Western City January 2015 by Western City Magazine

JANUARY 2015 |

The Monthly Magazine of the League of California Cities速

速

2014

Legislative Year in Review p.8 League Sets 2015 Strategic Direction p.3 Santa Clarita Partnership Tackles Drug Abuse p.13

www.westerncity.com

Thank you to all of the 2014 League Partners

Platinum ($15,000+) 1,2

1,2

2 BUILDING AMERICA®

Gold ($10,000+) California Apartment Association Hanson Bridgett LLP1,2 JPMorgan Chase & Co. Lewis Investment Company2 AMR2 AT&T Charles Abbott Associates2 California & Nevada IBEW/ NECA Labor-Management Cooperation Trust California Grocers Association2 California Restaurant Association Comcast2

Liebert Cassidy Whitmore1 Meyers Nave1,2 Morongo Band of Mission Indians2

Silver ($5,000+)

DW Development2 Dart Container Corp.2 ecoATM EMS Management2 Fascination Ranch2 Goldfarb & Lipman LLP Greenwaste Recovery Inc.2 Interwest Consulting Group Inc. Kronick Moskovitz Tiedemann & Girard1

Renne Sloan Holtzman Sakai LLP1,2 Republic Services Inc.2 Sherwin-Williams Young Homes2

Merlone Geier2 NBS Northrop Grumman The Olson Company2 Prometheus Real Estate Group Inc.2 James Ramos San Manuel Band of Mission Indians2

Sares Regis Group2 Schiff Hardin LLP ServPro2 Tribal Alliance of Sovereign Indian Nations2 Union Bank2 Vavrinek Trine Day & Co. LLP Western Tropicana Development2 Willdan

Bronze ($3,000+) Accela Advanced Disposal2 Alvarez-Glasman & Colvin2 Amador Valley Industries2 American Forest & Paper Association Atkins Best Way Disposal2 CMTC CalPortland2 Carpenter/Robbins Commercial Real Estate Inc. 2

Cerrell Associates Colantuono & Levin2 Desert Valley Medical Group Inc./Prime Healthcare2 E&J Gallo2 Edgewood Partners Insurance Center Fortis Quay Inc. GDQ Law2 Garaventa Enterprises2 Geo-Logic Associates2 Griswold LaSalle Cobb Dowd & Gin LLP

HR Green2 Hill International2 Holliday Rock Company Jefferies LLC Library Systems & Services LLC Marin Sanitary Service2 Matarango Inc.2 Michael & Robinson LLP Mid Valley Disposal2 Mitsubishi Cement 2 Molycorp2

Basic ($1,000+) Accretive Realtors AndersonPenna Partners Inc.2 Architects Orange2 Ashwood Construction Athens Services2 Avery Associates2 Berliner Cohen Blue Line Transfer Inc.2 Bowlby Group Inc.2 CARE2 CR&R2 California Debt and Investment Advisory Commission California Independent Petroleum Association 2

California Refuse Recycling Council of Commerce2 Civil Engineering Associates2 Classic Communities2 Climatec2 Cost Control Associates Inc. Cunningham Davis2 Desert Valleys Builders2 Diamond Hills Auto2 Dokken Engineering2 Emanuels Jones and Associates Fard Engineers2

Fresno Police Officers Association GHD Inc.2 Gilton Solid Waste2 Josie Gonzales2 Gresham Savage Nolan & Tilden PC Innisfree Ventures2 J.R. Roberts/Deacon Inc.2 Jamboree Housing Corporation Jones Hall2 Jones & Mayer Kasdan Simonds Riley & Vaughan LLP Kosmont Companies

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

Bob Murray & Associates NL Industries Inc. National ADA Accrediting & Consulting Inc. 2 PARS/Phase II2 Pacific Rail2 Peters Engineering2 Piper Jaffray2 Prime Healthcare2 Psomas2 Quad Knopf 2 Kenneth Ramirez2 Recology2

Robson Homes LLC2 San Bernardino County Safety Employees2 San Bernardino Police Officers Association Santa Ynez Band of Mission Indians2 Stradling Yocca Carlson & Rauth SummerHill Homes2 TREH Development2 Tripepi Smith & Associates2 USA Properties Fund Inc.

LaBarge Industries2 Livermore Sanitation2 Marchetti Construction Inc.2 Morley Brothers LLC2 Kevin Mullin for Assembly2 Murphy Rearson Bradley & Feeny Napa Recycling2 Potential Industries Rabobank2 Riverside Construction2 San Mateo County Association of Realtors2 Santa Monica Police Officers Association

Seifel Consulting Inc. Sobrato Organization2 Specialty Solid Waste & Recycling2 Studio T SQ2 Swinerton Management Townsend Public Affairs Inc.2 Vali Cooper & Associates Inc.2 Van Scoyoc Associates2 Vanir Construction2 Waste Management2 West Builders2 Partial list as of 12/10/2014

1 – Institute for Local Government supporter 2 – CITIPAC supporter

CONTENTS 2 Calendar of League Events 3 Executive Director’s Message League Sets 2015 Strategic Direction in Leadership Workshop

By Chris McKenzie

A senior leadership meeting of city officials from throughout the state used a dynamic, inclusive goalsetting process that built on the success of prior years and charted some new directions as well. The League leaders adopted four strategic goals for 2015, suggesting a new focus on the regulatory impacts of state government actions as well as updating the local government revenue structure.

6 City Forum

2014 Legislative Year 8 in Review

By Dan Carrigg League actions in 2014 included sponsoring and supporting legislation on infrastructure, economic development and the redevelopment dissolution process. Other efforts focused on improving the regulatory framework for medical marijuana and restoring local control over massage establishments.

California Cities Helen Putnam 13 Award for Excellence

Santa Clarita Uses Collaborative Approach to Tackle Youths’ Drug Abuse

Make Your City Hall a Star By Eva Spiegel

elp the League build its archive H of images, and put your city hall in the spotlight.

7 News From the Institute for Local Government

Community Leadership Programs: Empowering Future Leaders

ommunity-based organizations ofC ten provide leadership development programs for residents or specific underrepresented populations and offer an opportunity to invigorate civic engagement.

n upward trend in substance A abuse spurred a partnership of the city, county and school district. Local leaders recognized the need for an ongoing prevention program that directly engaged young people.

Job Opportunities 15 Professional Services 24 Directory

over Photo: California State C Capitol by Brandon Bourdages/ Shutterstock.com

Sponsored by the League of California Cities

Created by and for California Public Agencies Three active account options offering diversification and flexibility • Short-Term • Medium-Term • Money Market Fund

Low minimum investment amount Governed by city, county and special district treasurers and investment officers Contact us at 888-422-8778 or online at www.caltrust.org

President Stephany Aguilar Council Member Scotts Valley

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

Second Vice President JoAnne Mounce Council Member Lodi

Immediate Past President José Cisneros Treasurer San Francisco

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, Hudson + Associates (916) 658-8234 email: editor@westerncity.com

January

Managing Editor Eva Spiegel (916) 658-8228 email: espiegel@cacities.org

14–16

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 email: maxwellp@cacities.org

15 –16

Administrative Assistant Kimberly Brady (916) 658-8223 email: kbrady@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 Martin Gonzalez Melissa Kuehne Bismarck Obando Jason Rhine Jennifer Whiting

Associate Editors Jim Carnes Carol Malinowski Carolyn Walker

28 – 30

Legal Advocacy Committee Meeting, Sacramento The committee reviews and recommends friend-of-the-court efforts on cases of significant statewide interest to California cities. City Managers’ Department Meeting, San Francisco Geared to the unique needs of city managers, this conference covers issues affecting cities throughout California.

Design Taber Creative Group

March

Advertising Design ImagePoint Design

4–6

For photo credits, see page 16. Western City (ISSN 0279-5337) is published monthly by the League of California Cities, 1400 K St., Sacramento, CA 95814. Subscriptions: $39.00/1 year; $63.00/2 years; student: $26.50; foreign: $52.00; single copies: $4.00, including sales tax. Entered as periodical mail January 30, 1930, at the Post Office, Los Angeles, CA 90013, under the Act of April 13, 1879. Periodical postage paid at Sacramento, Calif.

NT RI

ED US IN G

Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2015 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCI, No. 1.

IND EN

Supplied by Community Energy

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.

First Vice President Dennis Michael Mayor Rancho Cucamonga

League of California Cities

Planning Commissioners’ Academy, Newport Beach Tailored to meet the needs of planning commissioners, planning directors, planning staff and other interested officials, the academy offers sessions on the major planning and land use issues facing cities.

25 – 27

Public Works Officers’ Institute, Newport Beach Designed for professionals at every career level, this conference covers the latest developments in public works.

April 9 –10

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

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

www.cacities.org

Executive Director’s Message by Chris McKenzie

League Sets 2015 Strategic Direction in Leadership Workshop Roughly 100 leaders from the League’s divisions, departments, policy committees, diversity caucuses and board of directors met Nov. 13-14, 2014, in Sacramento to set strategic direction for the organization. The group reviewed the League’s progress toward accomplishing its strategic goals over the past year and participated in an interactive workshop to develop goals for 2015. This senior leadership meeting of city officials from throughout the state used a dynamic, inclusive goal-setting process that built on the success of prior years and charted some new directions for 2015 as well.

Progress on 2014 Goals

The initial part of the meeting involved an assessment of progress toward accomplishing our 2014 goals (listed below). For more details on related efforts, see the article “2014 Legislative Year in Review” on page 8. 1. Provide New Options for Infrastructure Investment and Economic Development. Advocate for new tools, authority and funding to enable increased investment in state and local infrastructure and economic development to support expanded job growth and economic opportunity for all Californians. • New tax increment authority was granted through League-supported infrastructure finance district law amendments in SB 628 (Beall), and some redevelopment dissolution clarification bills were signed into law; • New infrastructure and affordable housing funding was provided in the form of a significant allocation of cap-and-trade funding ($832 million) and the state water bond, Proposition 1, that voters approved in the November 2014 election; and • League-supported stormwater and other water supply recommendations were included in the final version of Prop.1.

www.westerncity.com

2. Expand Reform of Pension and Other Post-Employment Benefits (OPEB) Policies to Better Contain Long-Term Costs. Build on recent pension reforms and urge the adoption of additional measures to contain and manage the longterm growth of pension and OPEB costs, ensure the sustainability of these employee benefits, and protect the capacity of cities to adequately fund vital public safety and other community services. • The League has worked closely with the California Public Employees’ Retirement System (CalPERS) as it implements the 2013 Public Employees’ Pension Reform Act (PEPRA) and revises its actuarial and investment earnings assumptions, all of which can have dramatic impact on cities’ retirement costs. Concerned about compliance with PEPRA, the League joined the governor in opposing a CalPERS proposal to include “temporary pay” and a list of 99 categories of special pay as “pensionable compensation” under PEPRA. This CalPERS action received criticism from the media and is currently pending in the state Department of Finance and then the Office of Administrative Law for further review. • The City Managers’ Department launched a survey of cities’ OPEB liabilities — funded and unfunded — to help inform future activities of the League and cities. The League also began conducting stakeholder discussions with other local agencies, pension reform advocates and representatives of local employee unions to discuss the fiscal squeeze many local agencies will face over the next decade — as increasing pension and benefit costs will likely outstrip revenue growth — and identify solutions, including possible proposals for the 2016 ballot.

continued

Western City, January 2015

League Sets 2015 Strategic Direction in Leadership Workshop, continued

3. Build Effective Partnerships to Help Respond to Growing Community Needs. Build effective partnerships with state and local officials and other organizations to promote local authority and funding sufficient to meet growing community needs. • To strengthen relations between state legislators and city officials, League regional public affairs managers helped convene dozens of meetings and receptions with legislators at the local level. Two new advocacy tools — a legislative candidate questionnaire and candidate forums hosted by the League’s regional divisions — were launched to help city officials become more informed about the views and priorities of legislative candidates. The California Civic Leadership Institute® continued its successful work in helping to build relationships and policy understanding with legislative candidates from local government backgrounds. Since its inception in 2005, 132 city and other local officials have graduated from the California Civic Leadership Institute®.

2015 Strategic Goals

The League leadership adopted four strategic goals for 2015, suggesting a new focus on the regulatory impacts of state government actions as well as new ventures in updating the local government revenue structure. 1. Expand Economic Development Tools and Reduce Regulation. Advocate for new tax-increment financing and other economic development tools, and support reductions in burdensome and overlapping state regulations, to support job creation and a stronger economy. • There was strong support for maintaining our efforts to revive tax-increment financing and other economic development tools with equal focus on reducing burdensome and often overlapping regulations that frustrate both local governments and the private sector.

League of California Cities

www.cacities.org

2. Implement Additional Pension, Other Post-Employment Benefits (OPEB) and Related Reforms to Help Reduce Unfunded Liabilities and Insolvency Risks. Support responsible implementation of recent pension reforms by CalPERS, and urge the adoption of additional pension, OPEB and related reforms by the Legislature and cities to better manage the long-term growth of unfunded pension and OPEB liabilities and reduce the risk of fiscal and service-level insolvency by cities. • There was widespread support for keeping focused on ways in which both CalPERS and cities can work together to better manage pension costs as well as the related rate increases that create local fiscal stress and cuts in local services. This could include continued focus on the importance of multiyear financial planning for cities, publication of the soon-to-be released study of OPEB obligations of cities, and education about the opportunities to make contributions to reduce the unfunded pension and OPEB liabilities of cities.

More About the “New Economy” The new economy is the result of the transition from a manufacturing-based economy to a service-based economy. Examples of such services include online retailers, mass customization manufacturers (such as 3D printing), social media, sharing-economy companies like Lyft and Airbnb, and online media companies. For more information on how the new economy has affected sales tax receipts, read “The Fiscal Challenges Ahead for Cities,” November 2014, available at www.westerncity.com.

www.westerncity.com

3. Modernize the Financing of Critical Infrastructure Maintenance and Construction Programs. Provide state and local governments with new and innovative revenue options and resources to finance critical infrastructure maintenance and construction needs for our transportation (streets, roads, rail and transit), water supply, wastewater, stormwater and other critical infrastructure systems. • The expected rapid growth over the next few years in both electric vehicles and vehicle fuel economy will require a new way to finance transportation infrastructure in California and the nation. Moreover, the growing federal and state regulatory requirements for treating drinking water, stormwater and wastewater demand more sensible approaches to funding compliance. 4. Update the Local Government Tax Structure to Respond to the “New Economy.” Consistent with the constitutional protections for property, sales and local taxes contained in Propositions 1A (2004) and 22 (2010), develop policy options, where feasible, for responding to the erosion of the major local government revenue sources from the expansion of e-commerce, increased consumption of retail services rather than goods, changing patterns of commerce and innovations in technology. • The underlying changes in the economy that have led to increased sales of untaxed goods (for example, digital books) and services suggest some fundamental changes in the state laws governing local revenue sources are necessary. This goal signals that these undeniable trends will be the focus of League research and policy development over the next year in partnership with our members who rely on these revenues to fund critical local services. Many thanks to all the city officials who provide their time as leaders in the League and who participated in our dynamic goal-setting process. Your commitment makes all the difference in the League’s success on behalf of its member cities. Let’s have a great 2015! ■

Western City, January 2015

Make Your City Hall

a Star by Eva Spiegel The League and Western City are looking for a wide range of city hall images to help showcase the diversity of California city government. City halls serve as a hub of community engagement, and these buildings are essential elements of local democracy. In many cases, a city hall’s architectural style reflects the time period when the city was formed. In other cases, city halls are repurposed buildings given a second life.

hall and what makes it unique. Cities that submit photos should also include a paragraph or two describing the building and its history.

Technical Specifications

The types of images we are seeking include:

Photos must be high resolution — a minimum of 300 dpi (dots per inch) at 5 x 7 inches or larger size — and in color. Caption information must be included in a separate file or in the text of the email. Please do not embed the caption in the image.

• City hall exterior with city hall signage;

Image Submission

• Council chambers, both empty and with a meeting in progress;

Send your photos, captions and brief description of your city hall’s history to Western City at westerncitymag@gmail.com.

• Events at city hall that feature people — for example, students visiting city hall, a cultural event at city hall or other community meeting; and • City hall renovations that combine an original facility with a new addition. The League and Western City are also interested in learning about your city

Western City and the League will give credit to the photographer and/or city of origin. By submitting images, you agree that Western City and the League have permission to use them in a variety of formats and capacities. Help make your city hall a star, and assist the League in building its archive. ■

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

League of California Cities

www.cacities.org

News From the Institute for Local Government

Community Leadership Programs:

Empowering Future Leaders Community-based leadership programs build skills and support the development of emerging leaders through a series of seminars, workshops and other local projects. The programs seek individuals who want to improve their community and give a voice to traditionally underrepresented community members.

Leadership programs can help local agencies build relationships with community-based organizations and encourage residents to become more involved in local government, either through volunteering or by participating on boards or commissions.

Community-based organizations often provide leadership development programs, which are open to the greater community or designed for specific underrepresented populations. Such programs offer an opportunity to invigorate civic engagement.

For more information about developing community leadership programs, visit www.ca-ilg.org/developing-resident-leadership.

How Leadership Programs Can Help Your Community The social capacity building provided by these programs can benefit both a local agency and its community. Leadership development programs help cities to: • Identify Issues of Community Interest. Leadership groups may tackle community concerns as “class projects” that have a wide range of topics, from neighborhood beautification to modifying school lunch menus; • Build Skills to Support Engagement. The typical program curriculum emphasizes fundamental skills. Some leadership programs provide specialized training in personal and organizational budgeting; and • Foster New and Inspired Leaders. The underlying goal commonly shared by community leadership programs is to inspire new leaders and create leadership opportunities. Programs encourage the development of confident individuals who represent their community. Often groups serving in underprivileged communities understand the intrinsic value of these programs and their ability to build confidence.

www.westerncity.com

Finding Community Leadership Programs The Institute for Local Government maintains a roster of community-based leadership programs in California. See www.ca-ilg.org/CitizenAcademiesRoster for more information about nonprofit, community and local agency leadership programs. To find resources in specific areas, consider reaching out to your local community foundations, chambers of commerce or regional nonprofit organizations that focus on civic engagement.

Featured Example: City of Long Beach Neighborhood Leadership Program This five-month multilingual program, conducted by the city’s Neighborhood Services Bureau for Long Beach residents, provides participants with skills, knowledge and resources to help make a positive difference in the community’s quality of life. Participants in the leadership program improve their communication skills, connect with diverse community members and work together to create solutions that enhance neighborhoods. Visit http://bit.ly/LBprogram for more information. ■

Western City, January 2015

2014

Legislative Year in Review The tone of a Legislative Session always begins with the budget. With an improved economy and Proposition 30 state revenues pouring in, 2014 became a year of opportunities: • Cap-and-trade revenue allocations commenced; • Funding was restored to some state programs; • Investments were made in infrastructure and affordable housing; and • Repayment began on the decadeold state debt for local government mandates. And the good news didn’t end there. After three years of post-redevelopment stalemate, Gov. Jerry Brown put a tax-increment proposal for local infrastructure and economic development on the table, legislators advanced other proposals designed to spur urban revitalization and attract and retain jobs, and a bipartisan agreement was forged on a water bond.

The League took advantage of these opportunities and played more offense than defense. Its actions included sponsoring and supporting legislation on infrastructure, economic development and the redevelopment dissolution process. Other efforts focused on improving the regulatory framework for medical marijuana and restoring local control over massage establishments. However, local control had to be defended against measures that increased costs for financially struggling cities or unduly restricted local authority and flexibility; many of these stalled or were neutralized by amendments, and the most troubling ones that reached the governor’s desk were vetoed. Democrats Lose Supermajority; Leadership Transitions

Speculation reigned in January about how the Democrats might use their supermajority power. With no need for Republican votes, they could write their own water bond, advance a lower vote threshold for local governments or put forward a policy measure to help

turn out the party’s voter base. While the supermajority could override vetoes, the governor was in firm command, and little appetite existed for challenging that. So the most likely exercise of the supermajority’s authority would be on ballot measures and maneuvering around the minority party’s objections. Political dynamics in the Senate fundamentally altered, however, in March when three Democratic senators were suspended pending the outcome of their legal matters. Consequently Democratic representation dropped from 28 to 25, two members short of the 27 needed to sustain supermajority votes. Other clouds formed over the Capitol following a Fair Political Practices Commission (FPPC) investigation on fundraising practices and revelations of nepotism in Senate hiring and management decisions that resulted in the resignation of key staff. Democrats held mandatory ethics training for all staff and legislators, introduced a package of political reform bills and adopted house rules prohibiting fundraising during the last month of session. Senate

Dan Carrigg is senior director of legislative affairs for the League and can be reached at dcarrigg@cacities.org.

League of California Cities

www.cacities.org

14 by Dan Carrigg

Republicans became politically relevant now that the path to placing measures on the ballot went through them. Leadership transitions occurred in both houses. In April, prior to budget negotiations, Toni Atkins (D-San Diego) took over as speaker of the Assembly from termed-out John A. P茅rez (D-Los Angeles). Assembly Republican Leader Connie Conway (R-Tulare), also termed out, prepared her successor-elect Kristin Olsen (R-Modesto) to assume her duties in the fall. In the Senate, Senator Kevin de Le贸n (D-Los Angeles) assumed the duties of outgoing Senate President Pro Tem Darrell Steinberg (D-Sacramento) in October. Senate Republican Leader Bob Huff (R-Diamond Bar), who does not term out until 2016, remains in his position. continued

www.westerncity.com

Western City, January 2015

2014 Legislative Year in Review, continued

Budget Conservative Yet Positive for Cities

The final state budget agreement reflected Gov. Brown’s focus on resisting major new spending commitments and included $10.6 billion dedicated to repaying accumulated state debt. Additional agreements included a plan to address solvency concerns with the State Teachers’ Retirement Fund and bipartisan support for Prop. 2 to revise the flawed state Rainy Day Reserve fund. The budget also delivered good news for cities by allocating: • $832 million of cap-and-trade auction revenues; • $242 million in local streets and roads from an early loan repayment and reallocation of state highway account funds; • $40 million in city law enforcement grants (an increase of $12.5 million); • $100 million for affordable housing programs; and • $100 million for mandates incurred prior to FY 2004–05, with trigger language to repay up to $800 million more if revenues exceed projections.

Local control had to be defended against measures that increased costs for financially struggling cities or unduly restricted local authority and flexibility.

Continuing Efforts to Secure New Economic Development Tools

In addition to supporting cleanup of redevelopment dissolution laws, the League continued to advocate for new workable economic development tools so local communities could move forward. The League sponsored two property tax-increment measures: SB 33 by Sen. Lois Wolk (D-Davis), designed to make Infrastructure Financing District (IFD) law more workable; and AB 2280 by Assembly Member Luis Alejo (D-Watsonville) to authorize redevelopment for disadvantaged areas. Such efforts had stalled in previous years with the governor unwilling to consider

Health Care Reform Solutions Keenan’s Health Care Reform Consulting Services help you understand the Affordable Care Act’s (ACA) potential impact on your health care benefit plan. • Analysis of your plan and employee workforce • Prioritizing next steps in alignment with your objectives • Creating a recommended action plan • Evaluating and modeling plan design and contribution strategies • Developing employee wellness and condition management approaches • Identifying cost-savings alternatives to Covered California, including PACE, a unique Joint Powers Authority medical benefits program for public agencies For more information about our Health Care Reform Consulting Services, please contact Steve Gedestad, sgedestad@keenan.com.

License No. 0451271

League of California Cities

Innovative Solutions. Enduring Principles.

new tools until redevelopment dissolution had proceeded further. Although these measures did not become law, an opening occurred in January when Gov. Brown proposed changing IFD law. As modified in his “May Revise,” the governor’s proposal created a new option called the “Enhanced Infrastructure Financing District” (EIFD). This concept differs significantly from IFD law in several ways, which included eliminating the vote requirement to create districts and reducing voter thresholds to approve bonds from two-thirds to 55 percent. The League lobbied the administration for various changes and, with assistance from Assembly Speaker Toni Atkins, obtained significant improvements, such as removing the voter approval requirement to create an IFD. The League lobbied for the revised proposal, SB 628 (Beall), during the closing hours of the session, and Gov. Brown signed it into law, establishing a tool that local agencies can potentially use. Consistent with cities’ desire to have more economic development options, the League worked on another tax-increment proposal, SB 614 (Wolk), which responds to the challenge of financing infrastructure upgrades in poorer areas on city boundaries designated as “disadvantaged unincorporated communities.” The League worked with Sen. Wolk and the California Special Districts Association and the California Association for Local Agency Formation Commissions to draft and refine this legislation. The measure allows the adoption of a tax-increment financing plan to upgrade the infrastructure as part of the annexation process.

www.keenan.com

www.cacities.org

The state budget delivered good news for cities, with funds allocated for law enforcement grants as well as local streets and roads.

This option can foster collaborative problem-solving that leads to more annexations of these areas, especially when special districts and counties contribute to the financing. The League has been working with Assembly Member Luis Alejo in an effort to restore the redevelopment tool. AB 2280 targeted areas where at least 80 percent of the census tracts are occupied by low-income (80 percent of statewide median income) individuals and are characterized by three of the four following conditions: 1. Deteriorated or inadequate infrastructure; 2. Deteriorated commercial or residential structures; 3. Unemployment 3 percent higher than the statewide median; and 4. A crime rate 5 percent higher than the statewide median. A diverse coalition of business organizations, housing advocates, planning associations and other groups supported the bill. Although Gov. Brown vetoed the measure, his veto message and conversations with the author indicated that he would sign it if it was drafted outside the parameters of former redevelopment law. Assembly Member Alejo plans to reintroduce the bill in this revised form in 2015.

www.westerncity.com

In addition to the property tax-increment tools listed here, the League supported three proposals aimed at providing incentives for private-sector investment by offering income tax credits to attract and retain economic development.

boost in the budget, and affordable housing gained additional priorities under cap-andtrade funding allocations. In addition, Prop. 41, approved in the June primary election, made $600 million in unused bonds available for veteran multifamily housing.

1. AB 1839 (Gatto), signed by the governor, increases available tax credits from $100 million to $330 million per year for five years under the California Film and Television Tax Credit Program and expands eligibility to include larger films and television production activities;

Minor Redevelopment Dissolution Cleanup Bills Signed, Broader Proposals Vetoed

2. AB 1999 (Atkins) proposed additional incentives to rehabilitate historic properties by offering a state income tax credit of up to 25 percent; and 3. AB 1399 (Medina) proposed a California New Markets Tax Credit program that would attract private capital and matching federal funds to spur investment in low-income communities. Gov. Brown vetoed the latter two bills, citing concerns over costs, but remains open to these proposals in the next budget. Broader efforts to create a permanent source of affordable housing financing — via a tax on real estate transfer documents proposed in SB 391 by Sen. Mark DeSaulnier (D-Concord) — stalled. Affordable housing funding, however, received a $100 million

Legislators introduced several major “cleanup” measures to address the complicated and frustrating redevelopment dissolution process, but the governor signed only minor measures. Despite the Brown administration’s support for climate change goals, sustainable communities strategies, transit-oriented development and disadvantaged communities, when it comes to redevelopment dissolution there appears to be little crossover among these efforts. AB 2493 by Assembly Member Richard Bloom (D-Santa Monica) would have allowed local infrastructure and affordable housing projects, which had been stalled by the statutory prohibition against accessing 2011 redevelopment bond proceeds, to move forward. To ensure quality, projects were required to be consistent with regional sustainable communities strategies, and the Department of Finance (DOF) had full authority to verify such conditions. Gov. Brown vetoed the measure, citing concerns about its fiscal impact. continued

Western City, January 2015

2014 Legislative Year in Review, continued

His veto message recognized that the cost to local agencies to address the high interest-rate bonds was significant and indicated that he would direct DOF to develop a plan to address the outstanding bond debt of these agencies. The governor also vetoed SB 1129 (Steinberg). Sen. Steinberg, who was Senate leader during the redevelopment dissolution process, sought to clarify a number of areas of the statute to reflect

legislative intent. The League supported these clarifications because they would help expedite the dissolution process and avoid future legal disputes with DOF over the interpretation of vague areas in the statute. One such issue was defining the method for calculating the interest rate on loans repaid to cities and counties. The governor’s veto message demonstrated interest in working to refine redevelopment dissolution statutes that will make

The League thanks Gov. Brown for vetoing these bills and encourages legislators to carefully examine the impacts on local government of future legislation because cities are already struggling to provide services amid rising pension and benefit costs.

Communicate on Point

Persist through challenge

Persuade with Integrity Commit to Excellence

A law firm dedicated to good governance since 1986. www.meyersnave.com 800.464.3559

them operate “more fairly and advantageously for everyone.” Gov. Brown signed two bills that made several helpful changes to ease redevelopment dissolution implementation: AB 471 and AB 1963, both by Assembly Speaker Toni Atkins. Playing Offense for City Interests

The League advocated for local control and city interests on numerous fronts. Medical Marijuana. After several years defending against legislation that would have undermined local authority on marijuana regulation, the League joined forces with the California Police Chiefs Association and sponsored SB 1262 (Correa). This measure proposed a comprehensive regulatory framework for medical cannabis that protected local control, addressed public safety concerns and enhanced health and safety standards. After overcoming many obstacles, the measure passed the Senate unanimously and several Assembly policy committees but was held in the Assembly Appropriations Committee. The strategic benefit of giving legislators an alternative was evident when rival legislation died on the Assembly floor by a wide margin. SB 1262 also helped change the nature of the policy discussion in the Capitol and ensure that cities will be at the table in future discussions. Massage. Restoring local land use authority became critical after a statewide regulatory and certification scheme went awry, resulting in the proliferation of illicit massage parlors. The League worked to educate legislators on this matter. Assembly Member Susan Bonilla (D-Concord), chair of the Assembly Business, Professions and Consumer Protection Committee, a key policy committee, led the effort to return local authority in AB 1147. She was joined by Assembly Member Jimmy Gomez (D-Los Angeles), who had been working with the League on this issue, and Assembly Member Chris Holden (D-Pasadena), who was hearing about the problem from city officials in his district. continued on page 17

League of California Cities

www.cacities.org

Drug Free Youth in Town (DFYIT) members join forces with the Santa Clarita Valley Sheriff ’s Department as part of DFYIT’s annual Leadership Summit. above

Santa Clarita teens show their DFYIT pride.

left

Santa Clarita Uses Collaborative Approach to

Tackle Youths’ Drug Abuse

hat causes kids from good homes and loving families to become heroin addicts? When your teenager’s friends use your bathroom, do they go through your medicine cabinet? Are teens really having “pharm” parties where they combine different prescription medications into a communal bowl and take random pills to get high? These questions prompted the City of Santa Clarita and local law enforcement to re-examine issues related to drug abuse in the community. Combating substance abuse among youths is a top priority for the Santa Clarita City Council, and the city and Santa Clarita Valley Sheriff’s Department (which is a contract service provided by the Los Angeles County Sheriff ’s Department) have used several programs, initiatives and ongoing enforcement to tackle the problem. Despite this proactive approach, teen substance abuse increased. Heroin emerged as a drug of choice for Santa Clarita youths and young adults, and abuse of methamphetamine and prescription drugs became a growing concern. This upward trend in drug use was a nightmare for parents, a huge challenge for

law enforcement and a serious concern for residents. It was time to take a new approach before substance abuse gained a larger foothold. Local leaders recognized the need for an ongoing prevention program that directly engaged young people.

City, County and School District Launch Partnership In 2012 the City of Santa Clarita partnered with the Los Angeles County Sheriff ’s Department, the Los Angeles County Fifth Supervisorial District and William S. Hart Union High School District to launch a new program. The Drug Free Youth in Town (DFYIT) program is a free, school-based, voluntary drug abuse prevention program that complements law enforcement efforts and local prevention and intervention programs. Each partner agency plays a significant role in the effort. The City of Santa Clarita funds, staffs, manages and implements DFYIT in 13 public junior high and high schools. The local school district appoints a teacher from each campus to serve as DFYIT club adviser and provides meeting

space, on-campus activities and off-site event transportation. The district also facilitates communication with parents. The Los Angeles County Fifth District leverages the city’s funding to implement DFYIT in unincorporated area schools. The Sheriff ’s Department provides technical assistance, guest speakers and updates on current drug trends. Community-based Action Family Counseling, a drug and alcohol treatment and rehabilitation program, conducts voluntary random drug testing of DFYIT members. Local businesses offer incentives for participants to avoid drugs. “DFYIT is conducted in a school club setting that empowers and celebrates a drugfree lifestyle. Each club is run by students for students and provides a positive peer network that supports good choices,” says Brad Albert, community services supervisor for the City of Santa Clarita. “The program gives teens ownership, control and responsibility for promoting a drug-free culture while learning important life skills and thriving in a healthy environment with like-minded peers.” continued

The City of Santa Clarita won the Cities Counties Schools Partnership Intergovernmental Collaboration Award in the 2014 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

www.westerncity.com

Western City, January 2015

Santa Clarita Uses Collaborative Approach to Tackle Youths’ Drug Abuse, continued

Ninety-nine percent of DFYIT participants have remained drug-free.

Program Aims to Change Perspectives on Drug Abuse City staff and school club advisers work with DFYIT officers to develop drug awareness events, community service projects, team-building activities and workshops. Club meetings focus on the harmful effects of drugs, substance abuse consequences and factors that can lead to drug use. Staying drug-free is a mandatory requirement for DFYIT membership, so confidential, random drug testing is conducted throughout the year. The tests are not meant to be punitive, but rather give members a convenient excuse and an easy way out when pressured to use drugs. “DFYIT is more than an anti-drug program. It’s a grassroots initiative aimed at changing perspectives on drug use within our community and society as a whole,” says Kathy Hunter, director of student services for the William S. Hart Union High School District. “Each campus club has its own unique culture and offers a venue for students to make friends, participate in community service opportunities, fun activities and leadership training and have positive experiences that encourage each individual to make good choices.”

As an elected official, you have plans and policies to put into action. By partnering with a professional city, town, or county manager you can set the wheels in motion—and know that they will run more smoothly. Leverage their strengths in leadership, management, efficiency, and ethics, and make your community great. Their job is to bring your vision to life. Log on today to learn more about how professional local government

managers work with you to build communities we are proud to call home.

LifeWellRun.org/elected-officials

DFYIT members also host “Lifelines” assemblies at local elementary schools to engage, educate and connect with sixthgrade students. The presentations help prepare younger students for the transition to junior high school and introduce them to DFYIT, with the goal of increasing their chances of joining the program in high school. Parent involvement also plays a vital role in DFYIT. Drug education classes and webinars are offered to increase awareness and provide parents with tools to help their kids stay away from drugs and alcohol. Parents can volunteer at events and participate in club activities and workshops. The program also hosts a website at http://dfyitscv.com. continued on page 23

League of California Cities

www.cacities.org

Display Advertising

Western City magazine’s job opportunity section is the source for job seekers looking for positions in local government. When you place a job opportunity ad in Western City

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 Kimberly Brady, Western City’s administrative assistant; email: kbrady@ cacities.org; phone: (916) 658-8223.

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

PUBLIC WORKS Contract Staffing CIP Projects & Maintenance ›› Finish

more CIP projects! ›› Temps for OSHA audits ›› Staff for all Public Works operations ›› Project Mgr. & Grants Writer ›› Administrative and Clerical help too Serving all Cities in California!

Maintenance Workers at your Corp. Yard by Monday!

1-866-406-MUNI (6864) www.munitemps.com

Finance & Administrative Services Director City of West Covina, CA

Secure your access to the publication read by California’s leaders Western City is the pre-eminent source for busy professionals, featuring California city government. Subscribe online at www.WesternCity.com or call us at (916) 658-8223.

www.westerncity.com

The City of West Covina (population 110,212) is located in the San Gabriel Valley, approximately 19 miles east of downtown Los Angeles. The City’s residents enjoy pleasurable year-round weather that has made the region famous. West Covina is a well-planned, urban community with several accessible and well-designed parks and recreational facilities. West Covina is now seeking a Finance and Administrative Services Director with a breadth of financial services experience and skill in strategic planning. A confident leader and skilled administrator who thrives in a position that requires great attention to detail and organizational skills will be valued. Candidates whose interests lie in financial management will be seriously considered. Candidates must possess six years of professional experience in accounting or finance, including at least two years in supervision or administration. A Bachelor’s degree with major coursework in accounting, finance administration, public administration, or a closely related field is required; a Master’s degree in a related field or CPA is highly desired. The monthly salary range for the Finance and Administrative Services Director is $10,754-$14,518, DOQ. Apply online at www.bobmurrayassoc.com. Contact Fred Freeman at (916) 784-9080 with questions. Closing date January 16, 2015. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Western City, January 2015

City Attorney

City of San Pablo, CA

Experience the U.S. Communities Difference

San Pablo is located in West Contra Costa County off Interstate 80, minutes away from the Bay Area cultural centers of Berkeley, Oakland and San Francisco. After 24 years of service to the City, City Attorney Brian Libow has retired. The San Pablo City Council is seeking an exceptional, experienced attorney with demonstrated expertise in municipal law, particularly in the areas of land use and economic development, conflict of interest law, Brown Act compliance, drafting and review of contracts, public works, employment law, and code enforcement along with excellent communication skills in all modalities. The salary is dependent upon professional qualifications and experience with competitive benefits.

Please send your cover letter and resume electronically to:

Peckham & McKenney apply@peckhamandmckenney.com Resumes acknowledged within two business days. Call Phil McKenney at (866) 912-1919 for more information. A detailed brochure is available at www.peckhamandmckenney.com. Filing deadline is February 17, 2015

U.S. Communities is the leading cooperative purchasing program for a reason. • Dedicated Public Agency Resources to Identify Solutions and Provide Support • Lowest Price Commitment • Transparency Protecting Public Agency Interests

Saving with U.S. Communities is fast, easy and free!

Chief Financial Officer

Sacramento Metropolitan Fire District

Fire Chief Development Services Director City of Murrieta

www.uscommunities.org The League of California Cities is an exclusive sponsor of U.S. Communities

Teri Black • 424.296.3111 Carolyn Seeley • 949.487.7606

Photo/art credits Cover: Brandon Bourdages/Shutterstock.com

Page 9: Brandon Bourdages/Shutterstock.com

Page 3: Deerfield Photo/Shutterstock.com

Page 11: Left, SergeyIT/Shutterstock.com; right, TaMaNKunG/Shutterstock.com

Page 5: Jmiks/Shutterstock.com Page 6: top to bottom, Dan Henson/Shutterstock. com; Denis Vrublevski/Shutterstock.com; Philip Pilosian/Shutterstock.com; Jonathan Weiss/ Shutterstock.com; Philip Pilosian/Shutterstock.com; Courtesy of City of Roseville

Page 13: Courtesy of the League and City of Santa Clarita Page 19: Left, Yoshi0511/Shutterstock.com; right, Makieni/Shutterstock.com Page 20: Lorenzo Patoia/Shutterstock.com

Page 7: Rawpixel/Shutterstock.com

League of California Cities

www.cacities.org

2014 Legislative Year in Review, continued from page 12

Cap-and-Trade Lobbying Coalitions. For the past several years, the League has prepared for cap-and-trade allocations by establishing policies and common ground with partner organizations. Those actions bore fruit in 2014 as the League worked with two separate coalitions to advocate for allocations that benefit local agencies. One coalition involved over 60 organizations to press the case for funding transportation, affordable housing and sustainable communities strategies. Cities, counties, special districts and schools formed another coalition that advocated for energy efficiency, weatherization, urban forestry and other natural resource funds. These combined efforts helped ensure that the $832 million allocated this year matches city priorities and provides the template for future funding. Repaying Local Mandates. During the past several years, the governor focused on repaying debt accumulated over years of state budget deficits. Repaying the $900 million on pre-2004 unfunded mandates owed to local agencies was on the governor’s to-do list, but it was at the bottom, after debts owed to schools and other entities. With state revenues increasing, it was time to act. Prior to the May Revise, the League partnered with the California Special Districts Association to support an effort led by the California State Association of Counties to lobby the governor for a $100 million down payment on the mandate payments owed to local agencies. The League was pleased when Gov. Brown included this in his May budget revision. Local agencies may receive more funds in FY 2014–15 if revenues exceed projections. Water Bond and Groundwater. The water bond was a major issue, and a severe drought sharpened the focus on groundwater. The $11 billion bond scheduled for the November ballot had already been delayed twice — it polled poorly, was considered too expensive and contained special provisions that amounted to “pork.” For a water bond to have a chance it had to be replaced with a leaner proposal. The League prepared for these discussions by forming a working group and engaging its policy committees in the

In addition to supporting cleanup of redevelopment dissolution laws, the League continued to advocate for new workable economic development tools.

Finance & Administrative Services Director City of Cotati, CA The City of Cotati (approximate population 7,500), considered the “Hub” of Sonoma County, is a diverse and charming community that has been shaped by over 100 years’ history. Surrounded by beautiful vistas of hills, vineyards, majestic oaks and redwoods, Cotati offers all the benefits of living in a small city, with the cultural advantages of being located near major urban centers. The City is now seeking a confident leader and skilled administrator to serve as the Finance and Administrative Services Director. Excellent project management and communication skills are essential to this position; the ideal candidate will exhibit an aptitude for clear, concise, and direct communication, as well as the ability to succinctly summarize complex financial information. A candidate with experience in risk management, internet technology, and human resources processing will be valued. Candidates must possess five years of broad and extensive experience in financial management, including at least two years in a management or supervisory capacity. A Bachelor’s degree in Accounting, Business Administration, or Finance is required; a Master’s degree or CPA is highly desired. The salary range for the Finance and Administrative Services Director is $110,000-$130,000, DOQ. Apply online at www.bobmurrayassoc.com. Contact Valerie Phillips at (916) 784-9080 with questions. Closing date February 20, 2015. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Assistant City Manager City of San Pablo, CA

San Pablo is located in West Contra Costa County off Interstate 80, minutes away from the Bay Area cultural centers of Berkeley, Oakland and San Francisco. The Assistant City Manager serves the City Manager as a key member of the City’s Executive Leadership Group, in essence the City’s COO and requires familiarity with all facets of municipal operations. In-depth knowledge regarding human resources, strategic planning, community development, economic development, budget planning and development, capital improvement programs, community services and information technology strongly desired. Bachelor’s degree and five years of managerial experience in a government setting required, Master’s degree preferred. Salary range is from $168,672 to $205,020 DOQ with competitive benefits.

Please send your cover letter and resume electronically to:

continued www.westerncity.com

Western City, January 2015

2014 Legislative Year in Review, continued

Broader efforts to create a permanent source of affordable housing financing stalled. Affordable housing funding, however, received a $100 million boost in the budget.

Economic Development Director City of Elk Grove, CA

Home to an entrepreneurial spirit and superior quality of life, Elk Grove is a family-oriented community of 160,000+ residents where opportunity is around every corner. Providing a safe, youthful, familyoriented environment, Elk Grove’s location lends to a prosperous business community and a bright economic future. Appointed by the City Manager, the Director will oversee a 2014/15 department budget of $853,737. Requirements include minimum of eight years’ progressively responsible (including three years’ management) experience in real estate development, economic development, redevelopment, planning, business administration or closely related field; Bachelor’s degree is required: Master’s degree is highly desirable. Annual salary range is $120,272 to $161,177.

Please send your cover letter and resume electronically to:

Peckham & McKenney apply@peckhamandmckenney.com Resumes acknowledged within two business days. Call Bobbi Peckham at (866) 912-1919 for more information. A detailed brochure is available at www.peckhamandmckenney.com. Filing deadline is January 30, 2015.

CITY ADMINISTRATOR

City of Chowchilla, California Salary DOQ within the Central San Joaquin Valley Market

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 as Yosemite National Park, the San Francisco Bay Area and the Pacific Coast. The City is seeking an 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, January 29, 2015. Electronic submittal is preferred; email cityclerk@ ci.chowchilla.ca.us. The City’s website is www.ci.Chowchilla.ca.us and the main line at City Hall is (559)665-8615 x112. Equal Opportunity Employer.

League of California Cities

discussion, building on priorities articulated in a 2013 annual conference resolution. This approach helped the League’s efforts to inform legislators and other stakeholders of city priorities as various bond proposals were developed. The water bond’s final components, placed on the ballot as Prop. 1, matched well with the League’s principles and underscored the good work of city officials on this issue. Voters agreed and approved Prop. 1 by a wide margin in the November election. As the groundwater issue emerged, the League convened conference calls with interested cities when legislators and the Brown administration unveiled measures to address the overuse of groundwater in non-adjudicated water basins. These consultations helped focus the League’s efforts and ensure that the final adopted actions were workable for the affected agencies. Transportation Revenues. The League remains involved in numerous efforts to secure additional investment in California’s transportation system. In addition to lobbying for additional budget and cap-and-trade allocations, the League — in partnership with California State Association of Counties and regional transportation planning agencies — released an update of the California Statewide Local Streets and Roads Needs Assessment in October 2014. This biennial assessment has historically served as a powerful resource for protecting local transportation revenues from state diversion. Now that the state budget is stable, the assessment can also be used to support advocacy efforts to secure additional funding for the local road system. To help shape future transportation policy development, the League participates in the governor’s California Transportation Infrastructure Priorities working group, which is planning to release white papers soon on: • The prospect of a road usage charge demonstration project; • Tolling and congestion management pricing; and • Recommendations to update the State Transportation Improvement Program (STIP).

www.cacities.org

Funding increased for affordable housing programs, and voters approved the water bond, Prop.1, by a wide margin.

Future activities will focus on freight, goods movement and exploring lower vote thresholds for local transportation measures. California Environmental Quality Act (CEQA). Although it was a slower year for perennial reform discussions on CEQA, the League took action on several bills. League-supported SB 1451 by Sen. Jerry Hill (D-San Mateo) addressed problems associated with “document dumps,” which occur when project opponents wait until the end of the environmental review process to bring issues forward. The bill passed the Environmental Quality Committee but died in the Senate Judiciary Committee. The League also worked on AB 52 (Gatto) — related to Native American sacred sites — as the bill’s language evolved, to ensure that the final product worked for local agencies. continued

CITY OF OXNARD The City of Oxnard is seeking to fill five key management positions. Located on the beautiful Southern California coast, the City of Oxnard with over 200,000 residents is about 60 miles northwest of Los Angeles and 35 miles south of Santa Barbara. Oxnard prides itself on its rich diversity and culture. Oxnard has a current all-funds budget of over $358M, which includes the General Fund of $113M, and employs just over 1,200 employees. With the new City Manager who is leading an organizational transformation initiative, these positions will be significant players in creating a new leadership model. Candidates, who are committed and strong change agents who enjoy the challenges found in building a new team and reputation, will find these opportunities extremely rewarding.

CITY ATTORNEY HUMAN RESOURCES DIRECTOR

The Office of the City Attorney represents the City Council, Community Development Commission Successor Agency, Housing Authority, and provides legal advice city departments, boards and commissions. In addition it assists the Code Compliance Unit in the prosecution of code violations and manages and defends public liability and workers’ compensation claims and cases. The City Attorney, appointed by the City Council, directs a department of nine employees, including three attorneys. With a staff of 10, the HR Department has five areas of functional responsibility: recruitment and William Avery & Associates selection, classification and compensation, labor relations, training, benefits administration, and safety Management Consultants and workers’ compensation. Outside legal counsel is relied upon for employee contract negotiations 1 3 /2 N. Santa Cruz Ave., Suite A with the six bargaining units. The Director reports to the City Manager. Los Gatos, CA 95030

408.399.4424 Fax: 408.399.4423 email: jobs@averyassoc.net www.averyassoc.net

HOUSING DIRECTOR

Oxnard’s Housing Department is comprised of eight program areas including public housing, rental assistance, affordable housing, housing rehabilitation, homeless assistance, mobile home rental stabilization, CDBG, and HOME. With over 80 employees, the Department has an annual budget that exceeds $26.5M.

UTILITIES DIRECTOR

A newly created position that oversees the water, wastewater, environmental resources and capital improvement programs, the Director will administer a multifunctional department with almost 300 employees. Filling a number of midmanagement positions and creating a new team will be a priority.

ASSISTANT CITY MANAGER

The position requires an individual who is well versed in civic engagement and community outreach efforts. In addition, the ACM will assist the City Manager in leading performance effectiveness initiatives and establishing best practices for departmental operations designed to transform the organizational culture to one where optimal service delivery is sustainable.

For further information contact Bill Avery at 408-399-4424 or Ann Slate at 805-459-5132. Formal job announcements, including beneﬁt information and closing dates, are available at www.averyassoc.net.

www.westerncity.com

Western City, January 2015

2014 Legislative Year in Review, continued

Realignment Database Launched. The California Department of Justice in 2014 launched a digital, Internet-based information-sharing platform called SmartJustice, which allows state law enforcement agencies, county sheriffs, probation offices and municipal police

departments to efficiently share information about offenders. This action was spurred in part by AB 810 (Muratsuchi) of 2013, which the League sponsored after the initial stages of realignment implementation revealed that state, county and municipal law enforcement agencies

Planning Director City of Pacifica, CA

Located just south of San Francisco, Pacifica (pop. 40,000) feels worlds away. Offering charming, small town ambiance, six miles of shoreline, beaches, vistas, and open space, Pacifica is a full-service city (157 FTE/50-100 PT) with an overall budget of $72M (General Fund of $27M). Appointed by the City Manager, the Planning Director will oversee three functional divisions of Planning, Building, and Code Enforcement. The Department has a 2014/15 budget of $1.2M, staffs the Planning Commission and other committees as required, and is supported by one Associate Planner and one Assistant Planner, a Code Enforcement Officer, Permit Technician, and Administrative Clerk. Bachelor’s degree in planning or a related field is required; Master’s degree desirable. Salary range is $150,540 - $172,176; 2.5% @ 55 CalPERS (classic).

Please send your cover letter and resume electronically to:

CITY OF OAKLAND The City of Oakland has become a resurgent, exciting and dynamic community on the move. A strong economic base, world-class arts and entertainment venues, an abundance of recreational options and a rich multicultural heritage combine to make Oakland a vibrant community. Oakland truly represents an ideal community in which to live, work and play. Working closely with the Mayor and City Council, the City Administrator will have the unique opportunity to help the City realize its extraordinary potential. The City Administrator has direct administrative oversight of a full-service municipal organization CITY with a staff of approximately William Avery & Associates and a budget of $1B. The ADMINISTRATOR 4,000 Management Consultants City Administrator is the chief management and fiscal advisor, responsible for identifying challenges and 31/2 N. Santa Cruz Ave., Suite A opportunities in the delivering of municipal services and providing trusted Los Gatos, CA 95030 advice on all aspects of the organization structure, operating efficiencies, 408.399.4424 fiscal health and well-being of the City. Fax: 408.399.4423

The successful candidate will bring a clear ﬁscally sound orientation email: jobs@averyassoc.net www.averyassoc.net to every aspect of the position and possess the ethical standards, interpersonal skills and negotiation abilities to establish an organizational culture that encourages excellence and continuous improvement. At least 10 years of increasingly responsible experience in a complex urban setting and a Bachelor’s degree are required. The salary range is $175,992 - $263,987 annually, DOQ. To be considered, please submit (email preferred) a letter of interest, resume, salary history and contact information including email addresses for ﬁve work-related references to Bill Avery by January 9, 2015. A formal job announcement is available at www.averyassoc.net.

League of California Cities

did not have an effective means of sharing real-time information on offenders. Defending Local Control

When 120 legislators carry 20 to 30 bills each, defensive actions are essential. Examples of the League’s legislative activity on defense include the following. PILOTs. Few in the Capitol had ever heard of the acronym PILOTs (payments in lieu of taxes), but the League recognized it was an issue of protecting fundamental local land use and fee authority. Legislators wanted to stop the practice of a few cities that requires PILOTs from affordable housing developers to preserve the benefit of the existing affordable housing property-tax exemption. The League wanted to make sure that any solution was limited strictly to PILOTs and did not undermine general local fee authority. Ultimately, a compromise was reached and contained in AB 1760 (Chau) and SB 1203 (Jackson). The League thanks the authors for working on an acceptable solution. Community Choice Aggregation. Since utility deregulation, local agencies have the option to provide for their own power within their jurisdiction via community choice aggregation. Several municipalities have taken advantage of this option, but it is a decision to be considered carefully. AB 2145 (Bradford) raised significant concerns because its provisions would essentially block local agencies from exercising this option in the future. The League joined

Future League activities will focus on freight and goods movement.

environmental and local activist groups in a major opposition effort that led to the author taking major amendments in the Senate that removed concerns. The bill ultimately stalled on the Senate floor. Employee Relations Bills. Because local employee relations bills do not have a major state impact, such bills often avoid a rigorous legislative cost analysis and move through the Capitol as a policy issue. The League opposed several bills that were sent to the governor’s desk in 2014 because the proposed legislation increased costs or undercut local authority. The League appreciates that Gov. Brown recognized the severe fiscal challenges cities face from increased pension costs and lagging revenues, reflected in his vetoes of these bills: • AB 2126 (Bonta) would have shifted many employee relations disputes into a costly and time-consuming state fact-finding process; • AB 2378 (Perea) would have expanded temporary workers’ compensation benefits for up to three years for public safety employees instead of the two years applicable to all other employees; • AB 2052 (Gonzalez) would have made more employees eligible for the generous workers’ compensation benefits provided to peace officers; and • SB 388 (Lieu) would have undermined the confidential nature of witness interviews in internal investigations. continued

The League remains involved in numerous efforts to secure additional investment in California’s transportation system.

E S

CHIEF OF POLICE

City of Chowchilla, California Salary up to $129,055 per year plus generous benefits

With nearly 20,000 residents, and located 45 minutes north of Fresno and is the gateway to Yosemite National Park. The City seeks an innovative, results-oriented professional who is prepared to guide the organization to its next level of community-oriented policing. With 18 sworn peace officers, dedicated to the protection of a growing full-service city with exciting capital, residential and large commercial projects on the horizon. This position requires a Bachelor’s degree from an accredited university in Police Science, Criminal Justice, Public Administration, or related field, and no less than three years in a sworn supervisory law enforcement position. The selected candidate will possess a P.O.S.T. supervisor’s certificate, and be able to provide proof of enrollment or completion of a P.O.S.T. management certificate. APPLY IMMEDIATELY: The deadline for cover letter and resume is Thursday, February 12, 2015. www.ci.Chowchilla.ca.us EOE

City Clerk

City of Palo Alto, CA Palo Alto, the “Most Livable” city in the U.S., is known for its wonderful neighborhoods, tree-lined streets, mild weather, and active citizens with a strong environmental concern. The Mayor and eight-member City Council appoint the City Clerk to oversee a department budget of $1.275 million and 5.75 FTEs. In supporting the City Council, the City Clerk will team with all other City departments, ensure transparency and open government, and serve as an ambassador of the City to the community. The City Clerk will be forwardthinking, innovative and creative; technology savvy; and committed to continuous improvement. Equivalent to a Bachelor’s degree is required; MMC or CMC is strongly desired as well as increasingly responsible experience working with an elected or appointed body. Current salary range up to $160,000, and appointment will be DOQ.

Please send your cover letter and resume electronically to:

Western City, January 2015

2014 Legislative Year in Review, continued

The Governor’s Actions

Every Legislative Session concludes with the governor’s actions. For local governments concerned about preserving local authority, the governor’s desk is the last stop before a harmful or costly legislative proposal

Planning & Community Improvement Director City of St. Helena, CA

The City of St. Helena (pop. 5,950) is located in the center of the world-famous, wine-growing region of Napa Valley. St. Helena provides a full range of services while striving to maintain a balance between the smalltown, residential atmosphere; tourism; and surrounding agricultural lands. Reporting to the City Manager, the Director will oversee a staff of two plus contract building inspection and plan check services and an annual budget of $700,000. Proven leadership skills in planning practices, solid communication skills, and appreciation of the community’s unique character are required. A Bachelor’s degree in planning or a related field is required; Master’s degree desirable. Salary range is negotiable.

Please send your cover letter and resume electronically to:

City Manager

City of Arroyo Grande, CA Located just five miles inland from the central California coastline in beautiful San Luis Obispo County, the City of Arroyo Grande provides its 17,395 residents with a full range of quality services. Fire services are provided through a separate agency. Appointed by a five-member City Council, the City Manager will oversee a staff of 86 full-time and 45 part-time employees and approximately $23 million annual budget. The ideal candidate will be bring a hands-on, team-oriented approach to the delivery of customer services in a highly engaged community. Proven leadership experience, a solid understanding of municipal operations, and respect and appreciation for the community’s character are desired. Bachelor’s degree in public/business administration or related field is required; Master’s degree is desirable. Salary DOQ.

League of California Cities

Please send your cover letter and resume electronically to:

Peckham & McKenney

becomes law. In 2014, the result was mixed but overall beneficial for local control. Gov. Brown deserves thanks for vetoing the highest priority bills opposed by cities. Of the 26 bills for which the League requested a signature, Gov. Brown signed 15 and vetoed 11. He signed bills authorizing a return of tax increment authority for infrastructure and restoring local control over massage establishments. His more disappointing vetoes included legislation intended to help recently incorporated cities and cities whose land annexations relied on augmented shares of vehicle license fees that the state swept away in 2011. The Outlook for 2015

The coming year holds potential and promise for new beginnings. The governor is entering his final four-year term, one presumably not dominated by state fiscal distress. In January the governor’s budget and State of the State address will provide additional clarity on his goals. The Senate and Assembly will be under new leadership, and the ranks of legislators eligible to serve for up to 12 years have expanded in the Capitol. Whatever 2015 brings, the League will continue to seek opportunities for improved partnerships with legislators, administration officials and other organizations while advocating for tools and resources that allow cities to improve their communities, expand economic development and address emerging issues in ways that preserve local control and flexibility. As always, the active engagement of city officials remains essential to shaping the future of our state and enhancing the quality of life for all Californians. ■

apply@peckhamandmckenney.com Resumes acknowledged within two business days. Call Bobbi Peckham at (866) 912-1919 for more information. A detailed brochure is available at www.peckhamandmckenney.com. Filing deadline is February 6, 2015.

Progress on League Strategic Priorities For a summary of the 2014 strategic priorities and League activities undertaken to support those priorities, see page 3.

www.cacities.org

Santa Clarita Uses Collaborative Approach to Tackle Youths’ Drug Abuse, continued from page 14

DFYIT’s combination of curriculum, drug testing, community service, positive peer influences and parental involvement is an all-encompassing approach to drug prevention that is proving to be successful. Heroin use in Santa Clarita has decreased, and documented deaths from heroin overdoses have dropped by 75 percent since the program’s inception. The Santa Clarita Valley Sheriff ’s Department attributes this dramatic improvement to programs like DFYIT, coupled with renewed and focused enforcement efforts. “From a law enforcement standpoint, DFYIT is an excellent resource for Santa Clarita,” says Roosevelt Johnson, a captain with the Santa Clarita Valley Sheriff ’s Department. “The program empowers youths to maintain a drug-free lifestyle, be active in the community and learn valuable leadership skills.”

Measuring the Program’s Progress The DFYIT program is expanding, with club membership increasing by 47 percent in the second year of implementation. Continued growth is anticipated as students find the value of belonging to the program. Ninety-nine percent of DFYIT participants have remained drug-free. Additionally, DFYIT members have delivered their message to more than 24,000 junior high and high school students thus far. Lifelines assemblies reached more than 1,000 sixth grade students in 2013, and another 3,600 sixth grade students in the 2013–14 school year. Members also brought their enthusiastic drug-free message to the public by completing more than 2,480 hours of community service. The DFYIT partnership serves as a powerful tool in the fight against teen substance abuse. The collaborative effort and use of resources is steadily shifting the entire community’s culture — one drug-free youth at a time. Contact: Janine Prado, human services administrator, Parks, Recreation and Community Services Division, City of Santa Clarita; phone: (661) 250-3716; email: jprado@santa-clarita.com. ■ www.westerncity.com

It was time to take a new approach before substance abuse gained a larger foothold. J

E S

CITY MANAGER

CITY OF BANNING, CALIFORNIA Annual Salary Range $185,000 – $235,000 DOQ with excellent benefits. The City Banning, located in Riverside County, population 30,325, is seeking a strong leader with excellent communication and interpersonal skills. This is a career opportunity for someone who has the ability to implement the goals established by the City Council and its diverse community. The ideal candidate for the City of Banning must be a public executive with a record of demonstrated leadership in successfully guiding a municipal city under a Council/Manager form of government, and must possess outstanding judgment, management, and communication skills with the verifiable ability to excel in strategic planning and decision making. A typical candidate will have a Bachelor’s degree in Public or Business Administration or equivalent. A Master’s degree is desirable. Candidates should have ten years of executive management experience as a City Manager, Assistant or Deputy City Manager in a comparable or larger full service City. Closing date is OPEN UNTIL FILLED. Apply online at www.ci.banning.ca.us. A completed job application and supplemental questionnaire is required. Contact (951) 922-3147 should you have any questions.

Director of Public Works/City Engineer CITY OF LAGUNA NIGUEL Salary up to $172,872, plus benefits. Laguna Niguel (Population 63,000) is a premiere master-planned community located in south Orange County, just minutes away from California’s beautiful beaches and pristine coastline. Professionally staffed with 67 dynamic full-time employees, the City also outsources several services by contract such as police services, building services, street sweeping, and street and landscape maintenance. The City is seeking a Director of Public Works to provide direction and operational oversight of the Public Works Department. Acting as the City Engineer, the Public Works Director is also responsible for administering the annual department budget, CIP and public works maintenance program. The City is seeking a confident leader with a collaborative management style in order to attain organizational objectives. A bachelor’s degree in civil engineering or related field and five years of increasingly responsible public works engineering and management experience is required. Certificate of registration as a professional civil engineer issued by the State of California is required. Traffic engineer certification is a plus. Visit www.cityoflagunaniguel.org for detailed brochure. Filing deadline: February 2, 2015.

Western City, January 2015

R V

William Avery & Associates, Inc. Labor Relations / Executive Search / Human Resources Consulting 3 /2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 1

408.399.4424 Fax: 408.399.4423 email: jobs@averyassoc.net www.averyassoc.net

T O

R Y

Bobbi C. Peckham • Phil McKenney

Peckham&McKenney “All About Fit” www.peckhamandmckenney.com Roseville, CA

866.912.1919

916.630.4900

Specializes in Executive Search

Sherrill Uyeda Cindy Krebs Syldy Tom

There’s an Entire Team Behind Every Assignment • Executive Recruitment • Management Consulting • Public Safety

Headquarters Office

400 Oceangate, Suite 510 Long Beach, CA 90802 T: (562) 901-0769 F: (562) 901-3082

www.RalphAndersen.com

www.allianceRC.com http://twitter.com/Alliancerc facebook/Alliance Resource Consulting, LLC

Public Sector Human reSourceS conSulting

Koff & Associates

Solving the Human Resources Puzzle for 30 Years

Classification & Compensation Studies Staff and Executive Recruitment Organizational Assessments Performance Management HR Audits and Compliance

(510) 658-5633

www.KoffAssociates.com

HF&H CONSULTANTS, LLC

HELPING LOCAL GOVERNMENT LEADERS

Managing Tomorrow’s Resources Today Providing Consulting Services to Recycling, Solid Waste, Water and Wastewater Management for more than 20 Years

• Planning • Procurement • Management

• Financial/Rates • AB939 Compliance • Litigation Support

www.hfh-consultants.com Walnut Creek (925) 977-6950

League of California Cities

Irvine (949) 251-8628

managementpartners.com Budget Strategies ∙ Service Sharing Organization Analysis ∙ Performance Management Process Improvement ∙ Strategic Planning Executive Recruitment ∙ Facilitation/Team Building

E XPERIENCE , T ALENT , COMMITMENT TO PUBLIC SERVICE San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400

www.cacities.org

The Best Procurement Solution for Public Agencies

R V

T O

R Y

Contact: Allan Crecelius or Sandra Comrie

12707 High Bluff Dr., Ste 200 San Diego, CA 92130 Tel 858.259.3800 fax 858.792.7465 acrecelius@rewardstrategy.com

Exceeding clients’ expectations since 1987. Co-sponsored by the League of California Cities

www.uscommunities.org

Classification | Compensation Special Surveys | Performance Management

Providing a Complete Range of Services to Cities, Counties and Special Districts

• Management, Leadership & Organizational Assessments • Financial Management, Fee Studies & Fiscal Sustainability • Human Resource Management, Labor Relations & Investigations • Recreation, Parks & Community Services • Police, Fire & Communication System Studies • Public Works & Engineering • Library Operations • Planning, Community & Economic Development • Project Management

675 Hartz Avenue, Suite 300 • Danville, CA 94526 866-426-2323 • www.municipalresourcegroup.com

matrix consulting group 201 SAN ANTONIO Circle, Suite 148 MOUNTAIN VIEW, CA 94040 650.858.0507 • www.matrixcg.net Offices in California, Texas, Illinois, Massachusetts & Washington

Management and operations studies Feasibility studies User fees and cost allocation Police • Fire • Public Works • Utilities Parks & Recreation • Administration Planning & Building

SPECIALISTS IN CLASSIFICATION, JOB EVALUATION AND COMPENSATION

5663 Balboa Ave., #399, San Diego, CA 92111-2705 915 L Street, #C-102, Sacramento, CA 95814 Brentwood Village, 149 S. Barrington Ave., #726, Los Angeles, CA 90049-2950 1-888-522-7772 • www.compensationconsulting.com Offices in various major cities

www.westerncity.com

Creating value by delivering innovative and sustainable solutions for infrastructure and the environment.

Planning & Urban Design Environmental Services Public Works Surveying & Mapping GIS Community Engineering www.rbf.com

■

Transportation Planning & Engineering Traﬃc Engineering & Mobility Planning Structrual Water Resources

www.mbakercorp.com

■

800.479.3808

Working in Partnership with Local Communities Municipal Engineering Building Plan Review, Inspection & CASp Staff Augmentation Construction Management Fire Prevention Services Sustainability Programs Digital Plan Review Code Enforcement Planning Services

(888) 794-2016

www.csgengr.com

San Mateo • Santa Ana • Sacramento • Salinas • Pleasanton • Newman

Western City, January 2015