Western City April 2019 by Western City Magazine

APRIL 2019 |

The Monthly Magazine of the League of California CitiesÂŽ

ÂŽ

Santa Ana Establishes 200-Bed Interim Homeless Shelter in 28 Days p.15 Dockless Bicycles and Scooters: Responding to New Technology p.10 Preparing for the 2020 Census: What Cities Need to Know p.9

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CONTENTS 2 Calendar of League Events 3 President’s Message When Face-to-Face Meetings Produce the Best Results

By Jan Arbuckle

ne advantage of establishing O relationships with newly elected officials (and their staff) is that it often facilitates access during their term that follows.

6 City Forum

10 Legal Notes

Dockless Bicycles and Scooters: Responding to New Technology

By Jennifer Gore

ew technologies have overtaken F cities as quickly as that of dockless bicycles and scooters, and these devices have proved difficult for cities to regulate.

By Hafsa Kaka

By Norman Coppinger

he League offers city officials and T staff numerous professional development and networking options.

public-private partnership and the A community mobilized in response to rapidly increasing homelessness.

9 News From the Institute for

18 California Cities Helen Putnam

Preparing for the 2020 Census: What Cities Need to Know

Rancho Cucamonga Focuses on Community’s Mental Health Needs

By Hanna Stelmakhovych

he census drives important funding T for city programs. California cities can play an active role in helping to make the 2020 census fair and accurate.

COMMUNITIES DEVELOPMENT AUTHORITY

200-Bed Interim Homeless Shelter in 28 Days

STATEWIDE

Santa Ana Establishes 15

Engage Your Leadership Skills

Local Government

CALIFORNIA

Award for Excellence

n untreated mental health condiA tion can have fatal consequences and a devastating impact on the community.

Job Opportunities 20 Professional Services 28 Directory

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

Cover photo: Bria Balliet, Tripepi Smith

CHECK OUT the Western City website New features make it easy to access and share our content. www.westerncity.com

Sponsored by:

(800) 531-7476 www.cscda.org

President Jan Arbuckle Council Member Grass Valley

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

Second Vice President John Dunbar Mayor Yountville

Immediate Past President Rich Garbarino Vice Mayor South San Francisco

Executive Director Carolyn Coleman

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

Magazine Staff Editor in Chief Jude Hudson Lemons, Hudson + Associates (916) 658-8234; email: editor@westerncity.com Managing Editor Norman Coppinger (916) 658-8277; email: ncoppinger@cacities.org

leaguevents APRIL 3–5

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

Public Works Officers’ Institute & Expo, San Diego Designed for professionals at every career level, this conference covers current developments in public works.

Administrative Assistant Savannah Cobbs (916) 658-8223; email: scobbs@cacities.org

Contributors Amanda Cadelago Tony Cardenas Melissa Kuehne Corrie Manning Erica Manuel Patrick Whitnell Kayla Woods

Legislative Action Day, Sacramento Get the latest updates on legislation affecting your city and meet with your legislators.

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

may

Associate Editors Carol Malinowski Carolyn Walker

8–10

City Attorneys’ Spring Conference, Monterey This meeting covers trends and issues affecting public law practitioners and provides an opportunity to connect with colleagues.

Design Taber Creative Group Advertising Design ImagePoint Design For photo credits, see page 22. Western City (ISSN 0279-5337) is published monthly by the League of California Cities, 1400 K St., Sacramento, CA 95814. Subscriptions: $39.00/1 year; $63.00/2 years; student: $26.50; foreign: $52.00; single copies: $4.00, including sales tax. Entered as periodical mail January 30, 1930, at the Post Office, Los Angeles, CA 90013, under the Act of April 13, 1879. Periodical postage paid at Sacramento, Calif.

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Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2019 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCV, No. 4.

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First Vice President Randon Lane Mayor pro Tem Murrieta

League of California Cities

June 13–14

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

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

19–20

Mayors and Council Members’ Executive Forum, Newport Beach The forum’s sessions keep elected officials up to date on key issues.

Mayors and Council Members’ Advanced Leadership Workshops, Newport Beach The workshops offer local elected officials who attended the preceding Executive Forum an opportunity to explore in greater detail topics such as managing municipal finances and resources.

21–22

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

www.cacities.org

President’s Message by Jan Arbuckle

When Face-to-Face Meetings Produce the Best Results I recently joined League Executive Director Carolyn Coleman in Washington, D.C., along with more than 40 executive directors and local leaders representing 19 state municipal leagues from throughout the country to participate in the National League of Cities’ (NLC) third annual state municipal league “fly-in,” where we met federal decisionmakers and discussed city priorities. We went to advocate for NLC’s top legislative priorities, including infrastructure investment, preventing future federal government shutdowns and expanding broadband access. The work began on Wednesday, Feb. 6. NLC’s federal advocacy staff briefed us on the current political dynamics in Washington, D.C., and the potential for an infrastructure package in 2019. The briefings included substantive updates on NLC’s 2019 federal legislative priorities. NLC further supported our efforts by putting us in small groups to help increase our impact. I joined municipal league representatives from Kentucky and Pennsylvania. On Thursday, we arrived on Capitol Hill for a day of action to advocate for city priorities. We came prepared with the stories of our communities and residents, eager to amplify their voices and city priorities in the policy and legislative conversations underway in the nation’s capital.

Focusing on Key Issues of Common Interest In meetings with various members of Congress and their staff, we focused on the need for rural broadband, particularly in light of recent events such as the Camp Fire, which destroyed the Town of Paradise. Broadband access provides a lifeline in rural communities — today it is no longer a luxury but a necessity. I found it very interesting that cities in Kentucky www.westerncity.com

League President Jan Arbuckle, left, and Executive Director Carolyn Coleman visit Washington, D.C., to advocate for city priorities.

and Pennsylvania have the same concerns related to internet service as we do in California. Options for access tend to be good in metropolitan areas, but not in outlying areas. Communities in our three states are interested in how to get companies to invest more in expanding and improving internet access and broadband availability. In addition, we emphasized the need for more federal funding for infrastructure improvements, particularly for roads. Our discussions also focused on homelessness and housing. We talked about the urgent need for funding to address this issue — from both the federal and state governments.

In these meetings with members of Congress and congressional staff, we presented NLC’s guiding principles for rebuilding and reimagining the nation’s infrastructure and 50 ideas for what cities need in an infrastructure plan. We also took the opportunity to educate members of Congress and congressional staff about cities’ roles and responsibilities. Many of those whose offices we visited were freshman members. A number of their staffers were relatively new to some of the terminology and the issues we were discussing, and the conversations were helpful — and in some cases, eye-opening — for all of us. continued Western City, April 2019

When Face-to-Face Meetings Produce the Best Results, continued

During the event, our combined groups met with representatives of more than 45 congressional offices from 21 states and built relationships with 23 newly elected members of Congress. We established some strong connections by visiting early in their terms and getting to know them. We clearly communicated that city advocates are ready to build local-federal partnerships to help move the nation forward, and we launched a national narrative around the value of strong infrastructure.

Effective Advocacy Strategies Work at All Levels of Government One advantage of establishing relationships with new members of Congress or staff is that it often facilitates access during their term that follows.

This principle also applies to the work that we do on behalf of cities at the state level. For example, many of our state legislators are freshmen, and city officials are engaged in establishing relationships with them and their staff. Advocating for cities at the federal level also reminds us how effectively partnering with others amplifies our message. Including more people when meeting with elected representatives ranks high as an effective approach and is also helpful in developing local-state relationships. When you meet with a state legislator or her staff as an individual representing one city, your voice may have less impact. When we come together and speak with a unified voice for cities, our message is stronger, which improves the chances of achieving our goals. Furthermore, meeting face to

face has greater impact than a phone call, an email or a letter.

Join Us for Legislative Action Day, April 24 As the League’s Legislative Action Day draws near, keep in mind the importance of building relationships, meeting face to face and coordinating your message with your colleagues who are participating in meetings with you and your legislators. Be sure to sign up for the Legislative Action Day Preview Webinar that will be offered on April 11 (visit www.cacities. org/events for registration information). I look forward to seeing you at Legislative Action Day events in Sacramento and joining you in our collaborative efforts to help make our cities better places to live, work and play. ■

National League of Cities (NLC) staff conduct a briefing for local leaders that included updates on NLC’s 2019 legislative priorities and current political dynamics in the nation’s capital.

League of California Cities

www.cacities.org

10 Tips for Cities Lobbying the State Legislature 1. Become familiar with the legislative process. Appoint a legislative liaison to track key legislation and work with your League regional public affairs manager (find your manager at www. cacities.org/regionalmanagers). 2. Use the legislative tracking tool on the League website. This tool (at www. cacities.org/billsearch) offers basic information about a bill, including its text, history, status, hearings, votes and more. Here you will find bills that the League is tracking, the League’s registered positions (Support, Oppose or Watch), sample letters and the legislative representative assigned to the bill. Note: The League’s standard position on tracking legislation is “Watch” until such time that we take an official position. •

rite letters on legislation. Your W letters and phone calls make a substantial difference. The League provides sample letters for cities on major legislation at www.ca cities.org/billsearch.

Take advantage of resources, such as the Navigating the Legislative Process guide, on the League website at www. cacities.org/legresources. 3. Subscribe to CA Cities Advocate, the League’s electronic newsletter (at www.cacities.org/cacitiesadvocate weekly). Stay up to date on major issues impacting local government. 4. Get to know your Senate and Assembly representatives and their staff in both their district and Capitol offices. •

earn about their background and L what motivates them.

•

ecome a resource to them in B both the district and Sacramento.

•

ducate them on the issues facing E your city and provide them with updates on a regular basis.

5. Get to know your local media and help educate them about important city issues. Provide a local angle on pending state legislation. Legislators pay attention to their local press, and voters often care most about local issues. Notify the local media when your city takes a position on an issue that the League also advocates on for California cities.

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6. Know your numbers. Understand how state decisions can affect your city’s budget. Visit www.californiacity finance.com to learn more about local finance issues. 7. Build networks with other groups in your community on key legislative issues: business groups, developers, unions, library groups, parks and recreation users, local chambers of commerce and more. The League’s regional public affairs managers specialize in building these networks. Share with your League regional public affairs managers the names of key local leaders and partners who are working with you. 8. Organize an internal process within your city for developing and proposing changes to laws that will help your city. Legislators and their staff look for legislative ideas each fall. Engage your League public affairs manager in exploring coalitionbuilding opportunities around your legislative proposals.

9. Adopt local policies on legislation that enable your city to respond quickly to the League’s Legislative Action Alerts and changes in the legislative process. Explore options with your regional public affairs manager. Consider adopting the League’s Guiding Principles as your city’s principles. This document can be found online at www.cacities.org/summary. 10. Use the League as a resource. Contact your regional public affairs manager for information and ideas, and let them know how you are willing to help. Visit the League website at www.cacities.org for frequent updates on the state budget and League priority legislation. The League is here to help you advocate for your community and achieve your legislative goals.

Western City, April 2019

Engage Your

Leadership by Norman Coppinger

As leaders, city officials assume numerous roles that contribute broadly to the vitality of California and the strength of the communities they serve. The commitment to leadership is shared by elected and appointed city officials pursuing solutions and implementing policies that address local needs, promote good governance and advance the community’s vision. City leadership regularly extends beyond geographic boundaries. Weighing in on regional and statewide policies and discussions also serves important local interests. Through the League, city leaders have numerous opportunities to amplify their voices. Staying informed is a critical first step in participating in policy matters, whether that participation takes the form of sending letters supporting or opposing a legislative proposal, meeting in person with state legislators and staff — or testifying in Sacramento at the state Capitol or before the board of the California Public Employees’ Retirement System. One simple way to keep up to date on issues and events is by subscribing to the League’s weekly electronic newsletter, CA Cities Advocate, at www.cacities.org/cacitiesadvocate. The strength and diversity of the League extends far beyond advocacy. From networking and professional development opportunities to leadership roles within the divisions, departments, caucuses, policy committees and board of directors, getting involved is easy.

The League Offers Many Options The League offers city officials and staff numerous options for engaging on issues of common interest and participating in professional development and networking activities.

16 Regional Divisions: The League has divided the state into 16 geographic areas to help cities collaborate on regional issues. Your League regional public affairs manager works closely with the cities in your division to develop informational programs and conduct grassroots activities that support specific legislative, regulatory and ballot measure goals. Find your regional public affairs manager at www.cacities.org/regionalmanagers. Professional Departments: Engage in one of the League’s departments, which mirror cities’ professional structures. The departments are city attorneys, city clerks, city managers, fire chiefs, fiscal officers, mayors and council members, personnel and employee relations, planning and community development, and public works officers. League departments offer numerous educational and networking opportunities with your colleagues from throughout the state. Visit www.cacities.org/departments for more information. Diversity Caucuses: City officials who share common interests and perspectives come together through the League’s diversity caucuses, which include the African-American Caucus, AsianPacific Islander Caucus, Gay-Lesbian-Bisexual-Transgender Local Officials (GLBTLO) Caucus, Latino Caucus and Women’s Caucus. Learn more at www.cacities.org/caucuses. Mayors and Council Members Leadership Academy (Torch Program): The academy honors the hard work of local elected officials who seek to enhance their knowledge and skills to better serve the public. Connect with the academy at www.cacities.org/ TorchProgram.

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

League of California Cities

www.cacities.org

Take advantage of abundant opportunities to network, participate in training and solve common challenges.

Skills Education: Take advantage of the League’s professional development and networking opportunities. Learn about best practices and the latest issues affecting cities by attending the annual conference, your department conference, webinars and workshops. Find a calendar of upcoming educational events at www.cacities.org/events. Conference Speakers: Share your knowledge of complex issues or projects with other League members by proposing educational sessions and presenting at conferences. Conference Planning Committees: Each department plans its conferences through a committee. Provide input on conference content and offer support by joining the planning committee. California Civic Leadership Institute (CCLI): The institute is designed for city leaders interested in taking their political career to the state level. CCLI educates local elected officials as they progress in their public service careers and provides opportunities to create strong partnerships with state leaders. Advocacy: City officials help the League advocate on behalf of California cities by testifying in legislative sessions, writing letters to lawmakers and policymakers and communicating about local issues with elected representatives in Sacramento and Washington, D.C. Learn more at www.cacities.org/advocacy. Policy Committees: The League policy committees guide the organization’s policymaking process by reviewing proposed legislation, suggesting broad policy guidelines and studying key issues impacting cities. Find information on the committees and how to join at www.cacities.org/advocacy. Task Forces: Lend your expertise on specific and major issues facing California cities by serving on one of the League’s task

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forces, each of which addresses a specific issue such as housing, water or new community and economic development tools. CitiPAC: Support the League’s political action committee, which guides ballot measure and other advocacy activities of importance to cities, through donations and attending special events. Learn more about CitiPAC at www.cacities.org/policy-advocacy/citipac. League Board of Directors: Serving on the League board offers an opportunity for local leaders to shape policy that impacts cities statewide. The board provides overall supervision, control and direction for League activities and affairs. City officials join the board through appointments made by their division, department or the at-large nomination process. Listservs and Forums: Join League members interested in sharing information on a specific subject area. Post questions, provide resources to other cities or poll colleagues on current issues in your field through League listservs and forums. Learn more at www.cacities.org/listserv. Western City: Read the League’s monthly magazine (www. westerncity.com) for lively, interdisciplinary analyses of issues affecting local governance. Western City is mailed to city officials and department heads as a free benefit of League membership.

Get Your Questions Answered Local leaders new to city government and the League as well as seasoned veteran city officials who are interested in learning more about how to get involved can call (916) 658-8204 or email memberservices@cacities.org for additional information. ■

Western City, April 2019

Thousands of Public Entities. Tens of Billions of Taxpayer Dollars. Protected.

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www.ICSandCDARS.com Placement of funds through the ICS or CDARS service is subject to the terms, conditions, and disclosures in the service agreements, including the Deposit Placement Agreement (“DPA”). Limits apply and customer eligibility criteria may apply. In the ICS savings option, program withdrawals are limited to six per month. Although funds are placed at destination banks in amounts that do not exceed the FDIC standard maximum deposit insurance amount (“SMDIA”), a depositor’s balances at the relationship institution that places the funds may exceed the SMDIA (e.g., before ICS or CDARS settlement for a deposit or after ICS or CDARS settlement for a withdrawal) or be ineligible for FDIC insurance (if the relationship institution is not a bank). As stated in the DPA, the depositor is responsible for making any necessary arrangements to protect such balances consistent with applicable law. If the depositor is subject to restrictions on placement of its funds, the depositor is responsible for determining whether its use of ICS or CDARS satisfies those restrictions. When deposited funds are exchanged on a dollar-for-dollar basis with other banks in the network, the relationship institution can use the full amount of a deposit placed through ICS or CDARS for local lending, satisfying some depositors’ local investment goals/mandates. Alternatively, with a depositor’s consent, and in states where this is allowed by law, the relationship institution may choose to receive fee income instead of deposits from other banks. Under these circumstances, deposited funds would not be available for local lending. ICS, Insured Cash Sweep, 05/18 and CDARS are registered service marks of Promontory Interfinancial Network, LLC.

Preparing for the 2020 Census:

What Cities Need to Know by Hanna Stelmakhovych California cities can play an active role in helping to make the 2020 census fair and accurate, especially for historically underrepresented populations such as racial and ethnic minorities, young children and renters. The 2010 census undercounted 95,000 (or 0.26 percent of) California residents. Though the overall count was an improvement from the previous undercounts (2.74 percent in 1990 and 1.52 percent in 2000), the rate of underrepresented populations remains consistently high, and that has many cities concerned about getting an accurate count in the upcoming census. One of the main implications of undercounting is the loss of annual federal, state, local and philanthropic funding for social programs and services. “A complete count in the 2020 census is critical for California. Not only are billions of dollars in federal funding at stake, but so is fair representation,” says Ditas Katague, director of the California Complete Count Office for the State of California. “State and local governments rely on census numbers for policy and local representation decisions.” Obtaining an accurate and complete count poses challenges due to several factors. The housing affordability crisis has forced more Californians to move into unconventional housing and overcrowded dwellings or to become homeless, making it difficult to find and count all residents. For the first time, more than 75 percent of California households will be receiving an invitation to complete the census online — even though not every household has a broadband subscription. And courts throughout the nation are grappling with the U.S. Department of Commerce’s decision to include a question about citizenship on the 2020 census, which raises concerns that this question may decrease participation among those who are foreign-born and racial and ethnic minorities. Federal courts in California and New York have blocked use of the question, and the U.S. Supreme Court is expected to hold hearings on the citizenship question in April and issue a final decision as soon as June 2019.

What Can Your City Do to Help Ensure a Fair and Accurate Count? Consider these steps when crafting your city’s approach: • Identify your historically undercounted communities and groups; • Provide clear information about the census process and its components, especially for hard-to-count communities. Be sure to explain the new online component and provide an overview of items such as follow-up visits from census workers, confidentiality of collected information, legal participation requirements, participation benefits and a timeline;

• Work with your business community to educate workers and spread the message; • Work with community-based organizations, faith-based organizations and other nonprofits to craft and deliver culturally appropriate messages via trusted messengers; • Take advantage of existing partnerships and federal and state resources; and • Pair outreach and education with existing community events and efforts. For additional tips, see the Institute for Local Government’s 10 Things You Can Do to Ensure a Complete Census Count (at http://bit.ly/2Ekvj44).

Tips for Building Complete Count Partnerships California has made a historic commitment to the 2020 census by investing $90.3 million to help ensure a complete count. Governor Gavin Newsom’s proposed budget for 2019–20 includes a $50 million increase in funding for census outreach efforts, bringing the total to $140 million. With a majority of these funds directly allocated for county, tribal and community outreach, the state is taking special care to reach hard-to-count communities. And philanthropic organizations, such as the California Endowment and the Irvine Foundation, made a $20 million commitment in 2017–18 to support local and regional census work by allocating funding and sustaining coordinated efforts like the Census Policy Advocacy Network. Aside from forming local census complete count committees, cities should consider partnering with federal and state agencies, tribal governments, counties and community-based organizations and tap into existing initiatives. For more information, visit www.census.gov/2020resources or https://census.ca.gov/resources. ■

Resources to Help Identify Your Hard-to-Count Populations 2020 Census Maps: California’s Hard-to-Count Communities. The Public Policy Institute of California projects the likelihood of nonresponse rates for individual hard-to-count groups (at http://bit.ly/2TXLPfz). 2010 Census Participation Rates. This U.S. Census Bureau map shows participation rates in the 2010 and 2000 censuses (at http://bit.ly/2TYLQA6).

Hanna Stelmakhovych is a program coordinator for the Institute for Local Government and can be reached at hstelmakhovych@ca-ilg.org.

California Hard-to-Count Index Map. This map provides demographic information in addition to the Hard-to-Count Index (at http://bit.ly/2Vb2BIx).

www.westerncity.com

Find additional information and links to related resources in the online version of this article at www.westerncity.com.

Dockless Bicycles Responding to New Few technologies have overtaken cities as quickly as that of dockless bicycles and scooters. These devices are marketed as an inexpensive, on-demand mobility solution that complements a car-free, environmentally conscious lifestyle and allows users to “go farther, get there faster and have more fun.” Public reaction, however, is mixed. Some members of the public see dockless bicycles and scooters as a novel, fun and environmentally sensitive transportation alternative — but others see them as a public safety hazard. And for cities, these devices have proved difficult to regulate. Some cities, wanting to embrace this potential first- and last-mile solution for commuters using public transit, have taken a hands-off approach to these new devices, relying on state-level regulations and market forces to control their use and distribution. Others have crafted pilot programs, allowing a limited number of vendors or devices to operate in their

jurisdiction. Some cities have banned the devices altogether. The dilemma facing cities is complicated by the numerous lawsuits related to these devices. During summer 2018, the City of Beverly Hills adopted a temporary ban to prohibit dockless electric scooters from operating in the city — a decision that became the subject of a legal challenge. In San Francisco, the San Francisco Municipal Transportation Agency adopted a pilot program and issued a limited number of permits to operators, which resulted in litigation alleging due process violations. And in San Diego, a class-action lawsuit has been filed alleging that the city and three operators have failed to keep city sidewalks clear from “an onslaught of unregulated dockless scooters,” resulting in violations of the Americans with Disabilities Act. Though each of these cases could be the subject of a detailed case study, this article

focuses instead on outlining some of the policy issues raised by dockless bicycles and scooters and the various approaches jurisdictions have taken in their quest to safely and effectively manage the public right of way without stifling innovation or new technology.

Issues Related to Right-of-Way Management Cities and counties are charged with regulating and managing the public right of way, which is a finite resource subject to many demands. The public right of way must: • Meet the needs of pedestrians, people with disabilities, adjacent land owners and commercial enterprises; • Accommodate various utilities; and • Meet the transportation needs of a variety of vehicles.

Jennifer Gore is a deputy city attorney for the City of Sacramento and can be reached at JVGore@cityofsacramento.org.

League of California Cities

www.cacities.org

and Scooters: Technology

by Jennifer Gore

Despite a California law that prohibits users from leaving an electric scooter lying on its side on any sidewalk or parking in a manner that obstructs the pedestrian path, the internet features numerous cautionary photos of dockless bicycles and scooters littering city sidewalks. And though state law also prohibits electric scooters from operating on sidewalks, many online stories describe injuries resulting from reckless scooter users riding on sidewalks. An entire Instagram account, ScootersBehavingBadly, is dedicated to documenting the ostensibly poor choices made by members of the public when using or parking scooters. In addition, a class-action lawsuit was filed in October 2018 in Los Angeles accusing several dockless scooter companies of “gross negligence.” To address these issues, several cities have limited the number of companies that receive a permit to operate, the number of

devices each operator can place in operation — or both. To limit the number of operators, several jurisdictions have conducted competitive application processes. This approach carries a risk of litigation from operators who are not selected. Therefore, it is important to: • Disclose clear, objective criteria and a well-defined process for selecting operators; and • Work with your city’s legal counsel to implement that process and document the public safety basis for your decision. Though these devices are “dockless” and self-locking, many jurisdictions have designated parking areas for them, including bike racks, painted zones on sidewalks, or special on-street parking areas. Some have also adopted “lock-to” requirements, mandating that the devices be locked to a rack or pole.

About Legal Notes This column is provided as general information and not as legal advice. The law is constantly evolving, and attorneys can and do disagree about what the law requires. Local agencies interested in determining how the law applies in a particular situation should consult their local agency attorneys.

continued www.westerncity.com

Dockless Bicycles and Scooters: Responding to New Technology, continued

Several cities have limited the number of companies that receive a permit to operate, the number of devices each operator can place in operation — or both.

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With the 2019 City Hall Directory, the information you need is right at your fingertips. Order online at: www.cacities.org/publications or call (916) 658-8217.

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Disability advocates have championed on-street parking, arguing that allowing the devices to park on sidewalks tempts users to ride on the sidewalk to get to the designated parking area and creates a mistaken belief that they are allowed to ride on the sidewalk. Many cities require operators to accept complaints from the public about improperly parked devices and have mandated maximum response times for the relocation of such devices. Many cities also use “rebalancing requirements” to manage the concentration of devices. These require operators to move devices to and from high-use destinations, such as transit stations, to ensure that they are available to the public during peak hours. And because dockless bicycles and scooters are subject to vandalism and sometimes used as instruments of destruction, resulting in damage to public property, several cities have required operators to provide a performance bond to ensure that necessary repairs are made.

Addressing Public Safety Another issue closely related to managing the right of way is public safety. Though state laws prohibit electric scooters from obstructing the right of way or operating on sidewalks, ensuring compliance with those laws can be a challenge — and these devices can become tripping hazards. Emergency rooms in cities where dockless scooters operate are reporting increases in associated injuries. Minors are still required to wear helmets when riding any bicycle or electric scooter, effective Jan. 1, 2019, but state law no longer requires adults over the age of 18 to wear a helmet when they are riding an electric scooter. To address safety issues, some companies have implemented “in-app tutorials” that users must view before they can unlock and ride a device, some give away helmets to customers and some are partnering with cities to launch public education campaigns on safely operating and parking electric bikes and scooters. continued on page 23

League of California Cities

www.cacities.org

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Santa Ana Establishes 200-Bed Interim

Homeless in Jeri Ogden, age 70, became homeless after paying medical bills for two brain surgeries left her without financial assets. opposite page The shelter features colorful murals, guests enjoy recreational activities and staff offers help with completing paperwork.

www.cacities.org

Shelter 28 Days by Hafsa Kaka

Like many California communities, the City of Santa Ana (pop. 338,247) in Orange County has struggled with the issue of homelessness for years. In early 2018, Santa Ana’s homeless population had grown to more than 1,600 people — and over 1,000 of them were without shelter. At the same time, U.S. District Court Judge David O. Carter was imploring Orange County cities to create more shelter beds or risk forfeiting their right to enforce “no camping” ordinances. In response, Santa Ana pledged to open a 200-bed interim homeless shelter as soon as possible.

Steadily Worsening Situation Compels Action A series of events had recently highlighted the homelessness issue in Orange County — and specifically in Santa Ana, which is the county seat and houses numer-

ous county services (including social services) that draw individuals in need of assistance. For years, the Civic Center had experienced hundreds of homeless encampments in its Plaza of the Flags. Given these factors and others, Santa Ana’s homeless population was disproportionately high compared to other cities in Orange County, with a heavy concentration in its urban core. Meanwhile, legal matters both exacerbated the problem and set the stage for cities to take action.

Early in 2018, continuous complaints from nearby residents and businesses spurred local law enforcement agencies to evict more than 700 people from the Santa Ana Riverbed encampment near Angel Stadium in Anaheim, the largest such encampment in the county. With nowhere else to go, hundreds of these individuals ended up in Santa Ana. These issues, along

with Judge Carter’s orders, encouraged the City of Santa Ana to take action.

Responding to the Crisis First, in March 2018, the Santa Ana City Council directed the city manager to execute an updated point in time (PIT) count of individuals experiencing homelessness in the city, including data on the actual number of homeless as well as additional demographic details about where “home” was historically for these individuals. But there was a catch. The city council wanted the count done within 48 hours on Easter weekend to help inform the homelessness debate taking place in the county and the courtroom. Turning around a PIT count in such short order was a monumental task; yet, at 4:00 a.m. on a Saturday morning, continued

Hafsa Kaka is homeless services manager for the City of Santa Ana and can be reached at HKaka@santa-ana.org. www.westerncity.com

Western City, April 2019

Santa Ana Establishes 200-Bed Interim Homeless Shelter in 28 Days, continued

The speed of establishing the shelter did not compromise the enormity or quality of the project.

Santa Ana’s facility, known as The Link, not only provides shelter but also connects clients with social services and permanent housing.

nearly 130 volunteers showed up to help conduct the count. Just three days later, the city had the data it sought.

Mercy House to create a temporary, interim homeless shelter to serve the city’s homeless population.

“Homelessness is not a problem for only Santa Ana to address, and the reality is that many homeless people in Santa Ana were not born and raised here. They come from all over the United States, California and Orange County,” says Mayor pro Tem Juan Villegas. “We wanted data to help us understand both the impact of clearing out the riverbed camp and how many of our homeless people were rooted in our community.”

To fund the shelter, the council authorized $3.1 million for its first year of operation, with the option to renew the contract for a second year. The city is using its Inclusionary Housing Fund for the shelter’s first year of operation; the second year will draw on a combination of funding from the SB 2 Building Homes and Jobs Act and a portion of the city’s Emergency Solutions Grant from the U.S. Department of Housing and Urban Development.

The March 2018 PIT count showed a 121 percent increase in the number of unsheltered homeless individuals in Santa Ana from 2017 to 2018. It also indicated that more than 50 percent of the homeless population was from other parts of Orange County. These findings led the city to clear the Plaza of the Flags encampment in April 2018, declare a homeless shelter crisis in August 2018 and evaluate the next steps. By September 2018, the Santa Ana City Council had approved a plan to partner with nonprofit

“There was a real drive to respond to an emergency need,” says Patti Long, associate director of Mercy House. “Everyone involved was driven to get the shelter up and running, and the city dedicated a lot of help and resources to get this done as quickly as possible. As a partner in that process, it was inspiring to see everyone come together to accomplish that goal.”

League of California Cities

“As the county seat, Santa Ana has been on the front line of addressing Orange County’s homeless population for decades,” says Acting City Manager Steven

Mendoza. “But legal wrangling has challenged all Orange County cities to contribute collectively toward the solution. Part of Santa Ana’s contribution included a commitment to open a temporary shelter before the Thanksgiving holiday. I’m proud to say Santa Ana followed through on its promises to create this resource in a safe and timely manner, beginning with a multidisciplinary process that brought different stakeholders together from the municipal Public Works and Planning and Building agencies to the Orange County Fire Authority and more.”

Rapid Timeline Makes Shelter Opening a Priority “The Link” began serving Santa Ana’s men, women and families on Nov. 15, 2018. Stakeholders chose the name to highlight the interim nature of the shelter, because the goal is for social services staff (called “navigators”) to link homeless individuals and families with permanent housing. Since opening its doors, The Link has received more than 290 referrals and successfully placed eight individuals into

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Outreach to Local Media Introduces Facility Given the often divisive nature of issues related to homelessness and homeless shelters, the City of Santa Ana wanted to ensure that it was transparent with local media while also respecting the privacy of The Link’s residents. To achieve both of these goals, Santa Ana staff took several steps that included creating collateral, hosting a media day and building a web page.

Creating Collateral • Staff documented the process with photos and video of the facility in advance of opening day;

permanent housing, with 20 more in the pipeline for housing referrals. Just two months after taking in the first residents, Mercy House staff notes The Link’s occupancy is ahead of schedule: Nearly 200 fewer people are sleeping on Santa Ana streets at night. Judge Carter has acknowledged the project and the City of Santa Ana as a model for the county, state and “maybe the nation.” “Within two weeks of approving the shelter, we had a site,” says Santa Ana Mayor Miguel Pulido. “And it took only 28 days to complete construction. We had close to 50 workers on-site working 16-hour days. This process is a demonstration of the power of the public-private partnership and what can be achieved when you don’t take ‘no’ for an answer.” The speed of establishing the shelter did not undermine the enormity or quality of the project. The persistence of the Santa Ana City Council and staff, combined with coordinated efforts from Mercy House and the building developer, made the rapid timeline possible.

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Coordination Plays a Key Role Given the size of the city’s homeless population and the use of Santa Anasourced funds, priority for admission to The Link is given to individuals who demonstrate that they were most recently Santa Ana residents or otherwise have strong ties to the city. This involves a liaison operation, led by the city, to contact and transition homeless residents from the street to the shelter. Key partners, including the Santa Ana Police Department’s Homeless Evaluation Assessment Response Team (HEART) officers, Mercy House, the county Health Care Agency, City Net homeless outreach team and the nonprofit Illumination Foundation, have been instrumental in bringing residents to the shelter. Special consideration was also given to assembling a joint Psychological Emergency Response Team, with resources from the Santa Ana Police Department and the county Health Care Agency, to help address the unique needs of homeless individuals experiencing mental illness. continued on page 25

• The day before the shelter opened, the city issued a press release that provided details about the space, the process used to build it, operational details and the opening date; and • Staff compiled information related to the city’s history of addressing homelessness, as well as current resources and programs available to the city’s homeless community. These assets were made available to the media prior to the facility opening.

Hosting a Media Day The morning of opening day at The Link, local media previewed the facility. The mayor, several council members and key stakeholders attended to show their support and give interviews to news outlets on-site.

Building a “One-Stop Shop” Web Page The city created a web page dedicated to The Link that outlines all details about the facility and directs visitors to frequently asked questions with answers from the city, Mercy House and county Health Care Agency. The page also provides links to interviews with stakeholders and multimedia assets.

Rancho Cucamonga Focuses on Community’s

Mental Health Needs Residents in the City of Rancho Cucamonga (pop. 176,671), located in western San Bernardino County, had something to say about the health and wellness of their community when the city launched a comprehensive strategic planning process in 2013. The diverse voices of Rancho Cucamonga residents identified mental health as a top community health priority — specifically, the need to enhance access to resources for anxiety, stress, depression and substance abuse. They also indicated that lack of affordable resources to both prevent and treat mental health problems keeps many people from accessing services. Other barriers include lack of transportation and health insurance as well as a shortage of bilingual and culturally competent mental health services. In addition, the stigma associated with mental health conditions prevents people from seeking treatment for themselves or for their loved ones.

The city followed up with a quality-of-life survey in 2015 and 2016. Of the residents surveyed who reported needing help for emotional problems, mental health issues or substance abuse, over half (57 percent) did not seek the help they needed. A mental health condition, such as depression or anxiety, that goes untreated can have fatal consequences. The impact on the community can be devastating.

Taking Proactive Steps to Help Prevent Future Tragedies Rancho Cucamonga experienced such a tragedy when two teens who attended a local high school died of suicide within a month in 2018. These traumatic events left students, parents and teachers seeking emotional and psychological support and underscored the critical need for supportive programs to destigmatize mental health conditions and help prevent future tragedies related to mental health.

“Mental health is an important aspect of community health,” says Rancho Cucamonga Mayor Dennis Michael. “Creating avenues where mental health support services are easily accessible, culturally appropriate and free of stigma for all residents is critical to our community’s overall health. We’re working together to break through the stigma associated with mental health issues so everyone can — and will — access the necessary services and support.”

Rancho Cucamonga turned to its innovative city-community partnership, Healthy RC, to identify strategies for improving community access to culturally appropriate mental health resources and removing the stigma associated with mental health concerns. The partnership launched a Mental Health Subcommittee to steer the effort. With the subcommittee’s guidance, Healthy RC developed and disseminated a bilingual social media and print campaign titled Your Mind Matters, which targeted diverse populations. The

The City of Rancho Cucamonga won the Award for Excellence in the Health and Wellness Programs category of the 2018 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

League of California Cities

www.cacities.org

campaign included postcards and flyers that encourage residents to “Start the Conversation” and visit HealthyRC.com, where they can easily access an extensive list of local mental health resources. “A lot of organizations have been working on these challenges for a long time, but they have been working within their ‘silos’ until recently,” says James Scheu, a community partner and founder of nLab Concepts, a local nonprofit organization. “Healthy RC broke down those barriers to include hospitals, city and county agencies, nonprofits and mental health service providers in this new, collective effort — and our collaborative approach to providing mental health resources is having a bigger impact.” As part of its outreach, Healthy RC hosted five free, family-friendly and culturally appropriate mental health community symposiums that included free dinner and child care. These meetings provided a place for residents to connect with local mental health services, have their questions answered directly by mental health experts as part of informative presentations, and create a community conversation about depression, anxiety, cyberbullying and other mental health challenges. The speakers offered resources for addressing the financial burden of accessing mental health services and overcoming the stigma

associated with asking for help and explained how to find culturally appropriate service providers. Attendees learned about coping techniques for children, adults and teens that they could use at home and received worksheets and informational materials. Each symposium also incorporated mindfulness activities such as breathing exercises, tai chi and meditation led by local experts.

basis in departments such as community services, fire and human resources. The city now offers meditation classes at the public library. Support services — including a clothes closet, food pantry, substance abuse support groups, mental health workshops and dedicated services for the city’s homeless population — are provided on a regular basis at the RC Family Resource Center.

In evaluating the event, one mental health symposium attendee said, “After hearing the wonderful speakers, I believe we can take what we learned, start the conversation about mental health and bring it to our homes and our community so that it impacts our children and the entire family.”

Before the city launched its mental health initiative, few (if any) opportunities existed to engage in meaningful dialogue with policymakers about mental health needs or to develop policies and programs for improving access to mental health resources. Rancho Cucamonga created safe spaces for these vital conversations to take place, and residents responded.

A New Approach Across City Departments To better support residents’ mental health, the City of Rancho Cucamonga took a new approach based on Healthy RC’s strategies to destigmatize the issue. The municipal library staff participated in education and certification as trainers through the national nonprofit Mental Health First Aid program. In turn, they teach these skills to front-line city staff who interact with residents on a daily

“The city and community have formed authentic relationships through meaningful collaboration,” says City Manager John Gillison. “This has shifted us from a traditional approach to a model of building trust and working together to make Rancho Cucamonga the healthiest it can be.” Contact: Erika Lewis-Huntley, management analyst III, City Manager’s Office; phone: (909) 774-2008; email: Erika. Lewis-Huntley@cityofrc.us. ■

left to right from opposite page

Children share thoughts on healthy living, seniors enjoy tai chi and gardening to reduce stress, teens share priorities and the library fosters connections to support mental health.

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Western City, April 2019

CITY MANAGER

City of Orange Cove, CA Qualified candidates should have prior experience as a City Administrator/Manager. A bachelor’s degree in public or business administration or a related field is required and at least five (5) years of progressive management responsibility in municipal government is highly desirable.

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

NOW OFFERING

The City Council highly regards California experience and will also consider all viable out-of-state candidates. Bi-lingual candidates are encouraged to apply, Salary: $140,000.

TEMP-TO-HIRE hhWork

Submit resume to Mayor Victor P. Lopez, 633 6th Street, Orange Cove, CA 93646 in a sealed envelope. Recruitment is open until position is filled.

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Administrative and Office Assistants Director of Planning and Building Department Primary responsibilities include: directing, managing and overseeing the activities of the Planning and Building Department, including current and advanced planning, code enforcement, business licensing, and building programs. Will play a key role in problem-solving and work closely with other executive managers to address key city-wide initiatives such as strategic planning. Will engage in collaborative and dynamic work within the City and with other community agencies in addressing and resolving community issues. Will also coordinate assigned activities with other departments and outside agencies. Provide highly responsible, complex support to the City Manager, Planning Commission, and City Council. For recruitment brochure & to apply: www.anaheim.net/directorjobapply

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Call Us Today: 1-866-406-MUNI (6864) www.munitemps.com

Director of Finance City of Poway, CA

epeatedly ranked as one of the safest cities and best places to raise a family in California, the City of Poway (pop. 50,207) maintains the feel of a traditional American hometown in the center of San Diego County. Poway is supported by a FY 2018-19 total operating budget of $88 million ($46 million General Fund) and 213 full-time employees. Reporting to the Assistant City Manager, the Finance Director oversees a team of 20.5 FTE and a department budget of $5 million. The ideal candidate will be a well-regarded local government finance professional with a strong customer orientation. In addition to possessing sophisticated fiscal acumen, he/she will be an outstanding communicator with excellent presentation skills. Ten years of experience in public finance, accounting or administration, including at least five years of supervisory, management, and/or administrative experience, and a Bachelor’s degree is required. Salary range $139,349 - $169,380 (currently under review); salary supplemented by an attractive benefits package. This recruitment will close prior to midnight on Sunday, April 14, 2019. For detailed brochure and to apply online, visit www.tbcrecruiting.com. Teri Black • 424.296.3111 Suzanne Mason • 562.631.2500

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Current & Upcoming Opportunities

City of Long Beach, CA

Deputy Director of Finance

City of Lompoc, CA

Community Development Director

Rancho Santa Fe Association, CA

Building Commissioner

City of Yuba City, CA City Manager

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

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Bob Murray & Associates is a proud sponsor of the MMANC Womenâ&#x20AC;&#x2122;s Leadership Summit MMANC Members - Join Valerie Phillips in Santa Cruz on Thursday May 16, 2019 Visit our booth and enter to win a Nordstrom Gift Card!

Community Development Director SALARY: $12,344.00 Monthly $148,128.00 Annually

The City of Hemet is currently looking for a proven leader and experienced professional to serve as the Community Development Director. The ideal candidate will have a passion for delivering high-quality services and is an individual who can assist the City Manager with the vision of moving the City forward.

CITY OF SANTA ROSA

THE CITY OF HEMET

invites applications for the position of:

The City of Santa Rosa is located just 55 miles north of San Francisco and 30 miles east of the Pacific Ocean with a population of over 175,000. Santa Rosa is the county seat of Sonoma County and the urban heart of wine country. The community enjoys a moderate climate, a rich agricultural tradition, and extensive opportunities for year-round outdoor activities. The Chief Assistant City Attorney is a newly created management position. The Chief Assistant will assist the City Attorney in the oversight of the Office, will have primary responsibility CHIEF to act for the City Attorney in her absence, ASSISTANT and will provide professional legal services to William Avery & Associates the City Council and to all City departments. Management Consultants CITY It is anticipated that the Chief Assistant 31/2 N. Santa Cruz Ave., Suite A will be engaged in sophisticated policy and ATTORNEY transactional matters, will provide direction Los Gatos, CA 95030 and counsel regarding sensitive labor and employment issues, and will 408.399.4424 represent the City in administrative and judicial proceedings. Fax: 408.399.4423

The ideal candidate will be a talented legal advisor with strong analytical email: jobs@averyassoc.net www.averyassoc.net and strategic thinking skills who thrives in an active and innovative environment. One example of qualifying experience would include seven or more years of experience performing duties comparable to those of an Assistant City Attorney, five of which are with or in support of a public agency. Possession of a Juris Doctor degree, active membership in the State Bar of California and ability to gain admission to practice in Federal court for the United States District Court for the Northern District of California are required. To be considered, please visit our website at www.averyassoc.net/ current-searches/ for a detailed job announcement and how to apply on the Avery Associates Career Portal.

FINANCE DIRECTOR CITY OF AVALON, CA

The City of Avalon is recruiting for an experienced and innovative finance professional to serve as the City of Avalon’s next Finance Director.

SUMMARY DESCRIPTION: Under the general direction of the City Manager, the Community Development Director plans, directs, manages, and oversees the operations of the Community Development Department, including Planning, Building and Code Enforcement. The incumbent controls staffing levels and departmental budget; participates as a member of the executive management team; fosters cooperative working relationships among City departments and with intergovernmental and regulatory agencies; and performs related work as required. To be considered for this exceptional career opportunity, please submit a completed application, cover letter of interest, resume, supplemental questionnaire and a list of five (5) professional references through the Human Resources Department application system as soon as possible. Please visit our website at www. cityofhemet.org/jobs to view the full job posting, educational requirements, submittal requirements, and to apply online.

League of California Cities

The City of Avalon is located on the easterly portion of Catalina Island, 22 miles south/ southwest of the Los Angeles Harbor breakwater. This recruitment is expires on April 30, 2019. To be considered for this exceptional career opportunity, please email or mail your cover letter, comprehensive resume, five professional references and supplemental questions to: hr@cityofavalon.com or by mailing employment packet to: City of Avalon, Human Resources Department, P.O. Box 707, 410 Avalon Canyon Road, Avalon, CA 90704 The job announcement and supplemental questions can be found at our website: www.CityofAvalon.com.

Photo/Art Credits Cover: Bria Balliet, Tripepi Smith

Pages 14–17, 25: Bria Balliet, Tripepi Smith

Pages 3 & 4: Courtesy of National League of Cities & League of California Cities

Pages 18–19: Courtesy of City of Rancho Cucamonga and League of California Cities

Page 5: Steve-Goacher

Page 23: Deepblue4you

Pages 6–7: Jeremy Sykes, courtesy of League of California Cities

Page 24: Sjo

Page 9: AntiMartina Pages 10–11: 400tmax Page 12: Zodebala

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Dockless Bicycles and Scooters: Responding to New Technology, continued from page 12

In addition to public education campaigns, some cities require that devices be equipped with software to limit their speeds to 15 miles per hour to match the state’s speed limit on electric scooters. Police departments can enforce laws and regulations, ticketing users who operate scooters on sidewalks, exceed the speed limit or obstruct the right of way. In addition to enforcing safety laws and requiring companies to provide or fund safety education, many jurisdictions are impounding improperly parked or unpermitted devices to address trip hazards and concerns about accessibility and safety. Cities are also requiring operators to submit maintenance and repair plans for their devices to help ensure that brake lights work, tires are not damaged and other mechanical issues that affect safety are addressed on a regular basis. Most — if not all — cities also require companies to maintain adequate levels of insurance and to indemnify the city for any liability associated with the operation of permitted devices.

Making Equity Part of the Equation Many cities condition the issuance of permits on the equitable distribution of devices throughout their jurisdiction and are taking other steps to make this new technology available to low-income individuals. Several cities require reducedcost plans for individuals meeting specified income eligibility requirements. Some cities also require companies to equitably distribute and operate a certain percentage of their fleet outside the downtown or commercial areas. This helps to achieve the claimed transit benefits and provides opportunities for users in areas that may be economically disadvantaged. For these efforts to be impactful, it is important to require companies to make their devices accessible to users who do not have a credit card or smartphone. Companies should also provide instructions in various languages. continued

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cities have many options for addressing dockless scooters and bicycles in California. J

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Fire Chief

City of Santa Clara, CA

he City of Santa Clara (pop. 123,983) is known for its tree-lined streets and attractive neighborhoods and is home to Santa Clara University, the Santa Clara Convention Center, California’s Great America theme park and Levi’s Stadium. Like most cities in the Silicon Valley, Santa Clara is experiencing an unprecedented level of development with many exciting projects either underway or on the horizon. The Santa Clara Fire Department (SCFD) is one of the few nationally accredited fire departments in California and is supported by approximately 170 employees. The ideal candidate will be an innovative and collaborative leader who is well-equipped to address evolving 21st century service demands in a growing urban community. He/she will be an inspiring leader and mentor with a history of being a valued business partner with impressive administrative abilities. Nine years of municipal firefighting experience, including two years of service at the senior officer (or equivalent) level, and a Bachelor’s degree is required. A Master’s degree is preferred. Salary range $269,016 - $348,120; salary supplemented by a generous benefits package. Visit www.tbcrecruiting.com for brochure and to apply online before midnight Sunday, April 14, 2019. Bradley Wardle • 650.450.3299 Teri Black • 424.296.3111

CITY ADMINISTRATOR

City of Chowchilla, California

Salary Dependent on Qualifications Chowchilla is a full-service agency with a population of nearly 20,000, located in the California Central San Joaquin Valley and within an easy two-hour drive to many iconic destinations such as Yosemite National Park, the San Francisco Bay Area and the Pacific Coast. The City is seeking an experienced, innovative, results-oriented professional who is prepared to navigate the many exciting capital, residential and large commercial projects on the horizon. The City Administrator will have a tremendous opportunity to build upon the strengths of a skilled and motivated staff, and a visionary and cohesive five-member City Council. This position requires a Bachelor’s degree plus a minimum of five years of relevant municipal management experience. A Master’s degree is highly desirable. APPLY IMMEDIATELY: The deadline for submittal of a cover letter and resume is Thursday, May 30, 2019. Electronic submittal is preferred; email JMcClendon@CityofChowchilla.org. The City’s website is www.CityofChowchilla.org and the main line at City Hall is (559) 6658615 x102. Equal Opportunity Employer.

Western City, April 2019

Dockless Bicycles and Scooters: Responding to New Technology, continued

• Program administration;

Imposing Fees, Fines and Penalties

• Permit compliance monitoring and permit enforcement;

Cities must also examine the costs associated with permitting dockless scooter and bicycle companies. Costs may include:

• The purchase of software to monitor and enforce regulations; and

• Permit application processing; J

• Infrastructure, such as parking and other necessary improvements. P

TRABUCO CANYON WATER DISTRICT The Trabuco Canyon Water District is a county water district located in the foothills of the Santa Ana Mountains in the eastern portion of Orange County. The District serves the communities of Trabuco Canyon, Robinson Ranch, Trabuco Highlands, Walden, Rancho Cielo, Portola Hills, Santiago Canyon Estates, and Dove Canyon. The General Manager is appointed by the Board of Directors and is expected to provide positive and progressive leadership and direction through active and regular communication GENERAL with the Board and the District organization. leadership, communications MANAGER Organizational William Avery & Associates and intergovernmental relations skills are key Management Consultants components of this position. The General Manager must reflect a value 1 system that embodies integrity, ethics, honesty and respect in modeling 3 /2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 the necessary organizational behavior to move the District forward. 408.399.4424

The ideal candidate will operate with a collaborative, participative and Fax: 408.399.4423 engaging management style and will establish a foundation of trust, email: jobs@averyassoc.net credibility and open communication within the District. Preferred areas www.averyassoc.net of experience will include water and/or wastewater operations, capital improvement planning and construction, with at least five years of executive level management experience. An educational background that includes a Bachelor’s degree from an accredited college or university in public/business administration or a closely related field is desirable. To be considered, please visit our website at www.averyassoc.net/current-searches/ for a detailed job announcement and how to apply on the Avery Associates Career Portal.

CITY OF Buellton CITY MANAGER The City Council of the City of Buellton, California (population of 5,200) is seeking an energetic and enthusiastic professional to manage the organization and foster a customer service approach throughout City Hall. This outgoing leader will have the ability to facilitate and build quality teams and be an effective hands-on manager for a staff of 19 and a budget of $12 million. The ideal candidate will be a generalist with emphasis on planning and community development complemented by a strong working knowledge of finance, revenue generation, organizational effectiveness, and intergovernmental relations. This position requires a Bachelor’s degree; an advanced degree is preferred. Candidates with experience working with a contract city structure and an engaged elected body are strongly desired; municipal service in California is preferred. The City is offering an annual salary DOQ and in alignment with other municipalities in the region. Moving/relocation reimbursement may be provided and may also offer an incentive to live within the city limits. Interested candidates should apply by submitting a cover letter and comprehensive resume to Ralph Andersen & Associates at apply@ralphandersen.com no later than Monday, April 8, 2019. Confidential inquiries are welcomed to Heather Renschler at (916) 630-4900. Detailed brochure available at www.ralphandersen.com.

Cities may consider imposing fees or charges on bicycle- and scooter-sharing companies, including for the use of local government property. To ensure that any fees or costs imposed on companies are properly providing incentives for both users and companies and are consistent with state law, cities should carefully evaluate the proposed fees or costs and consult their city attorney.

Issues Related to Data Sharing and Privacy Finally, cities may want to require bicycle- and scooter-sharing companies to share certain anonymized data with them to inform future policy decisions, such as the effectiveness of regulations and enforcement and other transportation planning decisions. Because these companies collect financial and location data about users, several jurisdictions require copies of privacy policies with their permit application, and some agencies require companies to obtain cyber liability insurance.

Responding to an Evolving Technology Cities have many options for addressing dockless scooters and bicycles in California, and this article is not intended to present an exhaustive discussion. In choosing the options that make the most sense for your jurisdiction, it is important to talk to your legal counsel. And given how quickly this industry is growing and the issues being litigated, it is certain that the responses to this new technology will continue to evolve. ■

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

Ralph Andersen & Associates

League of California Cities

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Santa Ana Establishes 200-Bed Interim Homeless Shelter in 28 Days, continued from page 17

An array of toys welcomes youngsters, and clients and staff take a break together.

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

The Link offers separate dormitories for men, women, couples and families in its 35,000-square-foot facility. Residents have the option to remain at the shelter during the day. These features contribute to what residents describe as the shelter’s “homelike” atmosphere. In addition, those served at The Link say the multidisciplinary approach makes this shelter particularly effective and sets it apart from others. “It really is a link to all these different resources,” says Jeri Ogden, 70, who found herself on the street after paying for two brain surgeries wiped out her financial assets. “They can provide housing assistance, mental health care, drug and alcohol counseling and career training; the navigators are very knowledgeable and have so many resources to share.”

Looking Ahead Moving forward, Santa Ana hopes to continue this trend of helping more residents struggling with homelessness find a permanent housing solution, whether that means reconnecting with family, getting a place of their own (perhaps with a roommate) or transitioning to permanent supportive housing such as The Orchard, which is also operated by Mercy House and located in Santa Ana. “Four of our guests have already transitioned to The Orchard after just two months of operation,” says Long of Mercy House. “That facility is also supported by the City of Santa Ana, so the ability to put together this emergency shelter and then see those individuals into permanent supportive housing is really great. We can see the full spectrum of services contributing to this progress.” ■ www.westerncity.com

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Spring opportunities . . .

Chief Technology Officer City of Fremont

Human Resources Director City of Petaluma

Workers’ Compensation Administrator City of Burbank

Information Technology Manager City of Ventura

Police Chief City of Fresno

www.tbcrecruiting.com tel: 424.296.3111

Western City, April 2019

City Administrator City of Piedmont, CA

Located in the beautiful Oakland Hills overlooking the San Francisco Bay, the community of Piedmont (pop. 11,000) is characterized by a well-educated and sophisticated population. Piedmont is almost entirely zoned for single-family dwelling residential use, and a significant portion of the city is located in canyon areas with urban/wild land intermix. A full-service charter city, Piedmont enjoys a long-tenured staff of 93 FTEs that provides a high level of service to the community, a collaborative and caring executive team, and a stable and sound financial environment with a $27.6 million operating budget. Departments include Administration, Finance, Planning, Public Works, Police, Fire, and Recreation. Appointed by a collegial five-member City Council, the desired City Administrator will quickly gain an appreciation for this unique community, provide quality and consistent leadership to the organization, and will bring strengths in partnership and relationship building as well as exceptional people skills. The new City Administrator will work with the team and Council to explore opportunities for the improvement of public facilities and technological advancements. Experience in capital project management in a local government setting is highly desirable. A Bachelor’s degree in public/business administration or related field is required; a Master’s degree is desirable. Competitive salary DOQE. Filing deadline is April 17, 2019. Contact Bobbi Peckham.

Public Works Director City of Livermore, CA

With a population of approximately 92,000 and encompassing 26.44 square miles, Livermore boasts a unique environment for both residents and businesses – a peaceful small town atmosphere along with a widely diverse economic base that rivals a major metropolis. The city has an annual operating budget of approximately $215M, which funds 468 FTEs. Livermore is a full-service city and owns, operates, and maintains over $3 billion worth of public infrastructure. The Public Works Department maintains the city’s streets, traffic signals, street lights; public landscaping; the Municipal Airport; the municipal water supply system; the storm drain system and the sanitary sewer system. The department also administers the franchise solid waste and recycling contract. Supported by an outstanding team of 117 FTEs, the department has a FY 2018-19 capital and operating budget of $62.7 million. The Director will have the intellectual horsepower and interpersonal skills to communicate effectively with staff at all levels. At least eight years of increasingly responsible professional experience in public works related activities is required; at least four years at a managerial level with responsibility for program planning and development, supervision of staff at all levels, and budget preparation and management. Bachelor’s degree in a relevant discipline is required; Master’s degree is desirable. Highly competitive annual salary range of $170,970 - $213,713 with outstanding benefits. Filing deadline is April 15, 2019. Contact Bobbi Peckham.

City Manager

City of Rio Rancho, NM

With stunning, high-desert landscapes and magnificent views of the Sandia Mountains, the City of Rio Rancho, New Mexico (pop. 96,159, 103.7 sq. mi., elev. 5,290 ft.) is southwestern living at its best. Incorporated in 1981 and a home-rule municipality since 1992, it is the third largest and fastest growing city in the state. Northwest of Albuquerque, Rio Rancho is just 45 minutes from Santa Fe and its world-class art, cuisine, and culture. Near perfect weather year-round, affordable housing, abundant outdoor recreation, and an outstanding school system are just some of the reasons Money magazine (Sept., 2018) named Rio Rancho the 30th Best Place to Live in America. A bachelor’s degree or higher in public administration, business, or related field, and five to seven years of progressively responsible experience as a professional city manager, assistant city manager, or executive equivalent are required. Comprehensive benefits. Initial annual salary range $165,000 - $195,000 DOQE. Relocation assistance subject to negotiation. Filing deadline is April 26, 2019. Contact Andrew Gorgey.

“All about fit” Upcoming Opportunities Assistant City Manager, City of American Canyon, CA Administrative Services Director/City Treasurer, City of Laguna Woods, CA County Manager, San Miguel County, Telluride, CO

City Manager

City of Port Townsend, WA Set in the northeast tip of Washington’s lush Olympic Peninsula, Port Townsend is a picturesque 19th century seaport city with panoramic views of the Puget Sound and the Olympic and Cascade mountain ranges. Port Townsend currently has a population of 9,882, is the County Seat, and the only incorporated city in Jefferson County. The city has successfully maintained its historic character while embracing a modern, creative culture and its semi-rural, small town atmosphere coupled with low crime and a wide choice of housing has made it one of the best places to live in the state. Port Townsend is a general-law city operating under the council-manager form of government with 110 employees and a total budget of $36.7 million. The City Manager is responsible for ensuring implementation of the City Council’s priorities and for providing sound and effective management of the City. A minimum of five years of progressively responsible administrative experience in municipal government and a Bachelor’s degree in public administration, finance, accounting, business administration or related field is required. A Master’s degree and ten years of experience as City Manager, Assistant City Manager or City Department Head are preferred. The salary range is $125,000 to $163,000 DOQE with excellent benefits. Filing deadline is April 29, 2019. Contact Phil McKenney.

City Administrator City of Canby, OR

The historic city of Canby is an attractive, growing community of over 17,000 residents located 25 miles south of Portland. Nestled in the beautiful Willamette Valley and nicknamed “Oregon’s Garden Spot,” the city is bounded by picturesque agricultural lands, three rivers, wide-open spaces and spectacular views of Mt. Hood. Canby is a close-knit community that offers amenities of a larger city while retaining its friendly, small-town feel and was recently ranked as the “Second Safest City in Oregon.” The City Administrator, with 98 employees and a budget of just under $30 million, is responsible for ensuring implementation of the City Council’s priorities and for providing sound and effective management of the City. Canby is growing at a fast pace and many issues pertain to this growth and how to accommodate it without losing the small town feel. This is an incredible opportunity to work with excellent staff in an up and coming city. A minimum of five years of progressively responsible administrative experience in municipal government and a Bachelor’s degree in public administration, finance, accounting, business administration or related field are required. A Master’s degree and ten plus years of experience are preferred. The salary range is $125,000 to $150,000 DOQE with excellent benefits. Filing deadline is late May, 2019. Contact Phil McKenney.

To apply, please visit our website at:

Peckham & McKenney

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Roseville, CA

866.912.1919

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Western City, April 2019