January 2012

JANUARY 2012 |

The Monthly Magazine of the League of California Cities

The 2011 Legislative Year in Review p.9 Resources for Leaders in Difficult Times p.6 Regional Partnerships Provide Leadership p.7

www.westerncity.com

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CONTENTS 2 3

Calendar of League Events

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Executive Director’s Message

League Board and Leaders Chart Strategic Path For 2012

Partnerships among public, private and nonprofit groups are nothing new, and examples abound. However, innovative partnerships that build capacity to address sustainability, energy efficiency, climate change and reductions in greenhouse gas emissions are relatively new. Two examples illustrate the creativity and vibrancy of these efforts.

A group of 130 League leaders and board members met recently to set the organization’s priorities for the coming year.

City Forum

California Civic Leadership InstituteSM Expands to Engage More Local Leaders

By Samantha Caygill

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Now in its eighth year, CCLI gives local leaders an in-depth understanding of the critical and complex issues affecting the state, including water, transportation, energy and housing. The program includes sessions that explore the tools needed to succeed in the Legislature. It also provides a forum where California’s rising leaders can connect and form lasting bonds.

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News from the Institute for Local Government

Resources for Leaders in Difficult Times While there is no easy answer to the difficult decisions local leaders must often make, a number of strategies can make such work easier.

A key element of the Institute for Local Government’s mission in service to local leaders is providing information on such strategies.

Regional Partnerships Provide Leadership

By Yvonne Hunter and Steve Sanders

By Chris McKenzie

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Sustainable Cities

2011 Legislative Year In Review

By Dan Carrigg The stage was set for 2011 when California voters approved Proposition 22 by a margin of 61 percent in the November 2010 statewide election. Once Governor Brown proposed to eliminate redevelopment and enterprise zones, the 2011 legislative session devolved into one of the most difficult in memory for citystate relations.

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California Cities Helen Putnam Award for Excellence

Project Safety Net Works to Save Lives in Palo Alto

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Job Opportunities

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Professional Services Directory On the Cover: Detail of state Capitol Photo: Wallentine/Shutterstock

President Michael Kasperzak Vice Mayor Mountain View

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

First Vice President Bill Bogaard Mayor Pasadena

Second Vice President José Cisneros Treasurer San Francisco

Immediate Past President Jim Ridenour Mayor Modesto

Executive Director Chris McKenzie

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

leaguevents

Magazine Staff Editor in Chief Jude Hudson (916) 658-8234 e-mail: <editor@westerncity.com>

JANUARY

Managing Editor Eva Spiegel (916) 658-8228 e-mail: <espiegel@cacities.org>

18 – 20

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

Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256 e-mail: <maxwellp@cacities.org>

19 – 20

Production Manager Sara Rounds (916) 658-8223 e-mail: <srounds@cacities.org>

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.

Contributors Kelly Plag JoAnne Speers

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

Associate Editors Carol Malinowski Carolyn Walker Design Pat Davis Design Group, Inc.

February

1–3

City Managers Department Meeting, Indian Wells This conference covers numerous issues, including economic development, crisis management, budget decision-making, using new media, pension reform and more.

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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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.

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League of California Cities

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

MARCH

20 – 22

Public Works Officers Institute & Mini-Expo, San Jose City and county engineers and public works officials come together for updates on issues affecting their work and to build working partnerships to better serve the public.

20 – 22 Planners Institute & Mini Expo, San Jose This annual meeting offers sessions designed to meet the needs of planning commissioners and planning professionals at all levels.

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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. ©2012 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume LXXXVIII, No. 1.

9 – 10

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.

Join us on Facebook! www.facebook.com/westerncity www.facebook.com/LeagueofCaCities www.cacities.org

Executive Director’s Message by Chris McKenzie

League Board and Leaders Chart

The Chinese philosopher Lao-tzu is widely credited with saying, “A journey of 1,000 miles begins with a single step.”

The League board of directors took a number of steps in the organization’s 2012 journey when they met with leaders of the League’s 16 divisions, 11 departments, eight policy committees and five diversity caucuses in San Diego for their annual strategic planning session in mid-November.

These 130 leaders heard briefings on the League’s efforts to advance its 2011 strategic goals as well as the status of pending litigation and upcoming ballot measure proposals affecting cities.

Then they broke into small groups to discuss potential areas of League focus for 2012. Each group reported its recommended priorities, and the recommendations were distilled into six potential goals. Each participant then identified his or her top three out of the six.

The three priorities that emerged from this process are: 1. Support Sustainable and Secure Public Employee Pensions and Benefits. Work in partnership with state leaders and other stakeholders to promote sustainable and secure public pensions and other post-employment benefits (OPEBs) to help ensure responsive and affordable public services for the people of our state and cities.

2. Promote Local Control for Strong Cities. Support or oppose legislation and proposed constitutional amendments based on whether they advance maximum local control by city governments over city revenues, land use, redevelopment and other private activities to advance the public health, safety and welfare of city residents.

3. Build Strong Partnerships for a Stronger Golden State.

Collaborate with other public and private groups and leaders to reform the structure and governance and promote transparency, fiscal integrity and responsiveness of our state government and intergovernmental system.

The board’s top priority — sustainable and secure public employee pensions and benefits — reflects the League’s commitment to continue the work begun last year with the support and leadership of the League’s City Managers Department, which culminated in the development and adoption of the League’s pension reform policy (online at www.cacities.org/pensions).

This strategic goal was updated to reflect an equal concern about the growing cost of OPEBs, such as retiree health insurance, dental insurance, etc., which sometimes also extend to coverage of retirees’ dependents.

Many experts have observed that the long-term sustainability of OPEBs provided by state and local governments will be even clearer once the requirements of the Governmental Accounting Standards Board for publishing unfunded OPEB liabilities in local audit reports are fully implemented. Addressing the issue of OPEBs is further complicated by a recent ruling of the state Supreme Court that OPEBs could be protected by an “implied” contract between a public employer and employees arising from an ordinance establishing the benefit.

The second strategic goal to promote local control is, of course, the foundation for virtually everything the League does. The specific focus of this goal, however, is on the need to be vigilant in protecting local land use and revenue-raising authority along with the general redevelopment and regulatory powers of cities.

As a group the League leaders generally agreed that, based on our experience in the last legislative session, we should expect increased efforts by the Legislature to erode the authority of city councils in these areas.

Finally, the board reiterated its commitment to build partnerships with groups and individuals to improve the operation and transparency of state government and the intergovernmental system. This goal potentially embraces some of the reform proposals that have been submitted in initiative form for the November 2012 ballot as well as legislative proposals to overhaul legislative procedures and make the process more transparent. continued

www.westerncity.com

Western City, January 2012

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League Board and Leaders Chart Strategic Path for 2012, continued

City officials who attended the League’s 2011 Annual Conference & Expo in San Francisco will remember that the issue of transparency in legislative proceedings was the subject of a petitioned resolution (www.cacities.org/resolutions) proposed by the board of directors. That resolution calls for the California Legislature to adopt and forward to the people at the next General Election a constitutional amendment to increase the transparency of the legislative process and promote public access to ensure that all California residents have a reasonable opportunity to: • Read a printed copy of all pending legislation before it is eligible for a legislative vote; • Be provided with reasonable time to digest the potential impacts of the legislation and communicate support, opposition or concerns to their legislators,

so that legislators have an opportunity to understand the potential impacts of legislation before voting; and • Be assured that any public notice requirements adopted by the Legislature prior to acting shall not be less than the public notice requirements imposed by the Legislature upon local and state agencies.

League staff believes legislation to implement these recommendations will be introduced in the near future.

In tandem with these strategic goals for 2012, the League will be participating in a wide range of legislative and ballot measure-related activities that are designed to provide flexibility to city leaders in dealing with the continued economic challenges of this era of declining resources and increasing public demands.

Transparency in legislative proceedings is another ongoing concern.

As city residents continue to look to their city councils and management for leadership and excellence, the League will work tirelessly to provide you with the tools to respond effectively to your residents’ needs and concerns. n

Committed to ... helping California’s communities realize their vision.

TO W N O F W I N D S O R

Windsor Town Council (from left to right: Steve Allen, Robin Goble, Cheryl Scholar, Sam Salmon, Debora Fudge) Windsor has a beautiful mixed-use traditional downtown - that was built less than 10 years ago! Meyers Nave was instrumental in helping the Town Council realize its vision. Mixed-use was an old idea, but modern zoning precluded much of the design we sought. Meyers Nave helped us work through the labyrinth and achieve truly spectacular results.

Meyers Nave has represented the Town since it’s incorporation in 1992. From tricky personnel issues to the latest in Redevelopment Agency concerns, Meyers Nave has provided outstanding counsel & legal advice/direction. I have developed personal working relationships with the Town Attorneys that give me a strong sense of trust and confidence.

Mayor Steve Allen - Town of Windsor OAKLAND LOS ANGELES

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League of California Cities

SACRAMENTO SAN FRANCISCO

SANTA ROSA FRESNO

WWW.MEYERSNAVE.COM 800.464.3559

www.cacities.org

California Civic Leadership Institute Expands to Engage More Local Leaders SM

by Samantha Caygill

Twenty-six local government elected officials from throughout the state graduated in 2011 from the California Civic Leadership Institute SM (CCLI), an educational program sponsored by the League Partners and designed for local officials interested in running for the state Legislature.

The League established this program in 2005 when it became apparent that term limits had produced a lack of institutional knowledge in the Legislature. Now in its eighth year, CCLI gives local leaders an in-depth understanding of the critical and complex issues affecting the state, including water, transportation, energy and housing. The program includes sessions that explore the tools needed to succeed in the Legislature. It also provides a forum where California’s rising leaders can connect and form lasting bonds.

“Legislators face numerous challenges throughout their careers, and it’s our goal to help them get ahead of the curve. Our program delves into high-level policy issues and covers political realities that members would not otherwise be exposed to before entering office,” says League Executive Director Chris McKenzie.

Program Expands to Larger Field of Potential Candidates The League, working in conjunction with the leadership of the League Partners, expanded the program in 2011. Until then, CCLI was open only to elected city officials. Now CCLI welcomes all local government elected officials who are considering a state legislative run.

The Sacramento session in October 2011 comprised two days of educational pro-

Local elected officials and staff gather at Big Creek as part of the 2011 CCLI program.

gramming led by some of the brightest minds in state politics. Participants engaged in discussions on the current political climate in Sacramento and the realities of serving in the Legislature. Participants heard from former Senate Republican leader Jim Brulte as well as Garry South, Susan Kennedy and Dan Schnur, who served as top advisors to former governors. Other speakers included Assembly Member Luis Alejo, former Assembly Members Anna Caballero and Roger Niello, Board of Equalization Member Betty Yee and former state Finance Director Mike Genest, along with a number of policy experts and lobbyists.

The Sacramento session followed a twoday session in July, when the class met at Southern California Edison’s Big Creek hydroelectric facility and focused on

substantive statewide issues such as water and energy. Former Assembly Member Fred Keeley kicked off the program with a discussion of governance issues in the state.

Former Secretary of Natural Resources Lester Snow and Latino Water Coalition Director Mario Santoyo made presentations on water to the group.

In the eight years since its inception, 85 participants have graduated from CCLI, including Senator Alex Padilla and Assembly Members Fiona Ma and Curt Hagman. For a list of 2011 graduates, read the online version of this article at www.westerncity.com.

For more information, contact Samantha Caygill, public affairs program manager; phone: (916) 658-8204; e-mail: <scaygill@ cacities.org>. n

Samantha Caygill is public affairs program manager for the League and can be reached at <scaygill@cacities.org>.

www.westerncity.com

Western City, January 2012

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News from the Institute for Local Government

Resources for Leaders in Difficult Times The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands in times of challenge and controversy.

— Martin Luther King Jr.

I

n the month of January, we honor Martin Luther King Jr.’s life and leadership. One way of honoring King’s memory is to reflect on the principles for which he stood.

A key theme of many of King’s observations is that leadership — true leadership — involves making difficult and sometimes unpopular choices based on one’s core principles. It can also involve serving a community where people are frustrated and angry with forces that are outside local officials’ control or influence.

While there is no easy answer to the difficult decisions local leaders must often make, a number of strategies can make such work easier. A key element of the Institute for Local Government (ILG) mission in service to local leaders is providing information on such strategies. The following examples offer good illustrations of these strategies.

The Ends Don’t Justify the Means.

King repeatedly counseled his followers that “the means we use must be as pure as the ends we seek.” Pursuing worthy goals using questionable means — that is, using approaches that are inconsistent with commonly held core values of trust, respect, responsibility and fairness — is inconsistent with King’s teachings. In a similar vein, decision-making that reflects a leader’s sense of what truly serves the public’s interest, as opposed to narrow

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League of California Cities

economic, political or personal interests, is central to the concept of ethical public decision-making. Visit www.ca-ilg.org/ trust for more resources on public service ethics principles and laws.

Listening Is a Leadership Skill. Determining what course of action best serves the public’s interest is not always self-evident. Part of that determination involves seeking input from all elements of the community. Even as he encouraged peaceful demonstrations and resistance to unjust policies, King noted that riots are the voices of the unheard. ILG’s information on public engagement strategies (at www. ca-ilg.org/publicengagement) offers local leaders help with bringing the public’s voice to the local decision-making process.

How We Speak Matters. King was a proponent of civil public discourse. In explaining the nonviolent purpose of the March on Washington for Jobs and Freedom in 1963, King and others offered this insight: In a neighborhood dispute there may be stunts, rough words and even hot insults; but when a whole people speaks to its government, the dialogue and the action must be on a level reflecting the worth of that people and the responsibility of that government. [Italics added for emphasis.]

As community leaders, local officials can play an important role in promoting civility in community debate by acknowledg-

ing that people of good will can disagree about what course of action will best move the community forward on an issue.

A key strategy is to keep the conversations away from questioning the motivations or character of those whose ideas differ.

This is an area where local leaders have a tremendous opportunity to lead by example. ILG recently updated its work on this topic with a new tip sheet on ways to promote civil discourse. Visit www.ca-ilg. org/civility to access the tip sheet and ILG’s other materials on this topic.

With respect to the subject of listening and welcoming diverse perspectives, ILG’s work reflects the collective wisdom of the local government community.

ILG welcomes local officials’ input and contributions to its work in service to good government at the local level.

If you are interested in learning more about ILG’s work and how you can be a part of it, e-mail <speersj@ca-ilg.org> to be connected with the appropriate program staff. n

www.cacities.org

Regional Partnerships Provide Leadership

by Yvonne Hunter and Steve Sanders

The whole is more than the sum of its parts.

— Aristotle, Metaphysica The current efforts of cities and counties to partner with others as they adopt sustainability policies and programs aptly epitomize this famous quotation. Such partnerships help cities and counties expand their information base and benefit from the expertise of collaborating partners, including other local and regional agencies, nonprofit organizations, universities, the private sector and philanthropic foundations. In today’s adverse budgetary and economic climate, collaboration takes on more importance and contributes to local efforts to avoid duplicative activities and leverage outside resources and expertise.

Partnerships among public, private and nonprofit groups are nothing new, and examples abound. However, innovative partnerships that build capacity to address sustainability, energy efficiency, climate change and reductions in greenhouse gas (GHG) emissions are relatively new. Two examples illustrate the creativity and vibrancy of these efforts.

Philanthropic and Public Sector Leadership In the San Diego Region The San Diego Climate Protection Network was launched in 2009 and provides a forum for regional stakeholders to address common issues related to sustainability and climate change.

Participants include San Diego County and the 18 cities located there, San Diego County Water Authority, Port of San Diego, San Diego County Regional Airport Authority, CleanTECH San Diego (a private nonprofit membership organization) and San Diego Gas & Electric Company. The San Diego Foundation provides financial support for the network. Examples of collaborative projects funded through the foundation include: • Preparation of GHG inventories for 17 local agencies; • Support for the Port of San Diego and its member cities to prepare for and manage the risks from sea-level rise; and • Research by local scientists to identify the potential local impacts of global climate change and ways to reduce local GHG emissions and minimize climate change impacts. continued on page 15

Yvonne Hunter is program director of the Climate Change Program for the Institute for Local Government (ILG) and can be reached at <yhunter@ca-ilg.org>. Steve Sanders is program director of the Land Use and Healthy Neighborhoods programs for ILG and can be reached at <ssanders@ca-ilg.org>. Jessica Aviña, Lindsay Buckley and Robin Evans, program coordinators for ILG, also contributed to this article. Photo: San Diego skyline. Credit: Andy Z./Shutterstock www.westerncity.com

Western City, January 2012

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www.cacities.org

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Legislative Year in Review

by Dan Carrigg

The stage was set for 2011 when California voters approved Proposition 22 by a margin of 61 percent in the November 2010 statewide election. Once the governor proposed to eliminate redevelopment and enterprise zones, the 2011 legislative session devolved into one of the most difficult in memory for city-state relations. Then the battle to preserve local revenues shifted to the courts.

Two Propositions Alter Budget Dynamics

Governor’s Budget Eliminates Redevelopment

Voters in the November 2010 election approved two other measures that had an even more direct effect on the state budget process: Propositions 25 and 26.

The return of Democrat Jerry Brown to the Governor’s Office signaled political change. After four decades in California politics, he had built a reputation for challenging established thinking. During his campaign, Brown expressed a willingness to aggressively fix the budget. His early actions as governor, which included taking away cell phones and swag from state agencies and issuing fiscal austerity warnings, were followed closely by the media.

Prop. 25 reduced the vote threshold to approve state budgets from two-thirds to a simple majority, something legislative Democrats and their allies had long desired. This change removes Republicans from a major role in adopting state budgets except for revenue increases, which still require a two-thirds vote. Prop. 25 also contains a provision that causes legislators to forfeit their pay when the budget is late.

Prop. 26, sponsored by anti-tax and business groups, ended a recent practice to pay for state programs with regulatory “fees.” The measure also prohibited the tactic of reducing a tax, backfilling the lost tax revenue with new fees and then increasing another tax to the level of the reduced tax. These fees are now defined as “taxes” and require a two-thirds vote.

Yet, when unveiled, most elements of Gov. Brown’s budget were relatively familiar, with no radical reorganizations of state programs or agencies. Half of Gov. Brown’s proposed solution came from cuts, half from revenue “extensions.” He proposed extending for five years the tax increases adopted in 2009 on the vehicle license fee (VLF), sales taxes and personal income taxes. Some of these “extended” taxes were to fund the realignment of various state programs to counties, a concept begun by the previous administration.

Ironically, Gov. Brown’s most aggressive proposals targeted local government, primarily cities. Without any prior effort to explore compromise or reform options with the affected entities, he proposed eliminating all redevelopment agencies, an urban revitalization and job-producing program that had been in place for more than 60 years. He also proposed eliminating the state’s 42 enterprise zones, an economic development program that brings jobs to disadvantaged areas.

Killing redevelopment made little policy or budget sense. As former mayor of Oakland, the governor knew redevelopment’s value in cleaning up brownfields, upgrading infrastructure, eliminating blight, building affordable housing and generating jobs. He also understood how it furthered environmental policies, like improving air quality, increasing transit ridership and reducing urban sprawl.

So why kill it? The official rationale was that the General Fund could no longer afford to backfill property tax dollars for schools. But the proposal did not benefit the General Fund in the long term. It continued

Dan Carrigg is legislative director for the League and can be reached at <dcarrigg@cacities.org>.

www.westerncity.com

Western City, January 2012

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2011 Legislative Year in Review, continued

Sen. Robert Huff

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Sen. Roderick Wright

League Honors Senators Bob Huff and Rod Wright as 2011 Legislators of the Year

Senators Robert Huff (R-Diamond Bar) and Roderick Wright (D-Los Angeles) received the League of California Cities’ 2011 Legislators of the Year award, which was announced at the League’s 2011 Annual Conference & Expo. This honor was given to the senators in appreciation for their efforts to protect local redevelopment agencies during a tumultuous legislative session. Both senators saw the value of redevelopment as an effective tool to build infrastructure and affordable housing, clean up brownfields and create hundreds of thousands of jobs both in construction and the manufacturing, retail and service industries. Sens. Wright and Huff also voted against efforts to eliminate the agencies.

Sen. Wright stood out from his Democratic colleagues by refusing to vote for Gov. Jerry Brown’s redevelopment elimination proposal in March, causing the proposal to stall for three months. He then worked with local agencies to develop a package of redevelopment reforms that contained SB 286, sponsored by the California Redevelopment Association and supported by the League and other organizations. Sen. Wright also authored SB 1X 24, an alternative redevelopment financing proposal that would have produced a positive outcome for local agencies and the state.

Upon receiving his award, Sen. Wright said, “I was proud to partner with the League of California Cities in the fight to save redevelopment. There is still much to do to ensure the continued good work of our redevelopment agencies to curb blight and establish quality low-income housing.”

Sen. Huff was involved in countless meetings with his Senate Republican colleagues, and they sought to put together a larger budget agreement with Gov. Brown. Although the governor and Republicans did not ultimately reach agreement on a comprehensive budget package, Sen. Huff was intent on making sure that redevelopment was preserved.

“This recognition is a tremendous honor,” said Sen. Huff. “Having served for nine years as mayor and council member of Diamond Bar, I view policy decisions not only through the eyes of the state Legislature, but through my city experience as well. It is my honor to represent the needs of cities in the state Legislature.”

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scored state budget savings for only one year; in all future years any additional benefit would be given to schools but not counted as part of the state’s Prop. 98 school-funding formula.

Republican Votes Needed

Legislative Democrats lined up behind “their” governor. Many did not like the proposed cuts, but they stuck with him anyway. The tax extensions were needed to avoid even deeper cuts; agreement with Republicans was the most viable path.

Gov. Brown used a strategy that attempted to woo the votes of at least two Republicans in each house. Negotiations continued for months. Republicans proved to be hard bargainers, because they viewed tax votes as career-enders.

They insisted that extensions must be accompanied on the ballot by a state revenue spending cap, public pension reform and regulatory streamlining.

Playing Defense on Redevelopment

Cities faced enormous challenges battling redevelopment elimination in the Legislature. The Democrat leadership supported the governor’s budget, most of which could now be approved by a majority vote. The California Teachers Association and the California Professional Firefight-

www.cacities.org

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Prospects for the 2012 legislative session foreshadow another difficult year. The state budget remains unbalanced, and revenue growth is unlikely to close the gap. ers, organizations that led the opposition to Prop. 22, eagerly supported the governor’s proposal as well. Most legislative Democrats would not move without the leadership’s blessing, and several key staff championed the proposal with zeal.

Anger over Prop. 22 was palpable.

Not all legislators, however, were hostile to cities and redevelopment. Assembly Member Diane Harkey (R-Laguna Niguel) was helpful in persuading legislative counsel to issue a legal opinion concluding that taking redevelopment funds to pay for state programs violated the state Constitution.

The League and the California Redevelopment Association (CRA) worked to develop a reform package that aggressively responded to criticisms of redevelopment and better positioned it for the future. An alternative financing package, also proposed by CRA and the League, granted redevelopment agencies time extensions in exchange for financial contributions that offset state obligations to schools.

A pragmatic group of Democratic legislators began asking fundamental questions about the redevelopment proposals. Many had seen firsthand the role redevelopment played in their communities to spur economic revitalization and create jobs.

They thought it was a waste to throw away such a valuable tool. The reform proposals surfaced as SB 286 by Sen. Rod Wright (D-Los Angeles) and AB 1250 by Assem-

www.westerncity.com

bly Member Luis Alejo (D-Watsonville).

The financing proposal was introduced as SB 1X 24 (Wright).

Republican legislators negotiating with the governor also sought to protect redevelopment. Sen. Bob Huff (R-Diamond Bar) worked with his colleagues in this effort.

While there are conflicting accounts of why a comprehensive agreement was ultimately not struck, redevelopment would have been protected in such an accord.

The League recognized Sens. Wright and Huff as Legislators of the Year for their efforts (see “League Honors Senators Bob Huff and Rod Wright as 2011 Legislators of the Year” on page 10).

Paycheck-Inspired Budget Includes Redevelopment and VLF Sweep; Enterprise Zones Protected When an agreement with Republicans did not materialize, the prospect of potentially forfeiting their salary inspired quick action by the Democrats who sent the governor a budget prior to the traditionally ignored June 15 constitutional deadline. Confusion abounded, however, when the governor vetoed the budget bill. Controller John Chiang insisted that the budget sent to the governor was not balanced and that he had independent authority to withhold legislative

pay. A dispute ensued about Prop. 25’s requirements and the controller’s powers.

Ultimately, the governor and legislative Democrats reached a revised budget agreement containing elevated revenue projections and triggered cuts, but the controller’s ruling caused legislators to forfeit more than a week of salary.

The final budget included a revised redevelopment proposal, AB 1X 26, that eliminated redevelopment agencies unless they agreed to AB 1X 27, which required them to make specific payments to the benefit of the state. The League and CRA filed litigation and convinced the California Supreme Court to hear the case.

The final budget also included SB 89, a budget trailer bill passed with little public review, which swept $130 million in city VLF funds, and approximately $50 million from the County of Orange and shifted it to fund part of the plan for public safety realignment. The League pursued a legislative fix to this ill-conceived measure that ultimately failed to move. This left the League with no choice but to file a lawsuit in the Sacramento County Superior Court challenging SB 89’s constitutionality.

Thanks to the work of the California Enterprise Zone Association and a coalition including the League and other groups, continued Western City, January 2012

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2011 Legislative Year in Review, continued

enterprise zones survived the budget intact. The two-thirds vote requirement provided a strategic advantage in this effort, because Republicans refused to provide the needed votes.

Progress in Other Areas Cities nevertheless made progress on other important matters. As always, the League’s success depended in large part on the efforts of city officials to write letters, make phone calls, conduct legislative visits, meet with the local press, build coalitions and engage in related activities. These actions helped stop legislation undermining local authority, advance beneficial legislation and secure amendments to many bills.

While Prop. 22’s protections for redevelopment are being tested in the courts, the initiative has worked to protect the flow of local highway users tax (HUTA) to

cities and counties and repeal deferrals of those revenues.

More than 30 bills were introduced in response to the City of Bell scandal. Some measures were narrowly tailored and workable, but many were duplicative and overly broad. Strategic lobbying and collaborative efforts with legislators helped reconcile conflicting proposals and reduce the volume of potential legislation.

Defeating AB 710 (Skinner) in the final hours of the legislative session was another success for cities and the League.

This measure attempted to intrude into local land use authority by imposing a mandatory cap on local parking standards in transit-intensive areas.

Finally, the issue of municipal bankruptcy was resolved. The League and other local agencies removed their opposition to AB 506 (Wieckowski) when the author accepted amendments that rewrote the bill so that it provides an opportunity for pre-bankruptcy mediation without state or other political intrusion. Local agencies continue to have access to federal bankruptcy protection when necessary.

Governor’s Final Bill-Signing Decisions Despite saying that he would be very aggressive in vetoing unnecessary legislation, Gov. Brown signed more than 85 percent of bills placed on his desk, includ-

Li

ing many that were priorities for labor and environmental groups. Unlike some of his predecessors, the governor did not express concern about “gut and amend” legislation that reached his desk without adequate opportunity for public review. This could trigger more such activity.

Based on his actions, Gov. Brown does not appear to have a defined or consistent philosophy on local control. Aside from realigning state programs to counties and proposing to eliminate redevelopment agencies and enterprise zones, his sign-veto decisions were consistent with the League’s request just 56 percent of the time. The League appreciated his vetoes of two land-use bills, SB 469 (Vargas), economic analysis for big-box stores selling groceries; and AB 1220 (Alejo), statute of limitations for housing element lawsuits. Other helpful bills became law. But there were significant disappointments. Gov. Brown signed some of the most controversial Leagueopposed bills, such as SB 244 (Wolk), planning and annexation mandates; AB 438 (Williams), limiting contracting for library staffing; and AB 646 (Atkins), compulsory fact-finding.

Evaluating League Progress On Strategic Goals The League board of directors outlined three strategic goals for the 2011 legislative session: 1. Stronger partnerships for a stronger Golden State;

Cities faced enormous challenges battling redevelopment elimination in the Legislature.

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2. Sustainable and secure public pension systems; and 3. Responsive and accessible League services.

As always, the cornerstone of the League’s political strength and success begins with the commitment and dedication of the many city officials who devote their time and energy to serving within the League’s divisions, policy committees and special task forces and board of directors.

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ifetime Achievement Sen. Dianne Feinstein Receives Leagueâ&#x20AC;&#x2122;s Lifetime Achievement Award

U.S. Senator Dianne Feinstein was recognized with the Leagueâ&#x20AC;&#x2122;s 2011 Past Presidentsâ&#x20AC;&#x2122; Lifetime Achievement Award at the 2011 League of California Cities Annual Conference & Expo. Each year, the Leagueâ&#x20AC;&#x2122;s past presidents honor an individual for extraordinary contributions made during a lifetime of public service.

Sen. Dianne Feinstein has contributed tremendously to the health and sustainability of California cities and the people they serve. Elected to the U.S. Senate in 1992, San Francisco native Dianne Feinstein began her career in public service when she was elected to the San Francisco Board of Supervisors in 1969. She served two and a half terms as board president before becoming mayor in November 1978, following the assassination of Mayor George Moscone. She was subsequently elected for two more four-year terms. As mayor, she was active in the League and served on the League board of directors. In 1987, City and State magazine named her the nationâ&#x20AC;&#x2122;s â&#x20AC;&#x153;Most Effective Mayor.â&#x20AC;?

Judy Mitchell, Rolling Hills Estates council member and League past president, announced the award at the League conference. She said, â&#x20AC;&#x153;Sen. Feinstein was selected for this prestigious award because she reminds Washington that issues start at the local level. Our communitiesâ&#x20AC;&#x2122; vitality derives from the services and programs provided by the city. Sen. Feinstein has been a spokesperson for cities on Capitol Hill, and we appreciate her efforts.â&#x20AC;?

KMTG

Strong Partnerships for a Stronger Golden State In the effort to preserve local redevelopment the League worked closely with CRA and then reached out to build coalitions with homebuilders, the construction trades, housing advocates, environmental groups, local chambers of commerce and others. Despite supporting redevelopment, numerous groups had other vulnerable budget priorities or were politically cautious of getting in the way of the new governorâ&#x20AC;&#x2122;s agenda, which was supported by the Democratic leadership. The pressure caused some to seek carve-out protections for specific projects or preserve only affordable housing, thus weakening the coalitionâ&#x20AC;&#x2122;s strength.

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2011 Legislative Year in Review, continued

issues arising from the “gas tax swap” and Prop. 26 and Prop. 22 with a coalition of transportation stakeholders, including road construction firms, labor, council of governments, transit agencies and counties. This resulted in transportation funds flowing unfettered to local agencies in 2011.

Sustainable and Secure Public Pension Systems Declines of state and local revenues combined with benefit enhancements granted over the past decade have exposed the public pension system as unsustainable.

City governments have led the way in negotiating benefit adjustments with local bargaining units, in many cases adopting a lower tier of benefits for new employees.

At its conferences and educational sessions, the League hosted several panel discussions on pension issues with representatives of labor, management and other stakeholders and created a section on its website dedicated to the topic. The League adopted a Pension Reform Action Plan as its policy (online at www.cacities.org/pensions). At the request of city managers, the League commissioned legal research on vested rights. The Institute for Local Government, the League’s nonprofit research affiliate, developed and published additional pension-related resources.

Responsive and Accessible League Services The League expanded its communication efforts in 2011 by increasing the frequency of its electronic newsletter to several times per week to inform city officials about developments in the Capitol. In addition, the League expanded its use of social media platforms, such as Facebook and Twitter. As part of its efforts to help city officials and staff cope with limited resources, the League adapted many of its workshops and seminars to an online format in 2011 that enabled more members to participate and benefit from these sessions without the additional time and expense typically associated with traveling to such events.

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2012 Going Forward

Prospects for the 2012 legislative session foreshadow another difficult year. The state budget remains unbalanced, and revenue growth is unlikely to close the gap.

Unemployment is projected to remain high. Another effort to craft an agreement on the budget that would include new revenue is expected. Various organizations are busy drafting initiatives for the November ballot, and implementation of two recently approved ballot measures addressing redistricting and primary elections will demonstrate whether these reforms improve the Legislature’s operations.

The Supreme Court’s decision on redevelopment and the Sacramento Superior Court’s ruling in the VLF case will be

critical for cities. Defending constitutional provisions that support the protection of local revenue is vital to cities’ future and a fundamental reason for the League’s existence. Whatever the courts decide, city officials can continue to count on the League to use every tool at its disposal to advance and protect local control.

Still, new opportunities to resolve these and other important policy issues may emerge. In such difficult times, the governor and legislators ought to realize the value of taking a more collaborative approach to working with cities in 2012. Such collaboration, after all, is in California’s interest. As President Lincoln said, “A house divided against itself cannot stand.” n

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Regional Partnerships Provide Leadership, continued from page 7

The foundation convenes quarterly meetings of the network for agency staff, the University of San Diego’s Energy Policy Initiatives Center, San Diego Gas & Electric and others to learn about resources and funding opportunities, share best practices and discuss topics of common interest. The San Diego County Water Authority and local universities, with support from the foundation, are also working together to integrate climate change projections into planning for the region’s future water supply and demand.

“This represents an unprecedented collaboration of philanthropy, business, local governments and public agencies,” says Emily Young, senior director of the Environment Program for the San Diego Foundation. “We believe that the region’s leadership can serve as a national model for dealing with climate change.”

Stanislaus County Region Creates a Sustainability Toolbox Like many Central Valley cities, the communities of Stanislaus County have experienced both the benefits and disadvantages associated with rapid growth.

Recently the region has faced high un-

Resources for Leaders Collaboration provides opportunities to demonstrate leadership in reaching mutual policy goals and providing services to community residents. The Institute for Local Government offers resources on a variety of issues where collaboration can be beneficial. These issues include public engagement, intergovernmental collaboration and joint use of facilities as well as more focused collaborative activities surrounding sustainability and reducing greenhouse gas emissions. For more information, read the online version of this article at www.westerncity.com.

www.westerncity.com

Graduate and undergraduate students from the University of California, San Diego, and University of San Diego served as climate fellows, working with the San Diego Foundation and seven cities in the region to complete greenhouse gas inventories. left to right Robin Yeager, Tiffany Mateo, Holly Ayala, Emily Gardner, Katherine Lee Godfrey, Colin Santulli and Alli Reinicke.

employment and foreclosure rates, a loss of farmland, insufficient infrastructure, increased traffic, heavy dependence on automobiles, and public health challenges including high rates of asthma, diabetes and heart disease. Recognizing that they share complex challenges, the communities of Stanislaus County decided to leverage their local resources by developing shared planning principles that could be incorporated into their respective local plans, policies and ordinances.

The communities successfully applied for a Sustainable Communities Planning Grant from the Strategic Growth Council to develop a Regional Sustainable Toolbox. The toolbox will include 11 planning components that can be used to develop local projects that meet community needs while helping the region achieve greenhouse gas emission

reductions. Working together, the partner jurisdictions are creating a local planning framework to achieve: • Appropriate urban development; • Increased conservation of their rich continued on page 19

Tell Us About Your Efforts Does your agency collaborate with others to promote or undertake sustainability activities? Do you have a story to tell? Share your story with the Institute for Local Government by e-mailing <sustainability@ca-ilg.org>.

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Western City, January 2012

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The Palo Alto Youth Council, left, played an active role in the community coalition’s efforts, as did participants in youth forums, right.

Project Safety Net Works To Save Lives in Palo Alto The City of Palo Alto is located 35 miles south of San Francisco and 14 miles north of San Jose, with a population of approximately 63,000 residents. The Palo Alto community was shaken in May 2009 when a local highschool student committed suicide at a railroad crossing. Seven more teenagers died by suicide in the ensuing 19 months, with six of the deaths occurring at or near the same railroad crossing. Widespread grief and concern about these tragedies led to the creation of the Project Safety Net (PSN) Community Coalition.

The PSN Community Coalition comprises parents and representatives from a broad range of local agencies and organizations, including Palo Alto Unified School District, the City of Palo Alto, the faith community, youth-serving nonprofit organizations, city commissions, the Palo Alto Youth Council, health care professionals from Stanford University, Lucile Packard Children’s Hospital, Palo Alto Medical Foundation, and many others.

Coalition Effort Draws on Community’s Strengths The City of Palo Alto and the school district took a leading role, working with

the coalition partners to develop both short- and long-term plans to support suicide prevention and enhance the social and emotional health of youth and teens in Palo Alto. A long history of collaboration among Palo Alto community groups, schools, parents and the city helped make it possible to get the effort off the ground quickly.

The coalition’s mission is to develop and implement an effective, comprehensive, community-based suicide prevention and mental health plan for overall youth well-being in Palo Alto. The PSN plan (www.PSNPaloAlto.org) encompasses education, prevention and intervention

strategies that together provide a safety net for youth and teens in Palo Alto.

The Palo Alto community came together in an extraordinary way. According to Ray Bacchetti, chair of the city’s Human Relations Commission, “Project Safety Net revealed strengths we didn’t know our community had.” The coalition drew on local and national experts and best practices for community-based mental health and suicide prevention and developed 22 specific strategies, actions and recommended next steps, which were presented to the city council and school board. continued on page 20

The City of Palo Alto won the Award for Excellence in the Health and Wellness Programs category of the 2011 Helen Putnam Award for Excellence program. For more about the award program, visit www.cacities.org/helenputnam.

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1 The League Steps Up on Pension Reform — November 2011 2 Social Media: Balancing the Rights of Employers and Employees — August 2011 3 Disaster Mitigation Planning Builds Sustainable Communities — October 2011 4 The Amazing, Changing California Population — July 2007 5 Brea Uses Collaborative Model for Budget Planning — November 2011 Read these articles today at www.westerncity.com

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Director of Utility Planning and Projects City of Modesto, CA The City of Modesto (population 201,165) is a community proud of its diversity, great traditions, and educational opportunities. The City is now seeking a Director of Utility Planning and Projects to oversee 42 employees, a FY 2011/2012 operating budget of $9.2 million, a $174 million wastewater CIP budget, and an $18 million water CIP budget. Modesto is seeking a candidate who possesses a strong vision and an entrepreneurial spirit to provide leadership, direction, and strategic planning for the Department. The ideal candidate will be a business-minded individual who can facilitate regional partnerships and communicate complex technical or politically sensitive concepts with a broad range of audiences in a persuasive and articulate manner. Candidates for this position must possess seven years of increasingly responsible public sector, water, and wastewater industry, public utility, or related experience, including at least three years of administrative and management responsibility. Candidates should possess a combination of education and training equivalent to a bachelor’s degree in the area of civil engineering, public or business administration, or a related field. The salary range for the Director of Utility Planning and Projects is $117,210-$146,513; placement within the range is dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Wesley Herman at (916) 784-9080 should you have any questions. Brochure available.

Closing date January 13, 2012.

phone 916U784U9080 fax 916U784U1985 www.bobmurrayassoc.com

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Call for Session Proposals Do you have a great idea for a session at the 2012 League of California Cities Annual Conference & Expo? Hurry! The submission deadline is Jan. 11.

Visit www.cacities.org/ac for details.

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& Redevelopment Environment, Energy & Climate Change Governance, Legislation & Law Municipal Finance Land Use & Planning Personnel Public Safety Public Trust & Ethics Public Works & Infrastructure Youth

Visit www.westerncity.com and click on â&#x20AC;&#x153;Topicsâ&#x20AC;? to read helpful articles that give you both the big picture on statewide issues and detailed examples from cities throughout California.

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League of California Cities

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Public Works Director, City of Roseville, CA The City of Roseville, population of approximately 112,000 residents, is a progressive city with its eye on the future, but all the while retains and celebrates its rich historical railroad roots. Located in Placer County along the eastern edge of the Sacramento Valley at the base of the Sierra Nevada foothills Roseville is one of Californiaâ&#x20AC;&#x2122;s most desirable communities. The City is seeking a Public Works Director to oversee an operating budget of approximately $19.2 million and 108 full time employees. The ideal candidate will be a team player who is engaging with staff and the community. The City would benefit from a detail oriented individual with the ability to lead the department with confidence and enthusiasm. In addition, the ideal candidate will have excellent communication skills, embrace innovation and creativity and be able to build positive relationships with the City Council, staff, committees and residents. A Bachelorâ&#x20AC;&#x2122;s Degree in Civil Engineering or a closely related field and registration as a civil engineer is required along with at least five years of experience. The salary for the Public Works Director is $175,282 annually and is dependent upon qualifications and experience. If you are interested in this outstanding opportunity, apply on line at www.bobmurrayassoc.com. Please contact Mr. Bob Murray or Mr. Wesley Herman at (916) 784-9080 should you have any questions. Brochure available.

Closing date February 17, 2012. phone 916U784U9080 fax 916U784U1985 www.bobmurrayassoc.com

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Regional Partnerships Provide Leadership, continued from page 15

agricultural land base and water resources; • Improved public health; and • Broader prosperity for the region.

In keeping with the project’s collaborative nature, each city is leading the development of one toolkit component and will provide training for the other partner jurisdictions on how to implement the new tools. The 11 components of the Regional Sustainable Toolbox and the local leader for each are: 1. Water-Efficient Landscape Guidelines and Standards — City of Ceres; 2. Model Climate-Action Plan — City of Hughson; 3. Downtown Form-Based Code — City of Modesto; 4. Non-Motorized Transportation Plan and Policies — City of Newman; 5. Model Housing-Element Policies and Implementation Measures — City of Oakdale; 6. Sustainable Development Ordinance — City of Patterson;

with other public agencies, nonprofits, foundations, colleges, universities and the private sector. In these difficult economic times, collaborating with others to leverage resources is a smart way to demonstrate leadership in promoting sustainability and enhancing economic development to benefit local residents. n J

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City Manager

9. Urban Forest Plan, Valley Blueprint Compliance Matrix and California Environmental Quality Act Policies and Procedures — City of Waterford;

Stretching Limited Resources

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The City of Palo Alto (population 65,000, excluding Stanford University) is known as the “Birthplace of Silicon Valley” and continues to be its creative innovation engine. The City is now seeking an Assistant Director of Planning and Community Environment to work in collaboration with the department Director to oversee a staff of 43 full-time and 3 temporary employees. This position requires a skilled manager who is capable of effective, diplomatic communication and coordination regarding a wide range of activities in the Department, with other City entities, and in the community. Candidates for the Assistant Director position would be expected to possess seven years of increasingly responsible experience in professional planning, building, or a related field, with at least four years’ experience in the management and supervision of a municipal planning and building office, as well as a bachelor’s degree in planning, architecture, urban studies, public administration, or a related field. The salary control point for the Assistant Director of Planning and Community Environment is $157,518; the salary determination will be based upon qualifications. If you are interested in this outstanding opportunity, please apply on line at www.bobmurrayassoc.com.

Please contact Wesley Herman at (916) 784-9080 should you have any questions. Brochure available. Closing date February 3, 2012.

8. Fiscal Assessment of Greenfield Versus Infill Development — City of Turlock;

11. Coordinated Geographic Information System Central Database and GHG Tracking System — Stanislaus County.

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

Assistant Director of Planning and Community Environment, City of Palo Alto, CA

7. Low-Impact Developments Standards and Specifications — City of Riverbank;

10. Countywide GHG Emissions Inventory — Stanislaus County; and

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CITY OF ORLAND, CALIFORNIA

Interested applicants submit a letter, listed experiences, resume and five professional references: City of Orland 815 Fourth Street Orland, CA 95963 Direct questions to Gail Wingard at (530) 865-1603 or email citymanager@ cityoforland.com

The City of Orland is seeking to employ a City Manager.

Orland is located along Interstate 5 in Northern California, population 7,500. An agricultural area and a variety of unique lifestyles is offered, some of which are outstanding schools and colleges. There are numerous lakes for enjoyment; the nearby Black Butte Lake and Sacramento River provides fishing and water sports.

The five member City Council expresses interest in a leader who possess experience and an ability to promote an existing rural lifestyle and sustaining improvements to its business community. The City provides services in Administration, Community Services, Public Works, Library, Recreation, Police, and Fire Department.

A bachelor’s degree in Public Administration or other applicable field is required; a Masters Degree is preferred.

Filing Deadline: February 6, 2012.

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Project Safety Net Works to Save Lives in Palo Alto, continued from page 16

The PSN strategies are based on two essential “pillars” that span both ends of the prevention spectrum. On one end are specific suicide prevention strategies, including seeking out and supporting those who are most vulnerable. Suicide prevention remains PSN’s core focus. Strate-

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gies on the other end of the prevention spectrum focus more generally on youth well-being, with the goal of involving the entire community in supporting the social and emotional health of all youth.

The coalition encourages the entire Palo Alto community to participate in some

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BUDGET OFFICER City of Orange, California Salary: $76,452-$98,040/year + excellent benefits such as 2.7%@55 CalPERS retirement and 9/80 work schedule The City of Orange is looking for qualified candidates who are seeking an excellent opportunity in an active and progressive community. Requirements include Bachelor’s Degree in Finance, Economics, Accounting, Business or Public Administration, or a related field and 5 years of responsible experience in the development and management of governmental budgets. Candidate will be required to undergo a thorough background investigation. The City of Orange is located in the heart of Orange County, minutes from the coast. Apply on-line at www.cityoforange.org. Deadline to apply: 5:00 p.m. Sunday, January 29, 2012.

City Manager, City of Centennial, CO The City of Centennial, CO (population 100,377) is located in the southeastern Denver metropolitan area and has been voted the “Safest City in Colorado” for six years in a row. Centennial is now seeking a City Manager to oversee a 2012 General Fund budget of $47.7 million and a Capital Improvement Fund budget of $4.6 million; in the spirit of right-sized and fiscally responsible government, the City maintains a relatively small staff of 57.5 full-time employees. Centennial is seeking an innovative, visionary candidate who will promote a cohesive environment of trust, respect, and teamwork within the City. A fiscally conservative candidate who has experience with and is supportive of contract city services and public/private partnerships is sought; the ideal candidate will be a proponent of lean government and committed to efficiency of service within the City.

Candidates for this position should possess prior city management experience and a Bachelor’s Degree in Public Administration, Business Administration, or a related field; a Master’s Degree in Public or Business Administration is preferred.

The salary for the City Manager is open and dependent upon qualifications.

If you are interested in this outstanding opportunity, please apply on line at www.bobmurrayassoc.com. Please contact Regan Wiliams at (916) 784-9080 should you have any questions. Brochure available.

Closing date January 20, 2012. phone 916U784U9080 fax 916U784U1985 www.bobmurrayassoc.com

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way. PSN members tend to gravitate to one end or the other of the prevention spectrum depending on their expertise and interests or where they think they can have the greatest impact. The coalition has made a concerted effort to keep all community members on both ends of this spectrum working together as part of a united endeavor. Palo Alto’s Parks and Recreation Commissioner Pat Markevitch says, “I am so proud of the way our community came together on Project Safety Net to work toward positive outcomes for the health and well-being of our youth.”

A Focus on Well-Being and Suicide Prevention Project Safety Net continues to make significant progress toward its goal of engaging the community to focus on fostering youth well-being and suicide prevention.

According to Michael Donohue, executive director of the nonprofit Kara Grief Support and Education, “Project Safety Net is one of the few organizations that truly lives up to its name.”

Examples of the coalition’s achievements to date include the following: • Both the city and school district have adopted a “Developmental Assets” framework for youth well-being as well as suicide prevention policies; • Railroad track security is now provided at high-risk locations in the city, thereby reducing access to lethal means of self-harm; • Hundreds of youth and adult suicide prevention “gatekeepers” have been trained; • The coalition developed a media partnership that convened a regional meeting of editors on best practices for reporting on suicide; • Nonprofit youth-serving partners have been able to leverage new funding sources; • Local campuses have enhanced counseling opportunities for students; • New and renewed relationships have been established between agencies supporting youth well-being; www.cacities.org

• All district schools making a deeper commitment to a healthy and supportive school environment.

“Project Safety Net has knit more than 20 public and nonprofit agencies into a caring community working together for continued

J The coalition included a number of youth forums, coordinated collaboratively by teens and adults, to give young people an active voice in the effort.

• Communication and the flow of information between the school district and health care providers about at-risk students have improved; • Primary care providers and mental health care providers, both within and across different institutions, have improved their communication; • Various tools and resources to be used in mental health screening for primary care physicians have been created, including diagnostic algorithms, local resources, and forms to increase communication flow between primary care doctors, inpatient psychiatric units, outpatient mental health professionals and schools; and • Santa Clara County developed a blueprint of Palo Alto’s PSN Community Coalition to assist other municipalities in organizing grassroots suicide prevention initiatives (available at www.

PSNPaloAlto.org).

The coalition’s ongoing efforts include: • Working to elevate the youth voice through a series of youth forums coordinated collaboratively by teens and adults; • Providing education at community and school events to decrease the stigma of mental health issues; and

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Bringing people together to work on this challenging issue has been both rewarding and heartbreaking.

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General Manager Jurupa Community Services District The Jurupa Community Services District serves citizens in the cities of Eastvale and Jurupa Valley, CA and is responsible for providing water, wastewater, sewer, street lights, and graffiti abatement services for over 101,000 people. The District is now seeking a General Manager to oversee a full-time staff of 128, a part-time staff of 12, and a budget of $49.8 million. The Jurupa Community Services District is seeking a candidate of strong leadership, integrity, and vision to provide direction and mentorship for the staff of the District. A flexible and approachable individual who embraces an open-door policy would do well in this position. Candidates for this position should be comfortable with public visibility and involvement and enthusiastic about creating close regional partnerships. A candidate with a broad business and municipal finance background would do well in this position, as would someone versed in water and wastewater issues and operations. Candidates for this position must possess a bachelor’s degree. The salary for the General Manager is open and dependent upon qualifications. If you are interested in this outstanding opportunity, please apply on line at www.bobmurrayassoc.com. Please contact Wesley Herman at (916) 784-9080 should you have any questions. Brochure available.

Closing date January 20th, 2012. phone 916U784U9080 fax 916U784U1985 www.bobmurrayassoc.com

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www.cacities.org/munilink MuniLink is a joint project of the League, the Institute for Local Government and Western City magazine.

Western City, January 2012

21

Project Safety Net Works to Save Lives in Palo Alto, continued

the well-being of our youth and teens,” says Bacchetti.

that surrounds youth and teens in Palo Alto; and heartbreaking as people grieve for the young lives lost. The City of Palo Alto’s role as a convener and coordinator has proved to be a key element in the first two years of Project Safety Net, and city leaders look forward with optimism and hope as they continue to support this important work.

Bringing people together to work on this challenging issue has been both rewarding and heartbreaking: rewarding as the community makes progress, builds new relationships among partner organizations and witnesses the remarkable goodwill

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