and ongoing role in contributing to the public’s access to information on important issues, including ballot measures. Regarding issues that either may be or are on the ballot, two areas of law apply to public agency communications activities:

Understanding What’s Permissible Under the Law

1. A body of case law articulating what public agencies may and may not do with public resources to communicate their views on ballot measures; and

• Prepare and distribute an objective and fact-based analysis on the effect a ballot measure may have on the agency and those whom the agency serves;

2. Campaign restrictions and transparency requirements set forth in the state’s Political Reform Act.

• Express the agency’s views about the effect of the measure on the agency and its programs, provided that the agency is exceedingly careful not to advocate for or against the measure’s passage;

Given the importance and relationship of ballot measures to policymaking, public agencies and officials face important restrictions and requirements related to ballot measure activities. The basic rule is that public resources may not be used for ballot measure campaign activities. Public resources may be used, however, for informational activities. The key difference between campaign activities and informational activities is that campaign activities support or oppose a ballot measure, while informational activities provide accurate context and facts about a ballot measure to voters. This article summarizes some of the key applications of these principles. The law, however, is not always clear and the stakes are high. Missteps in this area are punishable as both criminal and civil offenses. Always consult your agency counsel for guidance on how these rules apply in any specific situation. This article is adapted from a resource provided by the Institute for Local Government (ILG), the nonprofit research and education affiliate of the League, California State Association of Counties and the California Special Districts Association. ILG’s mission is to promote good government at the local level with practical, impartial and easy-to-use resources for California communities. For more information, visit www.ca-ilg.org.

www.westerncity.com

Public agency resources may be used to: • Place a measure on the ballot;

• Adopt a position on the measure, as long as that position is taken at an open meeting where all voices have the opportunity to be heard; and • Respond to inquiries about the ballot measure in an objective and fact-based manner. Agency communications about ballot measures should not contain inflammatory language or argumentative rhetoric. Public employees and elected officials may, on their own time and using their own resources, engage in the following activities: • Work on ballot measure campaigns or attend campaign-related events on personal time (for example, evenings, weekends and lunch hours); • Make campaign contributions to ballot measures, using one’s own money or campaign funds (while observing campaign reporting rules); and • Send and receive campaign-related emails using one’s personal (non-agency) computer and email address. continued

Western City, September 2018

Ballot Measure Activities and Use of Public Resources: What You Need to Know, continued

Restrictions on Public Officials’ Activities Public officials should not: • Engage in campaign activities while on agency time or using agency resources; • Use agency resources (including office equipment, supplies, staff time, vehicles or public funds) to engage in advocacy-related activities, including producing campaign-type materials or performing campaign-related tasks; • Use public funds to pay for campaign-related expenses (for example, television or radio advertising, bumper stickers or signs) or make campaign contributions; or • Use agency computers or email addresses for campaign communication activities.

Best Practices Public agencies are well-advised to implement these best practices: 1. Inform agency employees and public officials about these legal restrictions, particularly when a ballot measure affecting the agency has qualified for the ballot; and

League of California Cities

2. Include language on informational materials to clarify that the materials are provided for informational purposes only — for example, “These statements shall not be construed in support of or against (title of) ballot measure.”

When in the Process Do These Restrictions Apply? The rules against the use of public resources for campaign activities are triggered as soon as a measure has qualified for the ballot. There may be more latitude before a measure has qualified, but local officials and staff should consult their agency counsel regarding the permissibility of specific activities.

Disclosure Requirements Ballot measure activities that cross the line into advocacy are also subject to disclosure (transparency) requirements under California’s Political Reform Act (California Government Code Sections 81000 and following). ■

Missteps in this area are punishable as both criminal and civil offenses. Always consult your agency counsel for guidance.

Connect With ILG at the League’s Annual Conference The Institute for Local Government (ILG) is offering a number of conference sessions and events at the League of California Cities 2018 Annual Conference & Expo. ILG is also hosting a table at the Expo — stop by and meet the staff, browse our materials and get answers to your questions.

AB 1234 Training: Public Service Ethics Laws and Principles State law requires elected and appointed officials to receive two hours of training on specific ethics laws and principles every two years. Join a panel of experts as they provide an overview of essential ethics laws and principles, and receive or renew your certification in this preconference session: AB 1234 Ethics Training, 9:00 a.m., Wednesday, Sept. 12.

Igniting Passion for Public Service: Civics Education & Workforce Development Preparing today’s youth with civic knowledge, skills and values is essential to ensuring the success of our cities. ILG works with communities statewide to develop and strengthen school-municipal partnerships that provide young residents with opportunities and internships to foster a better understanding of how local governments function. Join a panel of experts as they discuss the importance of civics education to youth, best practices in this area and more about ILG’s Governments Engaging Youth initiative at the “Igniting Passion for Public Service: Civics Education & Workforce Development” session, 4:15–5:30 p.m., Thursday, Sept.13.

offers a framework that any city can use to plan and implement its public engagement efforts. The Think, Initiate, Engage, Review & Shift (TIERS) Public Engagement Framework for Local Governments and TIERS Learning Lab support city officials and staff’s use of deliberative planning to better engage the public. Join us at the “Tie Into TIERS: A Guide to Practical Public Engagement” session from 3:45–5:00 p.m., Wednesday, Sept.12, to learn about the TIERS framework and how to build and manage successful public engagement that supports local government work, stakeholder input and project success.

Before, During and After California Wildland Fires: The New Normal In 2017, a series of wildfires devastated California’s wine country and the Southern California coast; 44 people died, thousands of homes were destroyed and the fires caused over $10 billion in damage. In summer 2018, wildfires again ravaged the Golden State. Attend the “Before, During and After California Wildland Fires: The New Normal” session to hear Santa Rosa Mayor Chris Coursey, Ventura Deputy Mayor Matt LaVere and Sonoma County Supervisor James Gore share lessons learned and best practices to help cities become more resilient before, during and after devastating wildfires. Participants will learn which policies and practices are essential before wildfires hit, communication and community engagement strategies to employ during the crisis, and how to

by Isabella Dalton

address environmental and economic recovery during the aftermath. Join us Thursday, Sept. 13, from 8:15–9:30 a.m., for a facilitated discussion to get all the information you need to be prepared for “the new normal.”

Beacon Spotlight Award Ceremony For more than a decade, California communities have led the nation on responding to climate change. At the annual conference, cities and counties from throughout the state will be recognized for their achievements in: • Saving energy; • Reducing greenhouse gas emissions; and • Adopting policies and practices that make our communities more sustainable, resilient and green. Join ILG at its annual Beacon Spotlight Award Ceremony on Thursday, Sept. 13 from 5:30–7:30 p.m. to honor local governments that are making a difference. For more information, contact Karalee Browne, Sustainable Communities program manager for ILG, at kbrowne@ ca-ilg.org or (916) 658-8274.

Additional Resources To find room locations for the sessions described here, see the conference program or app. Explore ILG programs and initiatives at www.ca-ilg.org. ■

Isabella Dalton is communications assistant for the Institute for Local Government and can be reached at idalton@ca-ilg.org.

Tie Into TIERS: A Practical Guide to Engaging Your Community Local governments throughout California use a variety of public engagement strategies and approaches to address issues ranging from land use and budgeting to climate change and public safety. ILG www.westerncity.com

20 18

10 Ways to Get the Most

League’s Ann

League of California Cities Annual Conference & Expo Highlights by Katie Pebler

Join us in celebrating the League’s 120th anniversary at the League of California Cities 2018 Annual Conference & Expo at the Long Beach Convention Center, Sept. 12–14. Whether this is your first time attending the League’s Annual Conference & Expo — or your 10th — you can take a few easy steps to get the most out of your experience. League staff have compiled these tips to help you optimize your time at the conference.

1. Be Sure to Register for Pre-Conference Activities.

2. Register for Your Division Event.

Pre-conference activities begin on Wednesday, Sept. 12, prior to the Opening General Session at 1:30 p.m. Arrive early to attend the policy committee meetings or take the AB 1234 Ethics Training starting at 9:00 a.m. City clerks can earn an extra CMC/MMC Advanced Education point by attending the City Clerks’ Workshop on Wednesday morning. If this is your first time attending the conference, join us for a special orientation session at 12:45 p.m.

Each region of California has unique challenges, and the League’s 16 regional divisions meet during the conference and provide opportunities for members to network and reflect on issues impacting their region.

League of California Cities

The regional divisions cover every corner of California and provide the necessary input and counsel from a diverse range of perspectives found in a large statewide membership. City officials, both elected and professional staff, work closely with

the League regional public affairs managers to develop and carry out grassroots activities. For information on your division event, contact your regional public affairs manager (www.cacities.org/regionalmanagers).

3. Download the Mobile App. Get quick access to the conference schedule by downloading the League’s app — and use it to build your itinerary. This handy tool is free to download and is available on all mobile devices. Check your app store and search for “CaCities”

Out of the

ual Conference or “League of California Cities.” See the conference lineup, view session descriptions, speaker information and materials and save your thoughts on the session — all directly in the app. You can also make use of the maps provided to help you find exhibitors with solutions to specific challenges in your city.

City clerks meet Wednesday morning during their workshop, and city attorneys will meet Thursday morning during a City Attorneys’ Track session.

4. Attend Your Department Meeting.

It may be hard to choose from the lineup of sessions — take some time the week before the conference to select from the 45 available options. Take it a step further: Ask the colleagues from your city with whom you are going to help cover the most popular sessions, and plan to discuss and share what you learned following the conference.

Discover what your colleagues in similar professions are working on by attending your department meeting. These departments meet Wednesday at 11:00 a.m.: • Mayors and Council Members; • City Managers; • Fire Chiefs; • Public Works Officers; • Personnel and Employee Relations Managers; and • Fiscal Officers.

5. Review the Session Descriptions and Bookmark the Session Materials Page.

All sessions materials will be posted as they are received by the League on the mobile app (see #3) or online at www.cacities.org/acmaterials. Staff highly recommends that you bookmark the session materials page to easily access the presentations you plan to attend.

Extra tip: Reviewing the materials is also an excellent way to decide if you want to attend a session.

6. Pack Smart and Plan for Getting Around. Attending any conference can require some stamina. You’ll be walking the Expo to visit innovative vendors and navigating to the Terrace Theater to hear captivating speakers at the General Sessions. In addition, you will be roaming from session to session at the Long Beach Convention Center, going out to dinner with colleagues and making your way back to your hotel. You will thank yourself later for planning ahead to avoid fatigue. Pack comfortable shoes, chargers for mobile devices and a water bottle that you can refill at convenient water stations located throughout the conference and Expo. continued

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

www.westerncity.com

Western City, September 2018

2018 Annual Conference & Expo Highlights, continued

7. Pack Your Business Cards and Make Time for Networking. The conference is not just about the presentations — it also provides multiple opportunities to network at scheduled events such as the Host City Reception and CitiPAC Leadership Reception. The League Diversity Caucuses events and divisions also welcome conference attendees at a variety of events. Between structured activities, you will certainly find yourself meeting and exchanging ideas with people from throughout California. Plan ahead by considering with whom you want to network — and don’t forget to bring a stack of business cards.

8. Review the Annual Conference Resolutions. Policy development is a key part of the League’s legislative effectiveness. Annual Conference Resolutions offer one way that city officials can participate directly in developing League policy. Resolutions must focus on municipal issues of statewide importance and can be submitted by any elected or appointed city official, individual city, division, department and policy committee or the board of directors. Resolutions for the 2018 conference were due to the League on July 14, and all resolutions and background information are available at www.cacities.org/resolutions. A petitioned resolution can also be introduced during

the conference to address any late-breaking issues. Resolutions will be considered up to three times during the conference: at policy committee meetings, during the General Resolutions Committee meeting and at the Closing Session General Assembly. Each city council designates a voting delegate in advance to represent your city during the General Assembly. Your city may also appoint up to two alternate voting delegates who can vote in the event that the designated voting delegate is unavailable. If you are a voting delegate or alternate, make sure to check in at the Voting Delegates Booth in the main lobby of the convention center when you arrive in Long Beach.

9. Visit the Member Services Booth. League members have access to a wealth of information and opportunities to optimize the benefits of membership. Visit the Member Services Booth to get information on League services available to you and your city, and enter a raffle for a discounted rate at a future conference!

League Executive Director Carolyn Coleman speaks at the 2017 Annual Conference & Expo.

10. Find Exhibitors, League Partners, U.S. Communities Vendors and the League's 120th Anniversary Plaza — All in the Expo! The League’s 2018 Annual Conference & Expo is the largest premier event in California that connects city officials with organizations and businesses that support municipal activities. With over 260 exhibitors, the Expo floor is an essential destination during the conference. In the Expo, attendees will also find special zones for the League Partners and U.S. Communities vendors. An exclusive Speaker Theater is located in the League Partners Village, reserved for presentations by our League Partners. New this year: Be sure to visit the fun and interactive 120th Anniversary Plaza where attendees can test their knowledge of California and League trivia. Come earn bragging rights, and the top points-getter will win a special prize at the end of the conference! ■

City officials and staff attend educational sessions, share solutions to common challenges and learn about new products at the League’s Annual Conference & Expo.

League of California Cities

www.cacities.org

2018 Annual Conference & Expo Highlights

Expo Exhibitors League Partners appear in fuchsia. Companies exhibiting in the U.S. Communities area of the Expo appear in bold.

Accela2

Avolve Software

ADA Consultant Services

AXA

California Department of Water Resources

Adherence Compliance

AyerTel Communications

California High Speed Rail Authority

Aetna

Best Best & Krieger LLP1,2

California Housing Finance Agency

Agenda Online

Blais & Associates

Alliance Building Solutions

BMLA, Inc.

California Joint Powers Insurance Authority

Alliance Resource Consulting LLC

Bob Murray & Associates

Allied Powers LLC

Borrego Solar Systems, Inc.

Amazon Business

Burke, Williams & Sorensen LLP1,2

Ameresco

Burrtec Waste Industries, Inc.2

California Statewide Communities Development Authority

American Tower

C Below, Inc.

CalPERS

Amgen Tour of California

California Association of Code Enforcement Officers

CalRecycle

California Association of Public Information Officials

Camino

ANP Lighting Aquam Pipe Diagnostics Arborjet Artistic Resources Corp Asphalt Zipper Avalon Amenities, Inc. Avery Associates

California Building Officials California Coast University California Consulting, Inc. California Department of Housing & Community Development

California Specialized Training Institute California State Water Resources Control Board

CalTrust CannaRegs Cartegraph Center for Public Safety Excellence Charles Abbott Associates2 Cintas Corporation Citrus Pest & Disease Prevention Program City Ventures CleanStreet Climatec LLC2 Colonial Life Columbia Vehicle Group CommunityConnect Labs Contractor Compliance and Monitoring, Inc. Cordico

Visit the Expo and explore new ways to meet your community’s unique needs.

continued

1 — Institute for Local Government Partner; 2 — CitiPAC supporter. List current as of Aug. 1, 2018. Visit us at www.cacities.org/2018expo.

www.westerncity.com

Western City, September 2018

2018 Annual Conference & Expo Highlights, Expo Exhibitors, continued

CPR1 - AED Total Solution Crown Castle International, Inc.1,2 CSG Consultants, Inc.

Ralph Andersen & Associates Providing Executive Search, Consulting, and Compensation Services Since 1972

CXT Prefabricated Concrete Buildings Cyclone Lighting Cyclone Technology LLC Dapeer, Rosenblit & Litvak LLP Dart Container2 Davey Resource Group, a Division of the Davey Tree David Taussig & Associates, Inc. DD DANNAR LLC Dekra-Lite DGS Statewide Travel Program

Visit us in Long Beach! (Booth 843) or online at ralphandersen.com @raajobs

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Diehl Metering LLC Dividend Finance2 DLR Group dotMaps Earth Systems Econolite Ecube Labs Co., Ltd.

At LCW we are not solely lawyers. For nearly 40 years, we have been your trusted partners, helping public employers avoid legal problems and navigate challenging situations. California cities serve others, and we are honored to serve them in all areas of law, including: • • • • • • •

Employment Law Litigation Labor Relations Negotiations Retirement Wage & Hour Preventative Training

League of California Cities

EMG Energy Upgrade California Engie Services U.S. Ennis-Flint Enterprise Rent-A-Car

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The Expo features a wide range of products and services for cities of all sizes.

e-PlanSoft

iBank

Interwest Consulting Group2

Exeloo Public Restrooms

In God We Trust-America, Inc.

Farber Specialty Vehicles

Indoor Environmental Services

FATHOM

Inframark

ISES Corporation Iteris, Inc.

continued

Fieldman, Rolapp & Associates, Inc. First Capitol Consulting ForeFront Power FuelCell Energy

1 — Institute for Local Government Partner; 2 — CitiPAC supporter. List current as of Aug. 1, 2018. Visit us at www.cacities.org/2018expo.

GameTime George Hills Company, Inc. GeoStabilization International Gordian GovHR GovQA GovSpend Graphic Solutions Greenfields Outdoor Fitness Greenshine New Energy HAI, Hirsch & Associates, Inc. Landscape Architects HB Staffing HdL Companies

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For more information, please contact PARS at: 800.540.6369 x 127 or info@pars.org; www.pars.org

Visit us in Long Beach at booth #1138 during the League of California Cities Annual Conference, September 12th & 13th, 2018

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Western City, September 2018

2018 Annual Conference & Expo Highlights, Expo Exhibitors, continued

Jamboree Housing Corporation

Learn4Life

Neptune Coatings Corporation

JAS Pacific

LECET Southwest

Nextdoor

Johnson Controls

Library Systems & Services

NLC Service Line Warranty Program

Jones & Mayer

Liebert Cassidy Whitmore

NO-DES, Inc.

JustServe

Lincoln Financial Group

Kaiser Permanente Kamstrup Water Metering

Los Angeles City Employees Association

Northern California Carpenters Regional Council

Kasdan Lippsmith Weber Turner LLP

LSL CPAs

NV5

Keenan & Associates2

Lumca, Inc.

Omega II Fence Systems

Keyser Marston Associates, Inc.

Macias Gini & O’Connell LLP

Omni-Means, A GHD Company

Kosmont Companies2

Matrix Consulting Group

OpenGov

Kronick Moskovitz Tiedemann & Girard1

Meyers Nave

Michelson Found Animals Registry

Otto Environmental Systems North America, Inc.

LA County Metropolitan Transportation Authority

MNS Engineers, Inc.

PARS

MuniServices, an Avenu Insights and Analytics Co.2

PERC Water

Langan Engineering Environmental Services

MuniTemps

PetData

MyCivic

Piper Jaffray

Lara International, Inc.

NEOGOV

PMA Financial Network

LaneLight/ITEM, Ltd.

LCP Tracker, Inc.

NUUO, Inc.

Periscope Holdings

PowerFlare - PF Distribution Center, Inc. Powersmiths International Corp. Precision Concrete Cutting

1 — Institute for Local Government Partner; 2 — CitiPAC supporter. List current as of Aug. 1, 2018. Visit us at www.cacities.org/2018expo.

PReMA CORP Procure America Public Agency Risk Sharing Authority of California

Laborers’ International Union of North America

BUILDS PEOPLE BUILDS PROJECTS BUILDS CALIFORNIA

LIUNA partners with responsible contractors, public and private entities, elected officials, and community groups to build and maintain the infrastructure needs of communities throughout California while providing residents a career in the construction industry. www.LiUNAbuildsCA.org | 855-532-3879

League of California Cities

www.cacities.org

Public Financial Management Group Public Restroom Company The Expo offers an exceptional array of services and products.

QLess, Inc. QuickCaption Radarsign LLC Ralph Andersen and Associates RealTerm Energy Regional Government Services Authority Renew Financial Renne Public Law Group1 Renovate America (HERO Program)1,2 Republic Services2 Retail Marketing Services Revize Government Websites Richards Watson Gershon1,2 RJM Design Group, Inc. RKA Consulting Group Rosehill Highways RSG, Inc. SA RECYCLING SAFEbuilt LLC SafetyPlusWeb safetysteptd, Inc. Schaefer Systems International, Inc.

Visit us at Booth #1139 at the Leagueâ&#x20AC;&#x2122;s Annual Expo! continued

City officials and staff seeking innovative ways to serve the public chat with vendors at the Expo.

(909) 594-9702 www.rkagroup.com

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

Western City, September 2018

2018 Annual Conference & Expo Highlights, Expo Exhibitors, continued

Schneider Electric2

SeamlessGov by SeamlessDocs

Siemens2

ScholarShare Investment Board

SECURITY LINES US

Silver & Wright, LLP

SDI Presence LLC

SERVPRO

Sloan Sakai Yeung & Wong, LLP

SmartCitiesPrevail.org2 1 — Institute for Local Government Partner; 2 — CitiPAC supporter. List current as of Aug. 1, 2018. Visit us at www.cacities.org/2018expo.

SmartWorks Partners SoCalGas2 Sol By Carmanah SolarMax LED South Coast Lighting and Design Southern California Library Cooperative SouthTech Systems Spohn Ranch Skateparks Sportsplex USA Sprung Structures SPURR SSA Landscape Architects, Inc. Stalker Radar State of the City Presentations Superion Superior Property Services, Inc. Superior Tank Solutions SurveillanceGrid Integration, Inc.

BB&K helps cities, counties, economic development agencies, housing authorities, redevelopment successor agencies and housing successor entities navigate the post redevelopment regime. We provide guidance on the ever-changing regulatory landscape, community enhancement programs and other economic development tools available to fund projects and accomplish development goals.

Discover the latest developments in municipal fleet technology at the Expo.

www.BBKlaw.com OFFICES ACROSS CALIFORNIA AND IN WASHINGTON, D.C.

League of California Cities

www.cacities.org

Swagit Productions LLC SyTech Solutions TAPCO TBWB Strategies Technisoil Global, Inc. Stop by the Expo and check out new ways to save time and money.

Terracon Consultants, Inc. The Code Group, Inc., dba VCA Code The Home Depot The Pun Group LLP TKE Engineering, Inc. TNT Fireworks Toyota Motor North America, Inc. Trane1 Trane Energy Services Transtech Engineers, Inc. Tremco Police Products Tribal Alliance of Sovereign Indian Nations Twining, Inc. TV Pro Gear U.S. Auctions

U.S. Communities

West Coast Arborists, Inc.2

U.S. Flood Control Corp.

Western Materials & Design

U.S. Monuments Plus

Willamette Valley Company

Underground Refuse Systems, Inc.

Willdan

Union Pacific Railroad

Working Scholars Program

United Pumping Service, Inc.

World Sports Solutions International

Vanir Construction Management, Inc.

Ygrene Energy Fund2 ■

Velosimo ViewPoint Cloud Voxloca Wells Fargo

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Western City, September 2018

Cannabis Legalization in California: Nine Months Out by Tim Cromartie

Tim Cromartie is a senior advisor for HdL Companies and can be reached at TCromartie@hdlcompanies.com.

League of California Cities

www.cacities.org

California cities face two main challenges related to taxing cannabis businesses: 1. The black market for the product remains very active despite legalization; and 2. The state tax rate is already quite high at 25 percent. Keeping taxes at a reasonable rate is a key factor in combating the black market. Additional taxes, such as the Bradley-Burns Uniform Local Sales and Use Tax that is part of any commercial purchase, must be factored in before local governments can consider the rate at which they tax cannabis. The “pain point” at which both producers and consumers will decide to remain in the black market is about 30 percent, which does not leave much room for local taxes until and unless the state rate is lowered. Legislation introduced earlier this year to lower the state tax rate died in the state Assembly Appropriations Committee and, for the very first time, the governor’s 2018–19 budget contained an allocation for combating the black market for cannabis. The “Cannabis Legalization in California: Nine Months Out” session at the League’s 2018 Annual Conference & Expo will present a panel discussion of best practices for setting local tax rates in the political and fiscal landscape of California’s post-legalization cannabis market.

Issues Related to Implementation Dozens of cities and counties are moving to enact cannabis regulations and taxes via ballot measures in the November 2018 election. This session will provide an overview of how many local jurisdictions will be ready to allow cannabis operations by January 2019. It will also provide updates on:

Cannabis Cultivation in California Attendees will hear about recent events within the cultivation market amid concerns that as of March 2018 the state had already issued sufficient cultivation licenses to meet 200 percent of California’s demand. Will this result in a glut of product on the market and a nose dive in prices? Can cities expect a high rate of failure of cultivation operations? The session will answer these questions and more.

Manufacturing: Safety and Marketability of Volatile vs. Nonvolatile Solvents The panel will discuss manufacturing operations and the safety of extraction using volatile solvents based on recent state law codifying a safe practice modeled after one used for decades in the food services industry. Other topics to be addressed include the marketability of products using both volatile and nonvolatile extraction methods as well as new developments on edibles and public health. ■

• The state’s enforcement of health and safety regulations via mandated product testing, which took effect July 1, 2018; and • California’s “track-and-trace” product tracking system. In addition, the panel will look at whether the state is contemplating changes in the definition of “ownership” of cannabis businesses.

Don’t Miss This Session at the Annual Conference Panelists at the “Cannabis Legalization in California: Nine Months Out” session at the League of California Cities 2018 Annual Conference & Expo will include Tim Cromartie, the author of this article, and: • Joe Devlin, chief, Office of Cannabis Policy and Enforcement, City of Sacramento; • Cat Packer, executive director, Department of Cannabis Regulation, City of Los Angeles; and • Lori Ajax, chief, Bureau of Cannabis Control, California Department of Consumer Affairs. The session will be held from 1:00–2:15 p.m., Thursday, Sept. 13. See the conference brochure or app for location details.

Western City, September 2018

Innovative software addresses a common accessibility issue.

A New Technology for City Publishing by Chris Steins

A new open source document publishing approach created by the City of Los Angeles holds promise for other cities.

You’re about to start creating an important new document. Maybe it’s your city’s new General Plan, a community Specific Plan or the new budget. You know eventually you’ll also need to publish a version of the plan online, but that’s months — sometimes years — away. Imagine if there were a way to easily publish your new document as a print document and also as an interactive website that is searchable, optimized for mobile devices and personalized to each.

Challenges of PDFs If you’ve encountered this publishing challenge before, you may have addressed it by publishing the document using the portable document format (PDF). How-

ever, publishing in PDF presents some significant problems: • PDFs work poorly on mobile smart phones like Apple’s iPhones and Google’s Nexus phones. About 50 percent of web traffic now comes from these devices; • PDFs are not easily searchable. Google can index only the entire document. To find a word or phrase, you must open the entire document; • PDFs are large. Complex planning documents can be quite sizable, especially if they include detailed charts or maps. Splitting a document into multiple chapters solves the problem of size but makes it difficult to search through the entire document; and

Chris Steins is CEO of Urban Insight and can be reached at steins@urbaninsight.com.

• PDFs are not native to the internet. If you want to include interactivity, tags, complex search features or many of the other benefits of websites, these features can’t be easily replicated with PDFs.

A New Approach These problems are being addressed by the City of Los Angeles, which has developed new software to publish its new zoning code. First adopted in 1946, the city’s zoning code structure is largely unchanged although the city’s needs have changed drastically. The city has embarked on an ambitious effort to modernize its zoning code to meet the needs of all stakeholders. The City of Los Angeles encompasses 469 square miles with over 4 million people, making it the second-largest city in the United States. Los Angeles includes a wide variety of neighborhood continued

www.westerncity.com

Western City, September 2018

A New Technology for City Publishing, continued

Alongside the effort to modernize the zoning code, an effort is underway to rethink how a complex planning document should be published online and how to make it easier for residents and businesses to find the sections of the zoning code that are relevant to them.

New Features Simplify the Process The new software enables a document creator to author and design the document using software like Adobe InDesign or Microsoft Word. When the document is

ready to publish — whether for public review or the final draft — you can convert the draft to a mobile-optimized, searchable website in a few minutes. When you make a change to your document, you simply republish to the website.

2. Website software — This converts your e-template to web content and publishes your document online. The website software is based on the open source, widely used Drupal web content management software; and

The system has the potential to dramatically improve the efficiency and accessibility of the work that planners and city staff perform.

3. Geographic information system (GIS) — The city’s GIS software enables visitors to type in an address or land use, and the website software selects the sections of the zoning code that are relevant to the visitor.

Three components make this new publishing process possible: 1. E-template — Instead of starting with a completely blank document, you begin with an e-template. This template allows you to use formatting styles as you build your document so that when you’re ready to publish, the document contains information like the document structure and informational tags;

Options for Cities In March 2017, the Los Angeles City Council adopted a resolution to make the underlying technology available to anyone as open source software. By doing so, the city enabled any other organization to freely use both technology components — the e-template for Adobe InDesign and

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and landscape types, from dense urban areas downtown to suburban single-family neighborhoods in the San Fernando Valley. This creates the need for rules and regulations flexible enough to accommodate the city’s diverse physical landscape and uses.

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League of California Cities

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The system has the potential to dramatically improve the efficiency and accessibility of the work that planners and city staff perform. the website software. This free version is available on Github, a popular website for distributing computer code, at https://github.com/CityOfLosAngeles/ webcode-toolkit. In July 2017, the American Planning Association (APA) recognized the Los Angeles Department of City Planning at the APA’s 2017 National Planning Conference with its APA Technology Division’s Smart Cities Award for this technology. For a resource-strapped city Information Technology (IT) department that has far too many critical projects, even the promise of free, open source software may

be too much to take on. In this case, a city can access a hosted version of this software that does not require any technical support by the city’s IT department. To differentiate the hosted version from the version used by the City of Los Angeles, this hosted version is called Tangerine. More information about Tangerine is available at www.tangerinedocuments.com.

Learn More About This at the Annual Conference Erick Lopez, city planner with Los Angeles Department of City Planning and the visionary behind the software described in this article, will demonstrate how this new system allows website visitors to personalize the city’s zoning code at the “Three Important Planning Technologies” session at the League of California Cities 2018 Annual Conference & Expo, Thursday, Sept. 13 at 2:45 p.m. For location details, see the conference brochure or app.

The City of Los Angeles expects to release a public draft of the new zoning code in late 2018 using this new document publishing approach. To keep up to date on the City of Los Angeles’ zoning code update process, visit www.recode.la. ■

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Creating a Collaborative

Community Development Initiative by Shaun M. Anderson In cities nationwide, policymakers and business developers typically convene to discuss the best ways to improve their cities. However, when these improvements are in the planning stages, individuals without power or influence are often left out of the decisionmaking process, so how can public-private partnerships enhance local residents’ engagement on community development issues? Exploring how to collaborate with local residents about community development through the context of sports offers one way to do this.

Unique Features Help Create Positive Community Impacts Sports organizations have been entrenched in many local communities for decades. In particular, these organizations have had a history of creating initiatives to positively impact their communities. Sports have six unique features: 1. Media distribution and communication power; 2. Youth appeal; 3. The capacity to deliver positive health benefits through efforts that include getting youth involved in sports activities and modeling healthy habits and the advantages of exercise for youngsters;

4. Social interaction; 5. Cultural integration — people from diverse cultures and communities share a common experience when attending and enjoying a sporting event, sitting next to each other and relating to each other in a more positive way than they might in another setting; and 6. The ability to promote awareness of environmental and sustainability issues — for example, when a new sports stadium is being planned, the city responds to residents’ concerns about increased traffic congestion by taking action to mitigate these impacts, thus resulting in a net environmental improvement for the community. Such processes work best when local government, community members and the sports organization collaborate. Using major and minor league sports for community development initiatives holds promise for cities and can inform future efforts. For example, the southwest region of Los Angeles County is conducting major revitalization efforts, with the featured attractions being the National Football League franchises of the Los Angeles Rams and Los Angeles Chargers — along with the National Basketball Association franchise of the Los Angeles Clippers —

establishing their headquarters in the community. Although these organizations have expressed a commitment to community development for all individuals, similar moves by corporations have often resulted in gentrification and the disenfranchisement of marginalized individuals.

Tips for Success Consequently, it’s imperative to understand the magnitude of sports for development initiatives with respect to the connections of local governance, community development and its importance in providing a voice to residents. Consider the following ways in which such collaboration can be successful. Establish an infrastructure that recognizes all neighborhood constituents. Most community infrastructures are based on three specific stakeholders: 1. Residents within a specific geographic space, their family, friends and neighbors; 2. Grassroots, community and nonprofit organizations that are established to serve residents; and 3. Local media outlets that target specific groups and/or areas. continued

Shaun M. Anderson, Ph.D., is assistant professor of organizational communication at Loyola Marymount University and can be reached at shaun.anderson@lmu.edu.

Interested in Learning More? Attend the “Creating a Collaborative Community Development Initiative” session at the League of California Cities 2018 Annual Conference & Expo, 1:25–1:45 p.m., Thursday, Sept. 13, for more information about this subject. See the conference program or mobile app for location details.

Western City, September 2018

Creating a Collaborative Community Development Initiative, continued

Collectively, these stakeholders provide value and information to policymakers and corporations looking to establish a presence in communities. By telling their stories, these stakeholders often provide examples that offer a glimpse into the issues and/or opportunities faced daily. Conducting thorough research as part of engaging constituents within communities is an essential activity for policymakers and business developers. This research typically includes a series of interviews, focus groups and observations of the daily lives of individuals so their needs will be taken into account in the community development process. Provide safe zones for constituents to express themselves. Stakeholders communicating their concerns about their communities must have safe zones in which they feel comfortable expressing themselves. Communities, policymakers and business developers must cultivate an understanding of the environmental, technological, health and socioeconomic issues that affect residents of all income levels. It can be challenging for members of the community to share their concerns candidly, and encouraging them to do so requires extra effort on the part of policymakers and business developers.

Thus, it is essential to provide safe zones where all community members have an equal opportunity to have their voices heard. Safe spaces for expression in settings beyond city council meetings may help encourage community members to become more involved in the community development process. Use sports as an agent for social change. As mentioned, sports have the ability to bring together communities, provide a space for cultural integration and help individuals engage in larger social issues. For example, the San Francisco Giants created a program titled Junior Giants Strike Out Violence as a platform to help adults and youth discuss ways to prevent gang violence and bullying within their local communities. In Southern California, the LA Galaxy Foundation (created by the Major League Soccer team LA Galaxy) hosts a variety of charitable events to increase educational awareness and improve the communities surrounding the StubHub Center stadium where the team plays its home games, approximately 10 miles south of downtown Los Angeles. Using sports as a community development mechanism is an often underused and overlooked process.

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League of California Cities

Sustaining the Benefits Many local advocates are calling for organizations to engage in more socially responsible business practices. However, the concept of social responsibility is often too focused on the bottom line of the business rather than on the needs of the communities in which it operates. Various urban planning scholars suggest that organizations should focus on developing relationships with community members and policymakers as ways to mutually negotiate development initiatives and sustain the benefits of a community development project after it has been completed.

Suggestions for Local Officials Considering that sports are a part of most communities, it makes sense for policymakers to explore the concept of using sports in conjunction with community development. Local government officials may want to consider: • Facilitating and improving communitybased organizations’ communication with stakeholders as a way to engage in collaborative community development; • Exploring innovative ways to bridge gaps among various community members; and • Collaborating with business developers and academic researchers on community development initiatives to obtain an accurate assessment of the needs of all community members and stakeholders. By working together, policymakers and business leaders can gain better insight into the communities they serve. Connecting with researchers who can help them accurately articulate their strategic planning initiatives can aid in creating positive community-level social change. In addition, policymakers can use datadriven results involving community members to help identify and map out their socioeconomic and environmental needs as part of the strategic planning process. And finally, policymakers may want to consider engaging with community-based researchers on long-term projects that could support strengthening and sustaining their communities. ■

www.cacities.org

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Getting the Most Value From Your City’s Technology Investment By Jim Lewis Technology plays an important and prominent role in our daily lives. A continual influx of features, functions and services, both online and in personal devices, makes us increasingly connected. The advancement of cell technologies, improved citizen services, text, email, chats, video apps and wearable technologies make it possible to be in touch with others in nearly any location. Technology has become a necessity. In our connected world, it is essential to ensure that technology is not only available but also secure and cost-effective — yet given current expectations for instant access and reliable stability, it can be difficult to find a balance. However, it is vital to do so,

because technology can be a strategic tool that helps cities and other agencies provide needed services to their constituents. Many cities use technology for engaging and relaying important information to constituents as well as offering essential community services that affect their everyday lives. Technology is a backbone for providing services such as wellmaintained safe roads, free of trash and debris, and synchronized streetlights that help traffic flow and ultimately improve air quality. It is a key tool in public safety, where lives may depend on ensuring that police and fire can respond to emergencies and other incidents in a timely manner. Technology provides an improved, more

personal connection for reaching out to and engaging residents and local businesses. Furthermore, it contributes to providing clean and safe water and many other critically important local services.

Securely Meeting the Community’s Expectations Technology has become not only a convenience but also a personal necessity for our residents, businesses and communitybased organizations. Services such as online permitting, paying utility bills and finding information about transit, water usage, parking services, public safety and continued

Jim Lewis is city manager of Pismo Beach and can be reached at jlewis@pismobeach.org. Bryon Horn, chief information officer for the City of Fresno, and Gaurav Garg, chief information officer for the City of Santa Clara, also contributed to this article; they can be reached at Bryon.Horn@fresno.gov and ggarg@santaclaraca.gov.

www.westerncity.com

Western City, September 2018

Getting the Most Value From Your City’s Technology Investment, continued

more all play a part in the quality of life in our communities. Thus, it is crucial for service providers to ensure that their systems are running efficiently, effectively and securely to support the needs of constituents, who expect the technologies that underpin these services to work well and continuously. Moreover, today’s cyber landscape includes an increasing number of threats; cities and other public agencies must be

careful to ensure proper safeguards are in place to protect systems. Security is an issue that cannot be overlooked, but many organizations do not have the necessary provisions in place — instead, it is often an afterthought.

Newer Developments Recent developments in technology are now making our operations “smarter,” bringing us innovations such as the Internet of Things and “smart cities,” concepts centered on using technology to improve service delivery. Smart parking, smart streetlights, mobile applications and gunshot detection are examples of benefits that enhance the quality of life for citizens and visitors.

On average, cities spend 2.5 to 3 percent of their overall budgets on technology; they must ensure that the technology used is cost-effective and provides the proper services.

Each city’s circumstances are unique, and one size does not fit all.

In addition, smart cities offer new ways to boost economic development and attract visitors. The same holds true with the Internet of Things, technology that collects data using things such as sensors, connected cars, asset management and other systems that can improve efficiencies and potentially save money. Smart cities typically also employ some type

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

Ralph Holmes Managing Director 415-616-1601 ralph.j.holmes@pjc.com

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

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

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

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

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

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

Renee Vancho Vice President 949 494-6115 renee.n.vancho@pjc.com

League of California Cities

www.cacities.org

of public engagement mechanism that makes it easier for community members to participate in local government, often by providing feedback, requesting services and sharing information. Residents in smart cities generally can easily access information about city services and events such as road closures or holiday schedules for city services through mobile applications and/or website features. Many cities have incorporated cloud computing and/or hosted offerings as part of their operations. Cloud computing, when used appropriately, can offer cost savings, ease of access and opportunities to be flexible. However, not all cloud offerings are cost-saving measures, so an organization needs to carefully weigh the costs against the benefits of moving to the cloud and/or keeping their operations inhouse. Knowing if the cloud is the right choice for a city or organization depends not

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only on the features and service offerings but also on costs and considerations such as security, availability and provider reputation. Each city’s circumstances are unique, and one size does not fit all.

Taking the Big Picture Into Account Technology should be a priority consideration for any organization. Traditionally, it is often considered an operational need, operating behind the scenes; however, technology is an integral part of any organization’s operations and the backbone of many services. Its use can increase efficiencies and potentially generate revenue — thus, it is of utmost importance. Technology should be considered an investment in community and constituent well-being — and a strategic tool, woven into the framework of every city’s planning process. ■

Hear More About This Topic at the Annual Conference Interested in learning more? Don’t miss the session “Getting the Most Value From Your City’s Technology Investment” presented by the Municipal Information Systems Association of California at the League of California Cities 2018 Annual Conference & Expo, 1:00–2:15 p.m., Thursday, Sept. 13. For location details, see the conference brochure or app.

Western City, September 2018

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1,2

1 BUILDING AMERICA®

Gold ($10,000+) ENGIE Services Inc. Hanson Bridgett LLP1,2 Interwest Consulting Group Inc.2 J Wallin Opinion Research1 2

Kronick Moskovitz Tiedemann & Girard1 LECET Southwest Lewis Investment Company2 Meyers Nave1,2

Morongo Band of Mission Indians2 Probolsky Research1 James Ramos Renne Public Law1,2

Silver ($5,000+) ABM AMR2 Albertsons American Fidelity Assurance Company CSCDA Open Pace2 Charles Abbott Associates2 California Contract Cities Association2

Californians for Energy Independence Comcast2 Dart Container Corp.2 Dividend Finance LLC EMS Management2 Fascination Ranch2 Garaventa Enterprises2 General Motors Goldfarb & Lipman LLP

Joe A. Gonsalves & Son2 Greenwaste Recovery Inc.2 Greystar2 HR Green2 Harris & Associates2 Mintier Harnish1 Mt. Diablo Recycling2 Northrop Grumman Public Financial Management Inc.

Redflex San Manuel Band of Mission Indians2 Sares Regis Group2 ServPro2 State Farm Stradling Yocca Carlson & Rauth Trane1

Republic Services Inc.2 Sherwin-Williams Transtech Engineers2 Western States Petroleum Association Young Homes2 Tribal Alliance of Sovereign Indian Nations Tripepi Smith & Associates1,2 Union Bank2 Vavrinek Trine Day & Co. LLP Walgreens Waste Management1 Ygrene2 Zanker Green Waste2

Bronze ($3,000+) AECOM Accela2 Advanced Disposal2 Alvarez-Glasman & Colvin2 Amador Valley Industries2 American Forest & Paper Association Association For Los Angeles Deputy Sheriffs2 Atkins Best Way Disposal2 Boulevard2 Brookfield Norcal Builders Inc2 CalPortland2 Cerrell Colantuono Highsmith & Whatley PC2

Commercial Bank of California DD Dannar LLC DW Development2 Desert Valley Medical Group Inc./ Prime Healthcare2 E&J Gallo2 Edgewood Partners Insurance Center Fieldman Rolapp & Associates ForeFront Power Genentech Geo-Logic Associates2 George K. Baum & Company Griswold LaSalle Cobb Dowd & Gin LLP2 Hill International2

Accretive Realtors2 Acquisition Partners of America LLC American Water Works Association CA-NV Section AndersonPenna Partners Inc.2 Athens Services2 Avery Associates2 BDE Architecture Inc. Blue Line Transfer Inc.2 CARE2 CIFAC CR&R2 CSAC EIA California Apartment Association2 California Consulting, LLC California Debt and Investment Advisory Commission

California Independent Petroleum Association California Refuse Recycling Council California Waste Solutions2 Carpenter/Robbins Commercial Real Estate Inc.2 Civil Engineering Associates2 Classic Communities2 Contra Costa Association of Realtors2 Contra Costa Building & Construction Trades Council2 Cost Control Associates Inc. Cunningham Davis2 Der Manouel Insurance Group2 Desert Valleys Builders Dividend Finance2 Dokken Engineering2

Holliday Rock Company ISES Corporation Kosmont Companies2 LaBarge Industries2 Library Systems & Services LLC Los Angeles Yellow Cab Madaffer Enterprises1,2 Marin Sanitary Service2 Matarango Inc.2 McKinstry Mid Valley Disposal2 Mitsubishi Cement2 Bob Murray & Associates NHA Advisors

NL Industries Inc. NV5 Inc. Nixon Peabody Norton Rose Fulbright2 PARS2 Peters Engineering2 Precision Engineering2 Prime Healthcare2 Prometheus Real Estate Group Inc.2 Psomas2 Quad Knopf2 Quality Management Group Inc. Recology2 Robson Homes LLC2

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

Jones Hall2 Jones & Mayer Kasdan Lippsmith Weber Turner LLP Kaufman Legal Group1 Leibold McClendon & Mann Livermore Sanitation2 MCE Clean Energy Marchetti Construction Inc.2 Napa Recycling2 Newport Pacific Capital Company Inc. Norton Rose Fulbright2 Pace Funding Group LLC2 Pinewave Developmentgroup, Inc2 Pleasanton Garbage Services Inc.2 Ponderosa Homes II Inc.2 Riverside Construction2

San Jose POA San Mateo County Association of Realtors2 Santa Monica Police Officers Association Seifel Consulting Inc. Sobrato Organization2 South San Francisco Scavengers2 Specialty Solid Waste & Recycling2 Stifel Nicolaus Studio T SQ2 Swinerton Management2 TADD LCC2 Transwestern Vali Cooper & Associates Inc.2 Van Scoyoc Associates2 West Builders2 West Coast Arborists2

Basic ($1,000+) Dublin Crossing2 EMS Management LLC2 Emanuels Jones and Associates Envise/Southland Energy Fard Engineers2 FlashVote1 Forefront Power Fresno Police Officers Association GHD Inc.2 Giacalone Design Services2 Gilton Solid Waste2 Gray Bowen Scott2 Highridge Costa Housing Partners Hospital Council of Northern California Innisfree Ventures2 J.R. Roberts/Deacon Inc.2 Jamboree Housing Corporation

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

1 – Institute for Local Government supporter 2 – CITIPAC supporter Partial list as of 8/8/2018

Perspectives on City Management From ICMA President-Elect

Karen Pinkos by Eva Spiegel

El Cerrito Assistant City Manager Karen Pinkos will be sworn in as president of the International City/County Management Association (ICMA) in late September 2018. This is an honor not only for Pinkos, who has had a lifelong passion for public service, but also for California and the League. As leader of the international organization, Pinkos will have an opportunity to shape both policy and the future of the city management profession. When she assumes the role of president,

Pinkos will be the fourth woman to do so in ICMAâ&#x20AC;&#x2122;s 105-year history â&#x20AC;&#x201D; and the second female president from California. (Pinkos will become city manager for El Cerrito in December 2018 when current City Manager Scott Hanin retires.) Western City recently spoke with Pinkos about public service, city management and fostering strong leadership. continued

Eva Spiegel is director of communications for the League and can be reached at espiegel@cacities.org.

www.westerncity.com

Western City, September 2018

Perspectives on City Management From ICMA President-Elect Karen Pinkos, continued

Describe your path to city management. Pinkos: There is no one path to becoming a city manager. You can get here in many ways, including by moving laterally from other positions such as police chief, public works director or city planner. It’s a wonderful job. Being a generalist has allowed me to dabble in all of these areas. My first local government job was assistant to the city manager in Oak Park, Michigan. When I was finishing graduate school, I visited relatives in the San Francisco Bay

Area. As soon as I landed, I felt like I’d come home. From that point forward, I started looking for job opportunities in California and got an interview in El Cerrito. It was a newly created position of assistant to the city manager, with a newly hired city manager, in a town that is the Bay Area version of where I grew up: a small suburb on the edge of a huge metropolitan area. My first day of work was Sept.10, 2001 — quite the week to start a new job in a new place.

The public sector offers some of the most important work anyone can do.

What makes El Cerrito a great city? Pinkos: El Cerrito has 24,600 residents and is just north of Berkeley in the East Bay Area. We like to say we’re in the middle of everything. The community makes it a great city — the people are wonderful, and the city council is a dream to work with. I am very proud of my city council because they care so much about this community. Our staff is amazing. El Cerrito is a full-service city — we are small but mighty. We have our own Police, Fire, Recreation and Public Works departments. We do a lot for a city our size. What inspired you to go into city government and public service? Pinkos: I grew up in Michigan, and working in local government runs in the family. My mom is the retired deputy city clerk of Royal Oak, Michigan. When I

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Coming Next Month: Sacramento Police Chief Daniel Hahn discusses innovative strategies focused on improving community relations. www.westerncity.com.

League of California Cities

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El Cerrito Assistant City Manager Karen Pinkos gives a high five to city employee Leo Martinez of the Recreation Department after presenting him with an award for 10 years of service. was little and before she worked full time, my mom served as treasurer of the local storm drain ballot measure campaign. We also have police officers in my family, and my grandmother was a poll worker. So I always knew that I would go into some type of public service. I considered becoming an attorney or a politician. At a young age, I even thought about running for my hometown city council. Later, I put myself through college by working in retail management. I liked the management part, and in my sophomore year, I took my first public administration class. Public administration combines the things that I love — local government and public service — with the thing that I am good at: management. After I got my first city job, I earned my master’s degree in public administration, and I’ve been in city management ever since.

What is the role of the city manager? Pinkos: The city manager historically is the chief executive officer of the municipal organization and implements city council policy. From my perspective, the role of the city manager is that and more. We’ve typically been in the background, but the position has evolved to become much more of a leadership position. We need to be engaged with the city to understand the needs of the community.

With that expertise, we can advise the council on best practices and offer recommendations so they can create the best policies that meet the needs of residents. Essentially, the city manager is the connection between the council, the community and the city staff. City managers provide ethical, efficient and effective leadership that serves the greater purpose of improving the quality of life for our residents. It’s a fantastic profession, and it’s an honor to be a part of it. continued

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Western City, September 2018

Perspectives on City Management From ICMA President-Elect Karen Pinkos, continued

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What are some of the greatest challenges in running California cities today? Pinkos: Some are obvious, such as trying to match the goals of the community with the city’s limited resources. Others include being resilient in the face of adversity, whether a natural disaster or financial constraints, and continuing to provide essential services even during the worst crisis. What do you view as the most important sources of information and professional development for city managers? Pinkos: ICMA is the international organization that promotes and fosters ethical professional management. It’s the premier resource, network and support system for city and county managers worldwide. ICMA provides a global and national perspective that helps give managers a broad world view. I’ve been an ICMA member since 1997 when I had my first local government job. I’m passionate about ICMA, as it has carried me through my entire career and two states. Here in California, I’ve been involved with all of the wonderful professional organizations that make up the fabric of city management. The League’s City Managers’ Department, which I’ve been privileged to serve as an officer, has been instrumental in my learning and networking — and given the head-spinning issues that tend to happen at the state level, it is a critical connection for me. I have to give a huge shout out to the Municipal Management Association of Northern California (MMANC), which helped me build my network when I moved here. Its southern counterpart, the Municipal Management Association of Southern California (MMASC), is equally wonderful. I’m proud to serve since last year on the California City Management Foundation board, which is a great organization dedicated to the city management profession and our development beyond just the technical issues. Finally, I’m part of Cal-ICMA, the state continued on page 42

League of California Cities

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Display Advertising Call Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information, or email admanager@westerncity.com. Website Job Postings

CITY O F M E N D O TA

CITY MANAGER The City Council in the City of Mendota is conducting a search for an experienced public sector executive that has a passion for local government and serving the public to become the next City Manager. The City of Mendota needs a City Manager with skills and experience to enhance economic development and recreational opportunities as well as manage a city with increasing growth potential. The City Manager is responsible for an All Funds Budget of $6.8 million and a General Fund Budget of $2.1 million.

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’s administrative assistant; email: scobbs@ cacities.org; phone: (916) 658-8223.

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For more information, please see the complete recruitment brochure at http:// ci.mendota.ca.us/employment/.

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ASSISTANT CITY MANAGER CITY OF AVALON, SANTA CATALINA ISLAND

Salary $143,411–$174,313.83 DOQ + Excellent Benefit Package

Visit www.cityofavalon.com for more information Filing Deadline: October 31, 2018

League of California Cities

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September opportunities . . .

Police Chief

City of Pasadena

Library Services Director City of Menlo Park

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CITY OF MARTINEZ The City of Martinez, with a population of approximately 36,700, is located along the Carquinez Straits in Contra Costa County. As one of California’ first towns, Martinez retains a strong sense of history and family. Many of the downtown shops still retain their early 20th Century look and charm, with some homes dating back more than 125 years. Respecting its past but with an eye to the future, Martinez has modernized both its infrastructure and its downtown. Martinez citizens of all ages continue to enjoy the outdoors. With 16 City parks and a Marina, there are plenty of recreational opportunities available. We welcome you to see for yourself all that Martinez has to offer!

CITY MANAGER

The City of Martinez seeks a new City Manager to head the overall administration of all aspects of city operations. The City seeks an accomplished City Manager who will possess the ability to quickly grasp and embrace the values of Martinez and the unique and participative culture of this community.

City of POMONA

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

ManageMent ServiceS Director CITY OF PISMO BEACH, CALIFORNIA

City of Pismo Beach seeks a Management Services Director who is an experienced public agency generalist motivated by new opportunities for growth and professional development, with demonstrated ability as a strong communicator, creative problem solver, an effective collaborator, and skilled manager. The Management Services Director will work closely with the City Manager as a key member of the Executive Management Team, managing the city clerk and human resources functions, staff development and training, PIO, social media, and public outreach, legislative advocacy, risk management, and economic development projects. The City of Pismo Beach is a vibrant, innovative and fiscally strong city, a beautiful and picturesque California beach town with white sand beaches, parks, hiking trails, local wineries, great shopping, dining, schools, and recreational opportunities. Requires a Bachelor’s degree (Master’s degree preferred) and 7 years of progressively responsible experience. Salary is $136,788 - $166,267 DOQ, supplemented by an attractive benefits package. Recruitment will close Sunday, September 16, 2018. Visit https://www.governmentjobs.com/ careers/pismobeach for a recruitment brochure and to apply on-line.

Photo/art credits

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William Avery & Associates Management Consultants

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-September 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.

Cover: Courtesy of the Long Beach Convention and Visitors Bureau Page 3: Shoes and mat, Image Source; wood floor, SasinParaksa Page 4: Olaser Page 5: Mapodile Page 6: Eva Spiegel, courtesy of the League of California Cities Page 7: Xavierarnau Page 8: PeopleImages Page 9: Courtesy of the Long Beach Convention and Visitors Bureau Pages 10–11: Courtesy of the Long Beach Convention and Visitors Bureau; phone,

Pages 12–19: Jeremy Sykes, courtesy of the League of California Cities Page 20: Traffic_analyzer Page 21: Top, 400tmax; bottom, Gwengoat Page 23: Top, Monkeybusinessimages; devices, courtesy of Urban Insight Page 27: Top, Dmytro Aksonov; bottom, Fat Camera Page 28: Dmytro Aksonov Page 29: Enis Aksoy Page 33: Microphone graphic, Sumkinn/Shutterstock.com; background texture, YaiSirichai/Shutterstock.com; Karen Pinkos, courtesy of the City of El Cerrito Pages 35, 42–43, 47: Courtesy of the City of El Cerrito

City Clerk Salary range: Up to $166,400

The City of Pomona is seeking a strong, dynamic leader with a keen customercare orientation as the next City Clerk. This excellent communicator will provide leadership to a dynamic team of professionals, other City departments, and outside entities while managing the legislative agenda for the City. The City of Pomona is a place where you can enjoy going to work and feel challenged. It’s centrally located to LA, Orange, San Bernardino, and Riverside Counties giving Pomona an excellent strategic advantage for business and industry. As an employee, it means you may spend less time commuting and more time doing things you want to do. If you are interested in challenging yourself, are ready to lead the City Clerk’s team, and have excellent interpersonal skills, this may be the right position for you. Qualified candidates will have prior experience as a City Clerk or six years of increasingly responsible experience in a City Clerk’s Office and a bachelor’s degree from an accredited college or university with major course work in public administration, business administration, or a related field. Additional experience may substitute for the degree. Bilingual applicants are encouraged to apply. Visit www.ci.pomona.ca.us to apply online.

Western City, September 2018

Current & Upcoming Opportunities City of Boulder City, NV – Public Works Director

The City of Boulder City, NV is a vibrant, delightful, and unique tourist-based desert town of approximately 16,000. The City is seeking a strategic thinker and planner for the Public Works Director position. The ideal candidate is expected to possess knowledge and level of competency commonly associated with the completion of a baccalaureate degree in Public Administration, Civil Engineer, or a closely related field and experience sufficient to thoroughly understand the diverse objectives and functions of a municipal public works department, usually interpreted to require five (5) years of full time experience in public works administration, three (3) years of which must have been at a middle management level. Recognized public works management and leadership achievement in a competitive area involving significant intergovernmental and regional interaction is important. Strong leadership, communication, and management skills are required. Possession of registration as a professional civil engineer in the State of Nevada or the ability to obtain one within six (6) months of employment is required. American Public Works Association certifications are desirable. The annual salary for the Public Works Director is $132,797. Contact: Gary Phillips – Filing deadline September 14, 2018

City of Boulder City, NV – Utilities Director

The City of Boulder City, NV is a vibrant, delightful, and unique tourist-based desert town of approximately 16,000. The City is seeking a professional and practical individual for the Utilities Director position. The ideal candidate is expected to possess knowledge and level of competency commonly associated with the completion of a baccalaureate degree in Civil Engineering or a closely related field and experience sufficient to thoroughly understand the diverse objectives and functions of a municipal utilities department, usually interpreted to require seven (7) years of full time experience in municipal utilities administration, three (3) years of which must have been at a middle management level. Recognized municipal utilities management and leadership achievement in a competitive metropolitan area involving significant intergovernmental and regional interaction is important. Strong leadership, communication, and management skills are required. Possession of registration as a professional civil engineer in the State of Nevada or the ability to obtain one within six (6) months of employment is required. American Public Works Association certifications are desirable. The annual salary for the Utilities Director is $132,797. Contact: Gary Phillips – Filing deadline September 21, 2018

City of Lincoln, CA – City Manager

The City of Lincoln (estimated population 47,200) is located in Placer County at the edge of Northern California’s foothills, 27 miles northeast of California’s State Capital of Sacramento. One of the fastest growing cities in the country from 2000 to 2007, the City has managed to maintain the small-town charm that has made it such a desired location to live, work, and play. The City is currently seeking a strong leader and experienced manager to provide effective leadership while coordinating the activities of a municipal organization. The ideal candidate will be a strategic visionary with the ability to think outside the box and take a creative approach to solving problems and managing the long-term goals of the City. He or she will be someone who practices an open-door policy and listens, shares ideas, and relates to internal and external stakeholders, including all elected officials, in an honest, open and transparent manner. The City is looking for a positive change agent adept at motivating, developing, and evaluating across the organization, and committed to building a city-wide culture of teamwork, trust, and cooperation. An honest, ethical, and trustworthy individual who values and supports the ideas and feedback of others, holds people accountable, and can make tough decisions when necessary, therefore, will be ideal. The City will benefit from a candidate with well-rounded experience that includes a successful history and background in community engagement, economic development, and experience dealing with municipal finance. 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 five (5) years of increasingly responsible experience in municipal administration, including at least three (3) years of high level administrative responsibility, and a Bachelor’s degree in Public or Business Administration, Political Science, or a related field. A Master’s degree in Public or Business Administration and experience working in California cities is highly desirable. The annual salary range for the City Manager is open, DOQ. Contact: Gary Phillips – Filing deadline September 21, 2018

City of San José, CA – Deputy Director of Finance, Accounting

Known as the “Capital of Silicon Valley,” San José is the world’s leading center of innovation. With approximately one million residents, San Jose’s quality of life is unsurpassed. The full-service, Charter City is currently seeking a Deputy Director of Finance, Accounting. This position reports directly to the Director of Finance and the Assistant Director of Finance. Versatile managers who display a commitment to continuous improvement are sought. The successful candidate will have the opportunity for growth within the Finance Department. The selected candidate will be an excellent communicator with superior interpersonal skills. The ideal candidate will be expected to routinely stay abreast of contemporary tools and industry best practices. Notable expertise in governmental accounting will be expected. Previous experience serving in a diverse community or diverse customer base is preferred. At minimum, the qualified candidate will possess a Bachelor’s degree in accounting, finance, economics, or business or public administration, six (6) years of increasingly responsible experience in at the senior level administrative or analytical work in a public or private agency. Experience in disbursements and governmental financial reporting which include at least four (4) years of supervisory experience is highly desirable. A detailed understanding of GASB requirements is also necessary to succeed in this role. Certified Public Accountant designation is strongly preferred. The Deputy Director salary range is currently $116,893-$ 182,084; placement within this range will be dependent upon the qualifications and experience of the individual selected. The Deputy Director also receives an approximate five percent (5%) ongoing non-pensionable compensation increase in addition to the compensation listed above. Contact: Bob Murray – Filing deadline September 28, 2018

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Santa Clara County Central Fire Protection District, CA Information Technology Officer

Booth #1239

Established in 1947, the Santa Clara County Central Fire Protection District (dba: Santa Clara County Fire Department) is a dependent special district that provides fire services to a portion of Santa Clara County, California including the communities of Campbell, Cupertino, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, and Saratoga. The Department is seeking an Information Technology Officer with strong administrative experience and a balance of technical skills and personal attributes to manage and direct IT staff and work with the new Executive Team. Candidates will have a broad depth of knowledge and experience to be able to work through and effectively lead the IT division in handling the wide variety of technical challenges they will face and must have an understanding of the basic IT process and how data flows. Experience in creating efficiencies, in project management and implementation, as well as performance management and evaluation will be ideal. Experience with distributed network design, telecommunications (telephone, VoIP), computer hardware, public business application software, and customer service best practices, are also desirable. At a minimum, candidates must possess a Bachelor’s degree from an accredited four-year college or university with major course work in Computer Science, Business Administration, or a closely related field; five (5) years (within the last eight years) of management or supervisory experience in information technology systems, strategic planning, or project management; and a valid State of California Driver’s License. Applicants will be required to complete a brief supplemental questionnaire. The selected candidate must complete and pass a background check and a psychological examination. The salary range for this position is $12,821.96 – $15,585.17 monthly, DOQ.. Contact: Valerie Phillips – Filing deadline September 21, 2018

Santa Clara County Central Fire Protection District, CA Deputy Director of County Communications

The Santa Clara County Central Fire Protection District is seeking a Deputy Director of County Communications to provide effective leadership to the Communications Center. The ideal candidate will be someone with proven leadership experience and a balance of technical skills and personal attributes, capable of organizing and directing staff to accomplish the goals established by the District. He or she will be a strategic thinker and creative problem solver with the ability to not only formulate ideas, but also implement them. Preferably, the selected candidate will be someone with experience in dispatch and operations of an emergency communications center. Experience with bargaining units will also be valued. The minimum requirements for this position are the equivalent to possession of a Bachelor’s degree from an accredited four-year college or university in Communications Management, Communications Engineering, Telecommunication Technology, Management Information Systems, Public or Business Administration, or a closely related field; and five (5) years of increasingly responsible professional experience in public safety communications/dispatch for a government agency performing a varied technical and/or administrative duties; two (2) years of which must be in a supervisory capacity; or a combination of education, training, and experience which would demonstrate the skills, knowledge, and ability required to perform the job. The selected candidate must possess a valid state of California driver’s license and complete and pass a background check, Live Scan fingerprinting, Santa Clara County Office of Sheriff Security Clearance and psychological evaluation, and a medical examination. The salary range for this position is $12,842.24 – $15,609.83 monthly, DOQ.. Contact: Valerie Phillips – Filing deadline September 28, 2018

City of Moorpark, CA Community Development Director

City of Redwood City, CA Public Works Director

Reclamation District #1000, CA General Manager

Sacramento Steps Forward, CA Chief Executive Officer

• County of Orange, CA •

Chief Human Resources Officer City of Elk Grove, CA City Manager

•

Midpeninsula Regional Open Space District, CA Public Affairs Manager

City of Solvang, CA City Manager

City of Vallejo, CA Community Development Director & Fire Chief

• •

San Jose State University, CA Chief of Police City of Millbrae, CA Community Development Director

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

www.bobmurrayassoc.com

Perspectives on City Management From ICMA President-Elect Karen Pinkos, continued from page 36

The city manager is the connection between the council, the community and the city staff.

affiliate of ICMA. The board includes members from each of the aforementioned organizations, plus other affiliate groups, and serves to truly connect all of the professional management groups in the state. We have so many terrific groups to connect with here in California, and they work together to make all of us more effective managers.

What is the value in belonging to ICMA?

Risk Manager

City of Santa Clara, CA

anta Clara (pop. 123,983) is known for its attractive tree-lined streets and neighborhoods. The City enjoys a strong high tech presence and is home to Santa Clara University, the Santa Clara Convention Center, California’s Great America theme park and the new Levi’s Stadium. Santa Clara is embarking on City Place, one of the largest development projects in the region’s history slated to exceed 9 million square feet at build out. Reporting to the Chief Operating Officer in the City Manager’s Office, the new Risk Manager will be responsible for developing a comprehensive loss prevention and risk management program. The ideal candidate will be an experienced risk management professional with exceptional technical and interpersonal skills. He/she will have experience in all areas of risk management and have a collaborative and adaptable management style. The ability to lead cutting-edge, crossdepartmental risk mitigation efforts will be expected. A Bachelor’s degree and four years (two as supervisor) of progressively responsible risk management experience required; public agency experience and ARM designation desirable.

Pinkos: Besides adherence to its Code of Ethics, the best value is the relationships and network of mentors, peers and friends that I’ve been able to build worldwide. We can learn so much from each other and about each other to help make our own organizations better. Being able to count on others for help, guidance, ideas and inspiration is critical to any professional’s success, and that is absolutely true of local government management. Being involved in ICMA has made me a better manager, and it has helped

Salary range $142,992 - $185,052 + generous benefits package. Visit www.tbcrecruiting.com for brochure and to apply online by midnight Sunday, September 16, 2018. Suzanne Mason • 562.631.2500 Teri Black • 424.296.3111

CITY OF NEWPORT BEACH The City of Newport Beach is one of Southern California’s most picturesque and popular beach communities. Located in the center of Coastal Orange County, Newport Beach offers one of the finest climates in the Nation. The City is also known for its fine residential neighborhoods, strong business community, quality school system, vast recreational opportunities, beautiful beaches, excellent dining, and world class shopping districts. The Bay and City’s eight miles of ocean beaches offer outstanding fishing, swimming, surfing and aquatic sports activities. This newly created civilian position will serve as the Division Chief of Fire Prevention within the Fire Department, reporting directly to the Fire Chief and receiving technical direction from the Community Development Director while working closely with the Chief Building Official. The Fire Marshal directs and coordinates the operations and delivery FIRE of fire prevention, fire inspection, plan checking, William Avery & Associates hazardous materials management services in MARSHAL and Management Consultants collaboration with the Community Development Department. He/she will perform field inspections and assist at the public 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 counter with plan reviews on a variety of projects ranging from single-family residential dwellings to high-rise and other large developments. 408.399.4424

Fax: 408.399.4423 This position requires five years of progressively responsible experience in fire prevention services, including fire code enforcement, plan review, hazardous email: jobs@averyassoc.net www.averyassoc.net materials management and fire education; two years of administrative/ supervisory responsibility; and education equivalent to a Bachelor’s degree in Fire Science, Engineering, Public Administration or a related field. Possession of a California Class C driver’s license, ICC Fire Inspector II Certification or Fire Plans Examiner are also required. To be considered, please visit our website at www.averyassoc.net/currentsearches/ for a detailed job announcement and how to apply on the Avery Associates Career Portal.

League of California Cities

www.cacities.org

make our city better too. El Cerrito has been honored to receive ICMA awards on some of our city’s programs, and we are very proud to be recognized in this way. Describe the connection and relationship between the League and ICMA. In what ways do the two organizations work together? Pinkos: The League and ICMA work very well together to enhance, support and promote professional management in California. Our state is unique because we have numerous organizations focused on city management. Many of the programs we have developed together have become national models. It’s also important to maintain good relationships with your legislators and their staff. The League is invaluable in facilitating those connections. Being a member of both the League and ICMA provides managers in California the best tools to be successful.

E S

Finance and Administrative Services Director City of Mountain View, CA

he City of Mountain View is home to approximately 80,000 residents and many internationally known corporations such as Google, Microsoft, Intuit, and LinkedIn, as well as NASA Ames Research Center and a thriving small business base. This full-service municipality prides itself on supporting strong neighborhoods and providing exceptional public services and facilities that meet the needs of a caring and diverse community. Supported by 35.5 FTEs, the Finance and Administrative Services Department is responsible for the City’s financial affairs and most internal support activities. The ideal candidate will be a well-respected finance professional who excels in a fast-paced and dynamic environment. A history of successfully dealing with complex and unique issues in thoughtful and innovative ways coupled with an empowering management style will be expected. Five years of increasingly responsible local government finance experience, at least three of which have been in a managerial capacity, and a Bachelor’s degree are required. A Master’s degree and/or CPA license is highly desirable. 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

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CITY OF HEALDSBURG | Housing Adminstrator The City of Healdsburg (pop. 11,800) encompasses approximately 4.1 square miles in a region known for its wineries, natural beauty, mild climate, outdoor recreation opportunities and award-winning schools. Tucked away in beautiful Sonoma County, Healdsburg is a full-service municipality supported by 134 full-time staff. Reporting to the Assistant City Manager, the Housing Administrator will be responsible for implementing the recently adopted Housing Action Plan and the City’s housing projects and programs, monitoring the General Plan Housing Element, and working with local service providers. The Housing Administrator will be an experienced professional with a sincere passion for affordable housing and community service. Outstanding technical breadth and depth and familiarity with California’s extensive housing legislation will be expected. As Healdsburg’s lead on housing issues, the ideal candidate will also possess superior verbal and written communication skills and be an effective presenter. Four years of relevant experience along with a Bachelor’s degree is required. A Master’s degree preferred.

Assistant City Manager Karen Pinkos, El Cerrito City Council Member Janet Abelson and Mayor Gabe Quinto prepare to attend neighborhood parties on National Night Out.

Salary range $101,712 – $124,104; salary supplemented by a generous benefits package. To apply for this outstanding career opportunity, applicants must submit a completed City of Healdsburg application, cover letter and resume. Apply online at www.ci.healdsburg.ca.us or download the required application and mail your application materials to the City of Healdsburg Personnel Office, 401 Grove Street, Healdsburg, CA 95448. Position is open until filled.

Western City, September 2018

PeckhamMcKenney & Human Resources Director City of Beaverton, OR Ranked in Money Magazine’s Best Places to Live, Beaverton truly is “The Best of Oregon.” Located seven miles west of Portland, Beaverton is home to more than 95,000 residents and brings a richness of cultural diversity in a larger city that has never lost its small-town heart. With 501 full-time and 136 part-time employees, the city’s organizational culture is collaborative, and staff is invested in the success of the team in order to provide the best service to the community. Appointed by the mayor and serving as a member of the Senior Management Team, the Human Resources Director will oversee a staff of seven providing services in recruitment, employee and labor relations, benefits, classification/compensation, training and organization development, HRIS, leave management, compliance and EEO, and wellness. The city is seeking a dynamic, creative and talented director or senior manager with extensive experience in human resources. A bachelor’s degree in human resources management, industrial relations, business/public administration, or a related field is required, as well as 12 years of progressively responsible public/private sector experience in a full-service human resources department, including five years in a senior management role. The annual salary range is $105,409 to $141,246 DOQE, and the city provides an outstanding benefit package. Filing deadline is October 17, 2018. Contact Bobbi Peckham.

Assistant County Executive Officer County of Placer, CA Placer County is characterized by a healthy and diverse economy, attractive business environment, and 373,796 residents who benefit from high quality educational, safety, and healthcare infrastructure. Stretching over one hundred miles, from the breathtaking vistas of the truly one-of-a-kind Lake Tahoe down through the verdant foothills of the Sierra Nevada Mountains to the lush Sacramento Valley, Placer County encompasses some of the most beautiful and diverse scenery in Northern California. The County provides a wide range of services to its residents through approximately 20 departments and 3,000 employees with a 2017-18 budget of $866.2 million. The County Executive Officer is seeking a strong second in command who will have departmental oversight responsibilities, take the lead on organization-wide special projects and initiatives, undertake analysis of complex public policy issues, and provide high level staff assistance to the CEO. Strengths in budgeting, communications, strategic planning, risk management, economic development, and legislative oversight are desired. The ideal candidate will have the confidence, energy and enthusiasm necessary for a position of this caliber, along with the ability to set clear expectations and move projects and programs forward to completion by using a collaborative style coupled with excellent interpersonal skills. Bachelor’s degree in business or public administration or a related field and six years of increasingly responsible public sector administrative experience including two years of management responsibility required; Master’s degree in public Administration or business Administration desired. Salary range from $173,909 to $211,328 DOQE with excellent benefits. Filing deadline is October 1, 2018. Contact Phil McKenney.

Assistant Director of Human Resources County of Santa Barbara, CA Santa Barbara County, with its spectacular natural setting and robust economy, has evolved into one of the most desirable places in the world to live, work and recreate. County government itself is evolving also under Renew ’22, a multiyear strategic initiative to re-vision and transform County government by the year 2022. Briefly stated, managers and executives are working closely with employees to review all operations to determine how best to structure County government for the coming decades. With a staff of 25, the HR department is currently organized into traditional functional areas but as part of Renew ’22 efforts, the new Assistant Director will be instrumental in rebranding these functional areas to better ensure people success. The ideal candidate will be a seasoned, strategic thinker with extensive knowledge of human resource fundamentals who also brings a global and cosmopolitan perspective to the role - a traditional Human Resources professional will not do. The HR Department is acting as a cultural architect for the organization and now is a very exciting time to become part of the County as it re-writes its plan for the future. Bachelor’s degree in human resources, business administration, public administration, or related field and at least ten years of broad and extensive human resources experience as a supervisor, manager or equivalent required; Master’s degree and public sector experience are highly desirable and PHR/ SPHR Certifications are preferred. Salary range from $139,000 to $156,000 DOQE, annual automobile allowance of $2,262, and excellent benefits. Filing deadline is September 12, 2018. Contact Phil McKenney.

“All about fit”

Human Resources Director City of Manhattan Beach, CA

Considered one of California’s finest beach communities, the City of Manhattan Beach is located 19 miles southwest of Los Angeles on the southerly end of Santa Monica Bay. Manhattan Beach is a full-service General Law city operating under a council-manager form of government that prides itself in offering the highest level of services to its approximately 35,000 residents and maintains a AAA bond rating. The city operates with nine cohesive and well-run departments, 306 full-time and approximately 180 part-time employees. The city has six labor groups. Appointed by the City Manager and serving as an executive team member, the Human Resources Director will oversee a staff of seven providing services in recruitment and selection, benefits administration, classification/compensation, employee and labor relations, training/safety training, leadership development, employment/labor legal compliance, risk management, wellness initiatives, and workers’ compensation. The city is seeking a dynamic, collaborative director or senior manager with extensive experience in human resources. A Bachelor’s degree in human resources, public administration, or a related field is required, as well as eight years of professional managerial experience involving human resource management. A Master’s degree and/or certification in HR management is desirable. The annual salary range is $156,648 to $204,156 DOQE, and the city provides an outstanding benefit package. Filing deadline is September 26, 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 City Clerk, City of Beverly Hills, CA Human Resources Director, Placer County, CA Deputy Public Works Director, 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.

Perspectives on City Management From ICMA President-Elect Karen Pinkos, continued from page 43

The League and ICMA work very well together to enhance, support and promote professional management in California. J

Police Chief

City of Tustin, CA

he City of Tustin is known for its exceptional quality of life and ideal location in the heart of Orange County, California. Serving a population of 82,344 across 11 square miles, the Tustin Police Department is one of the few accredited departments in the state and is supported by a staff of 150 full-time and 18 part-time sworn and civilian personnel. The Department is organized across two bureaus – Administrative Services and Community Policing. The ideal candidate will display a sophisticated understanding of contemporary community policing within a community governance model. An exceptional track record of internal and external partnership building along with demonstrated success as an effective mentor will be expected. Substantial and progressively responsible local law enforcement management experience in a comparable agency with a history of diverse assignments is desirable. Service at the rank equivalent to captain or above and a bachelor’s degree is required. A master’s degree and/or formal leadership training is preferred. Current salary range $172,536 - $221,228. Salary is supplemented by an attractive benefits package. Visit www.tbcrecruiting.com for brochure and to apply online by Sunday, September 16, 2018. Teri Black • 424.296.3111 Bradley Wardle • 650.450.3299

Finance Director/Treasurer Willits, CA (pop. 4888)

Just 2.5 hours north of San Francisco, in the heart of Mendocino County, Willits is a historic, yet eclectic community with more artists and musicians per capita than most cities. With a median home price of $290,000, Willits remains affordable and livable, with hiking, rafting, camping and fishing nearby, and the Mendocino coastline just 35 miles to the west. Willits is a city in transition, as logging and manufacturing are giving way to twenty-first century economies. Well positioned for growth, Willits is seeking a Finance Director, to report to the City Manager. The position requires a Bachelor’s degree in accounting, finance, business, or other related field, and five or more years of experience in municipal government finance. The City of Willits offers a 9/80 work schedule, current salary of $78,448.20 – $97,738.14 (under review), plus a generous benefit package including CalPERS Retirement System with 2.7%@55 for Classic members. Submit an application, resume with at least three professional references, and a cover letter to hr@cityofwillits.org. Call (707) 459-7120 for information.

League of California Cities

Tell me about your leadership in ICMA. Pinkos: I have served on several ICMA committees and task forces and helped develop ICMA’s organizationwide Strategic Plan in 2006. I served on its executive board as vice president of the West Coast Region from 2008–11. You will be sworn in as ICMA president in September 2018, marking an important milestone both for women in your profession and California. What is that like? Pinkos: I will be the fourth female president in ICMA’s 105-year history. We just selected Jane Brautigam from Colorado as the next president, which will be the first time in ICMA history that we have two consecutive female presidents. When Pat Martel, the recently retired city manager of Daly City, served as president in 2015, her mission was to promote women and people of color in the profession, and I want to continue that during my term. It’s often said, “You can’t be what you can’t see,” and serving as a role model for women is meaningful. I want other women to see me and my female counterparts in leadership roles so they can picture themselves doing similar work. When I am ICMA president, I will be talking about how we are not alone as an industry — many industries have an abysmally low number of women in leadership. But we have the opportunity to be leaders in raising the ranks of women in municipal management, seeing more gender balance and including more people of color. That is exciting. We need to show people who want to go into this profession that we represent them. All of the state’s diverse populations should be reflected in their local government leadership. As a local government industry and a profession, we can set the standard for gender balance, inclusion and diversity. How do we inspire the next generation? How can we inspire a diversity of people to become leaders in this profession? Pinkos: Again,“You can’t be what you can’t see” sums it up. We need to reflect our community and be able to show that inclusion

www.cacities.org

Employees at City Hall celebrate El Cerrito’s 100th anniversary. left to right Pete Salazar, information technology manager; Lucy Xie, accountant; Blanca Montano, finance technician; Karen Pinkos, assistant city manager; Shannon Collins, accounting supervisor; Mark Rasiah, finance director; Margaret Livingston, management assistant, administration; Yoko Nunokawa, payroll technician; Andrea Arriaga, finance technician; Cheryl Mosby, human resources technician; Suzanne Iarla, former assistant to the city manager; Lina Huang, administrative clerk specialist, administration; and Kristen Cunningham, human resources manager.

matters and ensure that people feel comfortable participating. You can’t just invite me to the table — I need to be part of the conversation.

local government, and you are working for the people. The public sector offers some of the most important work anyone can do. I firmly believe that. I have the ability to impact people’s lives on a daily basis. I can make a positive contribution to how people feel about where they live and work.

I’m a big cheerleader for local government. I am constantly encouraging people to look at this profession. Local government can be a career for anybody. You can be an engineer, IT specialist, public safety worker or finance professional. Any career path can be fulfilled in

Any final thoughts you want to share? Pinkos: On my professional journey, I’ve been honored, humbled and in

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www.westerncity.com

some ways extremely lucky to have met the people I’ve encountered and to have been given the opportunities I’ve had. I feel fortunate to have been inspired by the people I’ve met and be able to pay it forward. That is my next focus. A lot of people have helped me out and taken chances on me, and my job now is to pay it forward — that is how our profession will keep growing. ■

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Bobbi C. Peckham • Phil McKenney

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Western City, September 2018

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Western City, September 2018