Western City January 2016

JANUARY 2016 |

The Monthly Magazine of the League of California Cities速

速

2015 Legislative Year in Review p.9 Salinas Fosters Ag Tech Innovation p.18 Protecting Public Health and the Environment p.7

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CONTENTS 2 Calendar of League Events 3 Executive Director’s Message

Significant Progress Made on 2015 League Strategic Goals

By Chris McKenzie

The strategic goal-setting process involves representatives from all of the League’s policy committees, departments, divisions and diversity caucuses as well as its entire board of directors. The League is involved in many issues each year, and its strategic goals reflect key areas of city concern and help focus the organization’s activities.

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By Dan Carrigg

ignificant positive developS ments for the League included the adoption of a new economic development tool for lower-income communities and the passage of a medical marijuana regulatory bill package.

18 California Cities Helen Putnam Award for Excellence

alinas Fosters Ag Tech S Innovation

echnology will soon be radically T transforming agriculture and the Salinas Valley, home to an agricultural industry that generates over $8 billion annually.

7 City Forum

Extended Producer Responsibility: Protecting Public Health and the Environment

By Jen Jackson and Heidi Sanborn

nsuring that residents properly E dispose of hazardous wastes — such as pesticides, batteries, needles and pharmaceuticals — from their homes is an important part of protecting the environment and public health, but it can be expensive. Many local governments are working with the California Product Stewardship Council to find a better way.

015 Legislative Year 2 in Review

Job Opportunities 19 Professional Services 26 Directory

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On the Record

City officials offer advice to newly elected council members.

Cover Image: Jeffrey M. Frank/ Shutterstock.com

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President L. Dennis Michael Mayor Rancho Cucamonga

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

Second Vice President James Goodhart Mayor Palos Verdes Estates

Immediate Past President Stephany Aguilar Council Member Scotts Valley

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

20–22

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

21–22

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 Nancy Hall Bennett Jason Rhine Sara Rounds Jennifer Whiting

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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

February

Design Taber Creative Group

3–5

City Managers’ Department Meeting, Indian Wells Geared to the unique needs of city managers, this conference covers issues affecting cities throughout California.

Advertising Design ImagePoint Design For photo credits, see page 25.

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

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

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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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First Vice President JoAnne Mounce Council Member Lodi

League of California Cities

March 2– 4

Planning Commissioners’ Academy, San Ramon 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.

9 –11

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

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

For the latest information on League conferences and events, follow us on Twitter @CaCitiesLearn.

For legislative and policy updates and more, follow @CaCities.

Follow Western City @WesternCityMag. Join us on Facebook. www.facebook.com/westerncity www.facebook.com/LeagueofCaCities

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Executive Director’s Message by Chris McKenzie

Significant Progress Made on 2015 League

Strategic Goals The League adopted four strategic goals for 2015. The strategic goalsetting process occurs each fall, and representatives from all of the League’s policy committees, departments, divisions and diversity caucuses as well as its entire board of directors participate in the process. The League is involved in many issues each year, and these goals reflect key areas of city concern and help focus the organization’s activities. This article reports on the goals and the significant progress made on those goals in 2015.

Economic Development Goal #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.

Great progress occurred in this area with the adoption of AB 2 (Alejo and Garcia),

www.westerncity.com

which authorizes the use of redevelopment authority to assist disadvantaged communities. This success followed a three-year legislative effort and builds upon the adoption of two other taxincrement tools that established Enhanced Infrastructure Financing Districts, which the League supported during the 2014 legislative session, and another to address infrastructure deficits as part of an annexation of a disadvantaged unincorporated area.

Pension Reform and Unfunded Liabilities Goal #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 the California Public Employees’ Retirement System (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 servicelevel insolvency by cities.

This has been a high-priority strategic goal for the League over the past several years. The League has continued its continued

Western City, January 2016

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Significant Progress Made on 2015 League Strategic Goals, continued

The League’s strength lies in its member cities that speak with a united voice on these strategic priorities and many related issues.

engagement with the CalPERS board and staff by inviting CalPERS leaders to address the League board and policy committees as well as city managers’ meetings and other gatherings of city officials. The League’s executive director, lobbyist and other representatives also attended numerous CalPERS meetings to discuss pending issues, including: • Consolidating risk pools; • Seeking improved health-care insurance offerings; and

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• Responding to proposals to reduce fund volatility.

The League board also approved issuing a request for proposals to help the League create a new health-care insurance exchange for active and retired city employees. An advisory committee of city officials reviewed the many qualified proposals submitted, and the League board authorized staff to negotiate a contract to create a League health-care insurance exchange to provide coverage no sooner than July 1, 2016.

The League expects the exchange to provide an opportunity to reduce the cost of coverage and offer a wider range of health-care insurance options for both retired and active city employees. Such savings will provide important opportunities to lower unfunded OPEB liabilities.

Infrastructure

Get Your Fill!

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League of California Cities

Goal #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.

www.cacities.org

Throughout the 2015 legislative session the League engaged in various legislative efforts to address deficits in available funds for highway and local street and road maintenance. Gas excise tax revenues have been eroded: This per-gallon funding source was never indexed for inflation, and increases in fuel economy and the use of electric vehicles mean fewer drivers are contributing at past levels. In July 2015, the League helped establish the Fix Our Roads Coalition, a diverse group of stakeholders that support additional funding for highway and local street and road maintenance. The coalition has engaged key legislative leaders in this effort. Gov. Jerry Brown called a special legislative session to address the issue, and a conference committee met during the fall, raising expectations for action in 2016. The League also continues to work with other local government and water quality groups to develop additional funding options for treating stormwater. More action is expected on these issues in 2016.

The New Economy Goal #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 League’s Revenue and Taxation Committee began work on this goal at its January 2015 meeting by having several “table-setting” briefings on emerging trends and issues regarding both the sales tax and property tax. Work continued throughout the year and resulted in the League board approving a set of preliminary committee recommendations related to sales tax. While support exists for efforts to expand the sales tax base, the committee will need to do more work in this complex policy area to more fully understand the range of options and impacts. The League also supported legislation that sought to limit sales tax agreements that shifted funds from local agencies without their knowledge or consent. In addition, the League conducted several briefings on property tax issues, but took no action.

Acknowledging Your Contributions The League’s strength lies in its member cities that speak with a united voice on these strategic priorities and many related issues. Many thanks to all the city officials who provide their time and expertise as leaders in the League and support our efforts to protect local control and improve the quality of life for all Californians. Your commitment makes all the difference in the League’s success on behalf of its member cities.

For a summary of the League’s legislative progress in 2015, see page 9. ■

The League is involved in many issues each year, and these goals reflect key areas of city concern

Online Helpful Online Resources for City Officials

The Challenges of Open ¾¾ Data and Privacy Issues

What City Officials ¾¾

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Transparency, Ethics and ¾¾ Doing the Right Thing

Cost-Effective Public ¾¾

Records Act Compliance and Records Transparency

Leveraging the Power ¾¾ of Social Media When Disaster Strikes

Website Content for ¾¾

Local Agencies to Consider: A Checklist Find these articles and more at

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and help focus the organization’s activities.

THE MONTHLY MAGAZINE OF THE LEAGUE OF CALIFORNIA CITIES®

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Western City, January 2016

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Thank you to all of the 2015 League Partners

Platinum ($15,000+) 1,2

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BUILDING AMERICA®

Gold ($10,000+) Hanson Bridgett LLP1,2 Lewis Investment Company2 Liebert Cassidy Whitmore1

Meyers Nave1,2 Morongo Band of Mission Indians2 Renne Sloan Holtzman Sakai LLP1,2

Silver ($5,000+) AARP ABM AMR2 American Fidelity Assurance Company Charles Abbott Associates2 Californians for Energy Independence California & Nevada IBEW/NECA Labor-Management Cooperation Trust

California Restaurant Association DW Development2 Dart Container Corp.2 EMS Management2 Fascination Ranch2 Global Water Fathom Goldfarb & Lipman LLP Greenwaste Recovery Inc.2 HR Green2 Interwest Consulting Group Inc.

Kronick Moskovitz Tiedemann & Girard1 Merlone Geier2 NBS Northrop Grumman Prometheus Real Estate Group Inc.2 Public Financial Management Inc. James Ramos San Manuel Band of Mission Indians2

Bronze ($3,000+) Accela2 Advanced Disposal2 Alvarez-Glasman & Colvin2 Amador Valley Industries2 American Forest & Paper Association Atkins Best Way Disposal2 CalPortland2 Carpenter/Robbins Commercial Real Estate Inc. Cerrell Associates Inc. Colantuono & Levin2

Desert Valley Medical Group Inc./Prime Healthcare2 E&J Gallo2 Edgewood Partners Insurance Center FirstSouthwest Fieldman Rolapp & Associates Fortis Quay Inc. GDQ Law2 Garaventa Enterprises2 Geo-Logic Associates2 Greystar2 Griswold LaSalle Cobb Dowd & Gin LLP

Harris & Associates Hill International2 Holliday Rock Company Library Systems & Services LLC Los Angeles Yellow Cab Marin Sanitary Service2 Matarango Inc.2 Mid Valley Disposal2 Mitsubishi Cement 2 Molycorp2 Bob Murray & Associates

Accretive Realtors Acquisition Partners of America LLC AndersonPenna Partners Inc.2 Architects Orange2 Athens Services2 Avery Associates2 Blue Line Transfer Inc.2 Bowlby Group Inc.2 CARE2 CR&R2 California Debt and Investment Advisory Commission California Independent Petroleum Association

California Refuse Recycling Council2 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 Hospital Council of Northern California Innisfree Ventures2 J.R. Roberts/Deacon Inc.2 Jamboree Housing Corporation Jones Hall2 Kasdan Lippsmith Weber Turner LLP Kosmont Companies LaBarge Industries2 Leibold McClendon & Mann Livermore Sanitation2

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Republic Services Inc.2 Sherwin-Williams Wells Fargo Young Homes2 Sares Regis Group2 ServPro2 Transtech Tribal Alliance of Sovereign Indian Nations Union Bank2 Vavrinek Trine Day & Co. LLP Western States Petroleum Association Western Tropicana Development2 Willdan Ygrene

NL Industries Inc. Nixon Peabody PARS/Phase II2 Peters Engineering2 Prime Healthcare2 Psomas2 Quad Knopf 2 Kenneth Ramirez2 Recology2 Robson Homes LLC2 Rutan & Tucker LLP SCI Consulting Group

SGI Construction Management2 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.

Marchetti Construction Inc.2 Morley Brothers LLC2 Kevin Mullin for Assembly2 NV5 Inc. Napa Recycling2 Newport Pacific Capital Company Inc. Riverside Construction2 San Mateo County Association of Realtors2 Santa Monica Police Officers Association Seifel Consulting Inc. Sobrato Organization2

South San Francisco Scavengers2 Specialty Solid Waste & Recycling2 Studio T SQ2 Swinerton Management Townsend Public Affairs Inc.2 Vali Cooper & Associates Inc.2 Van Scoyoc Associates2 Vanir Construction2 West Builders2

Basic ($1,000+)

Join the Partners Program Today!

Contact Mike Egan | (916) 658-8271 | egan@cacities.org

Partial list as of 9/22/2015

1 – Institute for Local Government supporter 2 – CITIPAC supporter

Extended Producer Responsibility: Protecting Public Health and the Environment

by Jen Jackson and Heidi Sanborn Local governments throughout California are implementing innovative strategies to serve their residents and communities.

When it comes to protecting the natural environment, public agencies must leverage limited resources and focus on preventing pollution at the source to avoid much more costly cleanups in the future. Ensuring that residents properly dispose of hazardous wastes — such as pesticides, batteries, needles and pharmaceuticals — from their homes is an important part of protecting the environment and public health.

Disposing of Household Pharmaceutical Waste The City and County of San Francisco established a pilot collection program in 2012 for unwanted and expired pharmaceuticals. In less than three years, the program collected over 47,000 pounds of leftover medication from residents.

However, safely collecting and disposing of wastes like these is extremely expensive, and many local governments like San Francisco are working with the California Product Stewardship Council (CPSC) to find a better way. CPSC is a network of local governments, nongovernment organizations, businesses and individuals supporting policies and projects where producers share responsibility for managing problem products at the end of the

product’s useful life, a concept known as extended producer responsibility (EPR).

Local Government Prevails in an Uphill Battle The California Legislature has passed EPR legislation addressing a variety of hardto-manage wastes — including mercury thermostats in 2008, brake pads, carpet and paint in 2010 and mattress disposal in 2013 — to ensure producers have some share in the responsibility for the products from which they profit. Passing statewide legislation is not easy; in the case of pharmaceuticals, manufacturers lobbied heavily to defeat two bills in 2013 and 2014 authored by Senator Hannah-Beth Jackson (D-Santa Barbara) and sponsored by five organizations including the City and County of San Francisco, Alameda County, CPSC, Clean Water Action and California Alliance for Retired Americans.

Supporters included law enforcement, doctors, veterinarians, drug abuse prevention groups and others. Manufacturers and their associations opposed the legislation, despite the fact that manufacturers provide safe disposal options in many other countries, including Mexico and Canada.

Alameda County was the first local jurisdiction in the nation to adopt an EPR ordinance and defend it in court.

Litigation against Alameda County resulted in a unanimous ruling by the

Ninth Circuit Court of Appeals to uphold the county’s ordinance. Although manufacturers appealed the case to the U.S. Supreme Court, the court refused to hear the case in May 2015.

As a result, any local government can now require producers to pay for management systems for hazardous products. San Francisco followed Alameda County’s lead and worked to pass a local EPR ordinance in 2015 requiring pharmaceutical manufacturers to establish and fund collection and disposal of residents’ unwanted medications. Numerous other jurisdictions are looking to do the same.

Resources for Cities CPSC and San Francisco stand ready to partner with other cities to reduce costs and collect and properly manage more product waste — and protect public health and the environment. For more information on EPR systems and taking action on this issue, visit www.calpsc.org.

To learn more about San Francisco’s Safe Medicine Disposal Ordinance, visit www.sfenvironment.org/article/ business/safe-drug-disposal-stewardshipordinance or contact Jen Jackson; phone: (415) 355-3758; email: jen.jackson@ sfgov.org. Read the online version of this article at www.westerncity.com for links to additional resources. ■

Jen Jackson is toxics reduction program manager for the San Francisco Department of the Environment and can be reached at jen.jackson@ sfgov.org. Heidi Sanborn is executive director of the California Product Stewardship Council and can be reached at heidi@calpsc.org. www.westerncity.com

Western City, January 2016

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2015 8

League of California Cities

www.cacities.org

Legislative Year in Review Those who rely on funding from government often wish for more revenue, and in 2015 such wishes came true, with additional billions pouring into the treasury from an improving economy and income tax revenue. Yet given the state’s prior commitments to expand health care for the poor, save money in a voter-approved rainy day fund and allocate school funding according to complex Proposition 98 formulas, most of the surplus was already spoken for.

Gov. Jerry Brown’s continued commitment to stabilize state finances, control costs and establish a stronger foundation to weather economic downturns remains good news for city officials who recall how past cycles of undisciplined state spending led to convoluted financial flips, swaps, raids and borrowing that destabilized local budgets and California’s economy.

Cities also appreciated the governor’s and legislative leaders’ recognition that our deteriorating network of highways and local streets and roads, due to insufficient maintenance funds, is a problem that must be resolved. A conference committee formed during the special session on transportation continued to work on this important issue in the fall.

Significant positive outcomes for the League included the adoption of a new economic development tool for lowerincome communities and the passage of a medical marijuana regulatory bill package.

The Budget Tension had been building since January between Democratic legislators and the governor over his proposed spending levels that were significantly below estimated revenue generated from a growing economy and Prop. 30. This dispute was no surprise. Since entering office in 2011 the governor has been keenly concerned with the dangers of overspending and the vagaries of state revenues, which are overly dependent on the fortunes of the stock market and the wealthy.

Central to the debate was whether the governor was doing enough to combat poverty. With the majority-vote budget approval threshold relegating Republicans largely to the political sidelines, this dispute played out throughout the year in budget subcommittees where Democrats proposed increased funding levels for various programs.

by Dan Carrigg

Finally, on June 15 — the constitutional deadline to send a budget to the governor or forfeit salary for each day they were late — Democratic legislators sent the governor a budget that exceeded his spending by $749 million, along with several trailer bills. This was readily acknowledged as a “placeholder” budget so negotiations could continue on other items. The next day, however, the governor and Democratic legislative leaders announced a budget compromise to spend only $61 million over the governor’s spending level.

Despite the reduced funding level, Democratic leaders pointed to successes that included expanding Medi-Cal coverage to eligible children regardless of immigration status and a proposal to establish an earnedincome tax program for very low-income residents. The governor also called for two special sessions: one on transportation funding and the other to identify a budget solution to the recent elimination of the managed health-care organization tax.

continued

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

www.westerncity.com

Western City, January 2016

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2015 Legislative Year in Review, continued

Positive budget results for cities included the repayment of $765 million in pre-2004 previously owed mandates, the allocation of over $1 billion in cap-and-trade funds per the previously agreed-to legislative formula, appropriations from the Prop.1 water bond, and $20 million per year in local law enforcement grants salvaged after a legislative effort to eliminate them over community relations concerns.

An eleventh-hour administration proposal forcing water districts that deliver substandard-quality water to low-income areas to consolidate with better-performing districts generated concern for some communities. Also left unresolved in June were decisions on allocation of the remaining 40 percent of cap-and-trade funds and the disposition of the administration’s controversial redevelopment dissolution proposal.

The 2015 budget debate highlighted the powers of a governor to dictate terms in the budget process. This authority was enhanced by Prop. 25, which — in addition to allowing for a majority-vote budget — included a provision that requires legislators to forfeit their salary for every day the budget is late. While these provisions have eliminated the lengthy delays of the past, the salary forfeiture provision gives a governor increased leverage.

Twelve-Year Termers Settle In, Leadership Transitions Since 2010, when voters approved an extension in legislative term limits, a transition has occurred from legislators subject to a maximum of six years in the Assembly and eight years in the Senate to a “new class” of legislators able to serve a total of 12 years in either house. Now legislators eligible to serve extended terms occupy over 80 percent of Assembly seats and approximately half of the Senate. The Assembly will fully transition in 2016, and 70 percent of the seats in the Senate will transition by 2018.

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League of California Cities

These new legislators view themselves differently than their predecessors. They have more time to settle in and develop policy expertise; they also realize if they make mistakes they will likely still be in office and accountable for fixing them.

In 2015, legislators from the new class moved into the Legislature’s highest posts as three of the four leadership positions changed hands. Assembly Member Anthony Rendon (D-Lakewood), who is eligible to serve until 2024, will soon take over as speaker from Toni Atkins (D-San Diego) who will term out of her Assembly seat in 2016. Assembly Member Chad Mayes (R-Yucca Valley), eligible to serve until 2026, takes over as Assembly Republican leader from Assembly Member Kristin Olsen (R-Modesto) who also terms out in 2016. In the Senate, the transition to leaders with longer terms has not yet fully occurred. Senator Jean Fuller (R-Bakersfield), who terms out in 2018, took over as Senate Republican leader from Sen. Bob Huff (R-Diamond Bar), who terms out in 2016.

Sen. Kevin De León (D-Los Angeles) terms out in 2018 and remains as president pro tempore.

New Economic Development Tools Emerge Progress on establishing new economic development tools continued in 2015 with the governor’s signature of AB 2 (Alejo and Garcia). This measure resulted from a multi-year effort by the League in partnership with Assembly Member Luis Alejo (D-Watsonville) to restore the redevelopment tool as an option for local communities. The bill authorizes the creation of Community Revitalization and Infrastructure Authorities (CRIAs) that would focus their efforts on lower-income neighborhoods and former military bases. The League recognized Assembly Member Alejo as one of its 2015 Legislators of the Year for his leadership efforts over three years to help make this tool a reality.

The passage of AB 313 by Assembly Speaker Toni Atkins (D-San Diego) made additional clarifying changes to the Enhanced Infrastructure Financing District law adopted in 2014. AB 313 also contained several changes requested by the League and city attorneys to address technical issues associated with district formation and operation.

During the session, the League also supported several tax-credit bills aimed at attracting additional private investment to urban areas. AB 185 by Assembly Member Eduardo Garcia (D-Coachella) and Assembly Member Jose Medina (D-Riverside) represented yet another effort to establish a California New Markets Tax Credit to help attract private capital and matching federal funds to spur investment in low-income communities. AB 771 (Atkins) proposed a state income-tax credit of up to 25 percent to rehabilitate historic properties, and AB 428 (Nazarian) offered a 30 percent tax credit for seismic rehabilitation of endangered properties. AB 185 faced challenges securing administration support, and AB 771 stalled for the year in the Legislature; AB 428 reached the governor’s desk, where the governor vetoed it due to state budget concerns.

Medical Marijuana Legislation Comes Together Two years ago, the League, in partnership with the California Police Chiefs Association, decided that it would be better to draft its own comprehensive proposal on medical marijuana rather than continue to react to legislative proposals that fell short on adequately protecting local control and important public safety priorities. Former Sen. Lou Correa (D-Santa Ana) led the effort in 2014 with SB 1262; although the measure stalled in the last days of the session, it set a template for future legislative action.

With Sen. Correa termed out in 2015, the League and police chiefs turned

California’s stringent water quality laws, coupled with the drought, have highlighted the need for local agencies to have more viable ways of funding the removal of garbage and toxins from stormwater before it flows into streams, rivers and the ocean.

to Assembly Member Ken Cooley (D-Rancho Cordova), a former mayor and League first vice president, who introduced AB 266. While ostensibly a new legislator, Assembly Member Cooley is a veteran of Capitol politics, having served on the staff of several “old school” legislators who knew how to get things done.

As this issue gained momentum, other legislators introduced proposals as well.

A complex legislative marathon of policy and politics followed and ultimately

resulted in the passage of three bills that comprise the Medical Marijuana Regulation and Safety Act: • AB 266 (Bonta, Cooley, Jones-Sawyer, Lackey and Wood) contains the critical local control provisions and most of the core provisions of the regulatory structure; • AB 243 (Wood) regulates marijuana cultivation and provides a regulatory structure specifically to address environmental impacts; and

• SB 643 (McGuire) contains provisions on criteria for state licensing (including disqualifying felonies), regulates physicians making medical marijuana recommendations and requires a digital seed-to-sale or track-and-trace program for marijuana.

The passage of these bills, all authored by newer legislators eligible to serve up to 12 years, also serves as an example of the potential re-emergence of the Legislature’s ability to take on and resolve complex continued

Western City, January 2016

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2015 Legislative Year in Review, continued

policy issues. In October, the League board of directors recognized all of these legislative authors with a Distinguished Legislative Leadership Award for their work. The League also recognized Assembly Member Cooley as one of its 2015 Legislators of the Year for his leadership on AB 266 and significant work in overcoming obstacles and helping the package become law.

Outcome of Transportation Funding Effort Is Pending For nearly a decade, city and county officials have been producing and updating a report that captures the deteriorating conditions of local streets and roads. The decline in available transportation maintenance funds means that local streets and roads are getting worse, not better.

The same is true for state highways.

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League of California Cities

An opening occurred in 2015 thanks to Sen. Beall (D-Campbell) introducing a funding proposal in his SB 16 and the governor flagging this issue as well in his January budget document. The League named Sen. Beall, chair of the Senate Transportation and Housing Committee, one of its 2015 Legislators of the Year for his advocacy on this issue and for underscoring the importance of local streets and roads in this discussion.

As mentioned earlier, the League board of directors adopted a resolution to join the Fix Our Roads Coalition. The coalition formed in July when Gov. Brown called the special session on transportation in conjunction with the budget deal he reached with legislators in late June. The Legislature formed a conference committee to meet on these issues during the fall.

Securing more sustainable funding for local street and road maintenance needs will remain a top League priority in 2016.

Affordable Housing Funding Efforts Stall A major effort led by Speaker Atkins to dramatically expand state resources for affordable housing surprisingly stalled, culminating with the governor’s veto of key legislation.

Early in 2015, the League joined a coalition in support of an effort led by Speaker Atkins to provide additional funding for affordable housing. Other major coalition members included the California Building Industry Association, California Housing Consortium and Western Center on Law and Poverty.

www.cacities.org

At the beginning of the year many things pointed to something happening. Affordable housing was the top priority of newly elected Speaker Atkins, who had already established a close working relationship with the governor. And the affordable housing needs were obvious.

Historically, apart from several housing bonds passed by voters over the past few decades, state funding for affordable housing had been relatively minor.

Legislators also widely acknowledged the lack of resources, because over $1 billion per year evaporated with the elimination of redevelopment. Home prices and rents were increasing rapidly, especially in affluent coastal areas. Despite a growing economy, new housing production was lagging. Democratic legislators also identified addressing poverty as their key issue with the governor’s budget.

AB 35 (Chiu and Atkins) and AB 1335 (Atkins) combined would have generated up to $1 billion per year in affordable housing funds. Initially, AB 35 would have increased available affordable housing tax credits by $300 million; AB 1335 proposed a funding mechanism to support a permanent source of affordable housing funding generating up to $700 million per year.

AB 1335 proposed a $75 fee (with $225 total cap) on certain real-estate documents that would fund the long-desired state “permanent source of funding for affordable housing.” Because the measure was a tax, it required a two-thirds vote on both floors and the governor’s signature.

Most assumed that the bill would make it off the Assembly floor and be part of an overall deal with the governor — likely in reduced form — at budget time. In June an attempt was made to pass the

measure in the Assembly; however, it bogged down amid disputes over geographic fund allocations, competition with other pending tax proposals, such as the one for transportation funding, and political trepidation associated with a tax vote. While this outcome was disappointing, a two-thirds vote was considered a formidable challenge. AB 1335 is being held on the Assembly floor and could still move in 2016.

More surprising was the fate of AB 35, especially after the amount was reduced to $100 million in the final days of the session. This was the speaker’s top priority and the bill received strong bipartisan support; furthermore, it seemed that, in addition to the state’s affordable housing needs, some goodwill had accumulated.

The speaker had worked closely with the governor on the budget, climate change continued

Low voter turnout spurred debates over elections and representation issues.

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Western City, January 2016

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2015 Legislative Year in Review, continued

legislation and the administration’s redevelopment dissolution proposal, and she was going to be replaced as speaker and termed out of her Assembly seat in 2016.

Despite all that, the governor vetoed AB 35 along with several other tax-credit bills, citing his concern for the fiscal stability of the state budget because of the loss of $1 billion in revenue due to the lack of the extension of the managed health-care organization tax, for which he had called a special session. Presumably, if a solution to the managed health-care organization tax is agreed to in 2016, the governor could revisit the matter.

Redevelopment Dissolution: Déjà Vu All Over Again One of the governor’s first proposals upon entering office in 2011 was to eliminate redevelopment agencies. After the Legislature and a Supreme Court decision concurred, the Department of Finance (DOF) was placed in charge of the dissolution process.

For the past five years, DOF’s administration of the redevelopment dissolution process has been rife with controversy.

Shutting down a 60-year-old community revitalization tool — across 385 agencies generating approximately $6 billion in annual revenue — was bound to be controversial. Yet the disputes were compounded by the lack of an established regulatory structure under a consistent set of rules, no clear policy guidance or priorities on which projects should be salvaged, and weak legislative oversight, leaving the courts as the final arbiter of many decisions.

Redevelopment dissolution controversies flared up again in 2015 when the administration proposed comprehensive and divisive revisions to the process that reopened some wounds and pitted local agencies against each other. The proposals can be organized into three main categories: 1. Proposals that offered at least partial solutions to outstanding issues, some of which were of major benefit to specific agencies; 2. Proposals of mostly technical and neutral impact; and

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3. Proposals causing significant harm to affected agencies by overturning court decisions, limiting expected loan repayments and restricting legal due process.

will subside or continue through the remainder of the governor’s second term.

By providing benefits to some and harm to others, the dissolution proposal proved divisive from the outset. The League adopted an “Oppose Unless Amended” position with a focus on eliminating the harmful elements of the proposal, because more than 100 cities were going to be harmed by the effort to undo court decisions and revise loan repayment statutes.

Legislators recognized the problems as well and refused to vote on earlier versions.

Gov. Brown opened his January inaugural address following his re-election by outlining what had been accomplished and stressed the importance of fiscal stewardship and saving for the next downturn while providing the necessary funding for the major reform initiatives adopted during his first term. These initiatives include shifting state prisoners to the county level, allocating more funding to schools with needy students and expanding Medi-Cal to provide health care to millions of low-income Californians.

In May, the administration pulled back on some of the harmful provisions but then added to the mix four non-related budget provisions supported by local agencies.

These new provisions had nothing to do with redevelopment and could have been passed with other non-controversial budget items — but served to increase potential legislative support for the overall proposal.

Opposition from the League and harmed cities held off action on this measure throughout the year until the very last day of the legislative session when SB 107, a 104-page bill with the harmful elements modified from earlier versions, was placed into print and moved quickly to the Assembly floor without a hearing. After some debate, the bill passed to the Senate where lawmakers approved it later that night.

As expected, it was divisive. Representatives of counties, special districts and those cities receiving specific benefits in the bill supported it; a handful opposed it. Because the harmful elements remained in the bill, the League testified in opposition to the measure in the only hearing on the bill in the Senate Budget Committee and helped get a major clarification on loan repayment amounts into a letter the author filed with the Senate Journal.

As this divisive chapter of the redevelopment dissolution process closes, it remains to be seen how DOF will administer the new provisions and whether controversies

Climate Change: Governor Looks to Global Leaders

The governor also revealed a major initiative to combat climate change. Building on aggressive efforts already underway, he proposed to double the energy efficiency of buildings, increase the state’s goal for renewable power from 33 to 50 percent, and slash petroleum use in cars and trucks by 50 percent. “California, as it does in many areas, must show the way,” said Gov. Brown. “We must demonstrate that reducing carbon is compatible with an abundant economy and economic well-being.”

During the year, Gov. Brown traveled extensively to encourage other world leaders to join California’s efforts to address climate change and to sign a memorandum of understanding to work together to limit the rise in global temperatures from climate change to no more than 2 degrees Celsius by 2050.

While many Democratic legislators supported such ambitious goals, others — especially moderate Assembly Democrats — questioned the feasibility and economic impact of the petroleum reduction targets on low- and moderate-income households. A lengthy standoff occurred over SB 350 (De León), which would enact these goals as statute, and SB 32 (Pavley), which sought to place into statute the greenhouse gas reduction goal (80 percent by 2050) adopted by Gov. Schwarzenegger via a 2005 executive order. Ultimately SB 32 was held on the Assembly floor and SB 350 moved

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to the governor with the petroleum reduction goal eliminated. Despite this setback, Gov. Brown vowed to continue his efforts to address climate change through various means, including aggressive actions of the California Air Resources Board.

League Initiatives in Other Areas Other issues important to cities in 2015 also occupied the attention of city officials and League lobbyists.

Elections and Voting. Debates over election and representation issues continued as legislators responded to low voter turnout by attempting to increase voter engagement and expand diversity on local elected bodies to reflect changing demographics. With many proposals introduced, prioritizing was essential. The League sought amendments on election consolidation proposals and supported providing local communities with more options, rather than mandates, when

responding to representation issues. The League helped shape and support SB 493 (Cannella), which the governor signed, that allows cities with populations of less than 100,000 to shift to district elections by ordinance, while stopping AB 278 (Hernandez), which sought to mandate all cities with populations over 100,000 to switch from at-large to district elections. The League also opposed — and the governor vetoed — AB 1301 (JonesSawyer), which would have required all local agencies to have changes to their election processes pre-approved by the secretary of state.

Employee Relations. Given the significant influence of labor organizations in the Capitol, employee relations is always a busy area of activity. Priorities included stopping additional mandates and proposals increasing costs or eroding local flexibility. While many bills were introduced, concerns were often addressed by collaborative efforts to obtain necessary amendments or by

working with coalitions of other public and private employer groups to provide decision-makers in the Legislature and governor’s office with solid information on local costs and policy impacts. This strategy resulted in the most troublesome proposals being neutralized with amendments, stopped in committee or vetoed.

One disappointment was the governor’s signature on SB 331 (Mendoza), which requires local agencies that have adopted increased transparency ordinances for local collective bargaining to either apply such conditions to all local contracting valued at more than $250,000 annually or repeal the ordinances.

Open Data and Cybersecurity. Policymakers are struggling with how to balance technological advances and increased demands for easier access to government data with the need to protect personal privacy and avoid disclosures that could reveal public safety vulnerabilities. To prepare for these complex discussions, continued

As the use of drones increases for commercial, mapping, surveillance and hobbyist purposes, so do the controversies.

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the League sought out city officials who were leading on these issues to help brief its Administrative Services Policy Committee and also partnered with law enforcement organizations and others with cybersecurity expertise. After significant legislative discussion and lobbying activity, two principal bills were signed in this area: AB 169 (Maienschein) establishes several standards for information that is described by local agencies on their websites as “open data”; and SB 272 (Hertzberg) requires local agencies to disclose the software application or computer system that the local agency uses to maintain various information. Specific exceptions are provided for data that would undermine cybersecurity, personal privacy or public safety. This policy area will continue to evolve in the coming years.

Short-Term Residential Rentals. The proliferation of web-based vacation rental websites as part of the “sharing economy” has provided more options for the traveling public while offering increased income potential for homeowners. Such changes, however, have produced their own set of problems that include losing rental housing stock, undermining the quality of life in residential neighborhoods and creating challenges in collecting transient occupancy tax (TOT). Many communities are updating ordinances and revising methods to better identify these rental units and collect associated revenue.

Legislative action centered around two bills. Early in the session, the League opposed and helped defeat AB 1220 (Harper), which would have prohibited the collection of TOT on the rental of such units. Most of the legislative activity, however, centered on SB 593 (McGuire), supported by the League, which is designed

to bolster local regulatory efforts by prohibiting associated websites from advertising units operating in conflict with local ordinances and allowing local agencies to “opt in” to a regulatory scheme. SB 593 remains pending on the Senate floor and will need to be moved to the Assembly in January. The League adopted a resolution supporting SB 593 at its annual conference.

Drones. As drone usage increases for commercial, mapping, surveillance and hobbyist purposes, so do the controversies.

Disputes involve personal privacy, flying over prisons or schools and interference with public safety response operations.

The governor signed one bill on the matter, AB 856 (Calderon), which creates civil liability for knowingly entering the airspace to capture a visual image, sound recording or other impression of a person engaging in private, personal or familial activity. The League and California Police

Redevelopment dissolution controversies flared up again in 2015 when the administration proposed comprehensive and divisive revisions to the process that reopened some wounds and pitted local agencies against each other.

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Chiefs Association co-sponsored SB 168 (Gaines), which would have made it a crime for a drone operator to interfere with a firefighting operation or other public safety response. In vetoing the bill, along with two other drone-related bills

by Sen. Ted Gaines (R-El Dorado), the governor questioned the need to define more crimes and further impact prison populations and did not deal with the policy issues involved. However, his veto message on SB 142 (Jackson), which authorized civil suits for unauthorized drone flights over private property, indicated some interest in looking at the issue more carefully. Drone issues will certainly return in 2016.

Water and Drought. With the passage of the 2014 water bond, Prop. 1, and initial implementation of historic legislation affecting groundwater management, the League focused its efforts on helping city officials understand these important measures. League staff hosted webinars, prepared online briefing documents and visited various League divisions to inform city officials about opportunities for funding and the changes affecting groundwater management. As drought conditions worsened, the League also convened webinars with administration officials and distributed information on the governor’s 25 percent statewide water conservation mandate. In the Capitol, the League obtained amendments to retain some local flexibility in a bill allowing the use of synthetic grass in residential landscaping.

Stormwater. California’s stringent water quality laws, coupled with the drought, have highlighted the need for local agencies to have more viable ways of funding the removal of garbage and toxins from stormwater before it flows into streams, rivers and the ocean. The League and other local agencies worked with Assembly Member Rich Gordon (D-Redwood City) on AB 1362, which was intended as a vehicle for solutions. Most of the challenges associated with this issue relate to interpretations of Prop. 218 (2006), which excludes “water, sewer and refuse collection” from its more restrictive provisions, but which the courts have

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interpreted as not excluding “stormwater.” Prop. 218 also came under increased focus mid-year with the San Juan Capistrano decision by the California Supreme Court, which ruled that water agencies were prohibited from establishing increased rate tiers that are not based on the cost of service, but rather as a deterrent for excessive water use.

Discussions about how to resolve these challenges will continue in 2016.

Cap and Trade. With revenues now beginning to flow in the billions, accessing cap-and-trade funds has become a top priority for local agencies. The Legislature approved an allocation formula in 2014 whereby 60 percent was allocated to specific programs and the remaining 40 percent subject to annual legislative negotiations and appropriation. The League partnered with its nonprofit

research affiliate, the Institute for Local Government, to provide information to cities about the various programs and how to apply for funding. In the Legislature, the League has continued to lobby for allocations of the remaining 40 percent for programs that benefit local agencies and programs.

Tip Fees and Removing Organics From Solid Waste. Recently adopted legislation increases state goals to reduce the deposit of organic waste in landfills as part of a strategy to reduce methane gas created by decomposing organic materials, which contribute to greenhouse gases. This effort, coupled with the state’s existing 75 percent waste diversion goal, resulted in the California Department of Resources Recycling and Recovery (CalRecycle) experiencing a significant reduction in continued on page 22

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Western City, January 2016

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Salinas Fosters

Ag Tech Innovation

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ust as it has transformed much of the world, technology will soon radically transform agriculture, one of the world’s oldest industries, and increase efficiency and boost food production. These changes have the potential to significantly disrupt traditional ways of life in communities that rely on agriculture as new technologies make old jobs obsolete. One such community is the Salinas Valley on California’s central coast, located less than an hour south of Silicon Valley and home to an agricultural industry that generates over $8 billion annually. The City of Salinas, in partnership with area businesses, educational institutions and other local governments, has been actively endeavoring to embrace the coming changes.

“Agriculture is undergoing a significant change as technology is incorporated into the business model,” says Salinas City Manager Ray Corpuz. “Salinas is working to provide an environment where these changes benefit both our businesses and our community.”

Supporting Innovation Local leaders are taking action through the development of the Steinbeck Innovation Cluster, a network for innovation focused on the development of agricultural technology (or “ag tech”) businesses and products within the Salinas Valley. The Steinbeck Innovation Cluster leverages the power of civic, academic, technological, corporate and philanthropic partners to link the Silicon and Salinas valleys.

The City of Salinas seeded the Steinbeck Innovation Cluster in 2012, launching a new regional model for local government to support economic growth through a partnership with regional businesses and academic visionaries. This prompted $1 million in initial pledges by local companies to support Steinbeck Innovation Cluster programs. The city continues to provide monthly funding as the project works toward becoming self-sustaining. City leaders also offer guidance and practical assistance.

This effort led to the creation of the Steinbeck Innovation Foundation, a nonprofit entity dedicated to creating the environment necessary for ag tech to thrive. In partnership with the City of Salinas and a Silicon Valley investment and advisory firm, the Steinbeck Innovation Foundation has implemented initiatives to link agricultural innovators with their counterparts in technology.

This generated several new initiatives that are expected to yield substantial benefits both locally and globally.

One of these initiatives, CoderDojo, is part of a global network of free computer programming clubs for young people, providing youths age 8 to 17 with educational opportunities in science, technology, engineering and math. Students learn how to write code; develop websites, apps, programs and games; and explore technology in a creative environment. Conducted in partnership with Salinas-based Hartnell continued on page 26

The City of Salinas won the Award for Excellence in the Community Services & Economic Development category of the 2015 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

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

Website Job Postings

SALARY: $72,862–87,002 The City of Chowchilla is pleased to announce the recruitment of City Clerk!

To be considered for this position please submit a cover letter, resume and a list of six workrelated references to the City of Chowchilla City Administrator located at 130 S 2nd Street, Chowchilla, CA 93610 or bhaddix@cityofchowchilla.org no later than January 13th, 2016.

For full job description and compensation information please visit the City of Chowchilla website

www.cityofchowchilla.org

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.

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FROM MAINTENANCE WORKER TO CITY MANAGER We Fill All Positions in Municipal Government!

Director of Public Works/ City Engineer $162,499.92 - $197,519.62/year Brentwood is a charming community of approximately 57,000 in eastern Contra Costa County. The City prides itself in being a progressive, well-managed municipality and is a great place to live.

Through oversight of the Public Works Department’s two divisions — Engineering and Operations — the newly appointed Director will bring an innovative and extensive public works management background to the city as well as civil engineer professional designation.

Position details, requirements, and application instructions are available at www.brentwoodca.gov.

Submit resume and cover letter by 5:00 p.m., January 15, 2016. EOE/ADA

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Call Us Toll Free 1-866-406-MUNI (6864) www.munitemps.com

City Attorney, City of Concord, CA Concord, California is located 29 miles east of San Francisco, adjacent to beautiful Mt. Diablo. With 122,000 residents, it is the largest city in Contra Costa County.

The Concord City Council is now seeking a new City Attorney. The City Attorney’s office has a FY2015/2016 budget of $1.3 million and a full-time staff of four.

The City Council seeks an exceptional attorney with demonstrated expertise in municipal law, particularly in the areas of land use, development, personnel law, risk management, litigation, contract development and review, and open meetings law. The Council seeks an open, transparent, and collaborative individual who will work closely with the Council, City Manager, and department heads to proactively address challenges and opportunities city-wide and to guide City personnel regarding pertinent legal issues. Candidates for this position should be willing to exercise independent judgment and initiative, always keeps the best interests of Concord, its residents, and the organization paramount.

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

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

Closing date February 12, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

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PeckhamMcKenney &

Presents Outstanding Career Opportunities

City of Brentwood, CA

City Treasurer/Director of Administrative Services

Offering a vibrant community culture, excellent schools and amenities, and an affordable yet high quality of life, Brentwood (pop. 55,000) anticipates strong future economic growth and a build-out population of close to 80,000.

Located in the far Eastern Contra Costa County region, Brentwood provides a full range of services through a fulltime staff of 270 and 2015/16 total operating budget of $207.3M. Appointed by the City Manager, the Director will oversee a staff of 36 in the general areas of finance, human resources, and information systems. At least eight years’ experience in financial management within a public agency, including three years of management and administrative responsibility is required. A Bachelor’s degree in accounting, business administration, finance, or a related field is required. CPA is desirable. The annual salary range is $157,407 to $191,329; appointment DOQE. Contact Bobbi Peckham Filing deadline is January 22, 2016.

City of San Rafael, CA Human Resources Director

Join a dynamic, full-service organization of 400 full-time employees (700 overall) in Marin County’s oldest city and County seat, San Rafael (pop. approx. 60,000). With a department staff of 3.5, the Human Resources Director will bring proven technical expertise as well as serve as a business partner, change agent, and leader in balancing concerns for employees with organizational requirements and goals. The City has 8 bargaining units and 3 unrepresented employee groups. The desired candidate brings an extensive background in labor negotiations, a thorough knowledge of State and Federal laws and regulations pertaining to human resources and risk management, a demonstrated ability to manage and direct programs, as well as the ability to identify and analyze staff and management development needs. A Bachelor’s degree in human resources management or related field is required; Master’s degree preferred. Salary range is $130,872 to $159,072; appointment DOQE. Contact Bobbi Peckham Filing deadline is January 15, 2016.

Upcoming Opportunities

Human Resources Director City of Folsom, CA Deputy Director of Development Services City of Long Beach, CA Please send your cover letter and resume electronically to:

Peckham & McKenney apply@peckhamandmckenney.com Resumes acknowledged within two business days. Detailed brochures are available at

www.peckhamandmckenney.com (866) 912-1919

“All About Fit” Mariposa County, CA County Health Officer

Mariposa County, population 18,250, is located on the western slope of the Sierra Nevada Mountains. Almost half of the County is publicly owned by the Yosemite National Park, the Bureau of Land Management, and the Sierra and Stanislaus National Forests. As you can imagine, with Yosemite in your backyard the scenery is incredible and the climate ranges from warm, dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations. The County Health Officer opportunity requires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department, including air pollution and environmental health issues.

Graduation from an accredited medical school with an M.D. degree and current license to practice medicine in the State of California required. Salary is $150,000 annually for a 80% Permanent Part-time position with excellent benefits.

Contact Phil McKenney Filing deadline is January 25, 2016.

City of South Lake Tahoe, CA Development Services Director

The City of South Lake Tahoe, population 21,500, lies within the Tahoe Basin approximately 160 miles northeast of San Francisco, 90 miles northeast of Sacramento, and 30 miles southwest of Reno. Lake Tahoe is a unique and beautiful national treasure and offers a plethora of year round activities offering residents the opportunity to live, explore and experience on a daily basis what brings a million visitors a year to the Lake Tahoe region. The Development Services Director reports to the City Manager and is responsible for the activities and operations of the department including current and long-term planning, building and safety, redevelopment successor agency, and the Lead Safe Tahoe program. The Director is also considered a Department Head and serves on the City Manager’s Senior Management team providing advice and counsel regarding strategic policy and problem solving. Bachelor’s degree required, Master’s degree desired. Salary range is $123,168 to $149,724 DOQE with competitive benefits.

Contact Phil McKenney Filing deadline is February 12, 2016.

Town of Silverthorne, CO Director of Finance and Administrative Services The Town of Silverthorne, population just over 4,000, is located near a number of world-class Rocky Mountain resorts Keystone, Breckenridge, and Copper Mountain - and is one of the larger municipalities in beautiful Summit County. The Town is situated along the Lower Blue River Valley at an elevation 8,730 feet, is surrounded by forest and Wilderness Area and offers its residents a wide variety of recreational and cultural activities. With a staff of six, the Finance Director is responsible for the financial reporting and management, financial planning, and revenue collections for the Town.

The Town is currently debt free and the 2016 budget is $9.7 million with $69 million in assets. The ideal candidate will have experience with Special Districts, Urban Renewal Authorities, and Economic Development. Bachelor’s degree required, Master’s degree and/or CPA desired. Salary range is $110,160 to $124,444 DOQE with competitive benefits.

Contact Phil McKenney Filing deadline is January 19, 2016.

2015 Legislative Year in Review, continued from page 17

funding from existing per-ton “tip fees” that apply to disposal of all materials in landfills. Those tip fees also helped fund state programs that assist local agencies with waste reduction programs. The administration floated proposals to increase the tip fee late in the session. The League

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Homelessness. Numerous bills focused on responding to the challenges of homelessness. Legislators perceived the R

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Deputy Public Works Director-Utilities City of American Canyon, CA The City of American Canyon (population 20,000) is located in the southern portion of worldfamous, wine-growing Napa County. The residents of American Canyon take great pride in their community and highly value the outdoor spaces and trails, numerous parks, and quality schools. The City management team and staff work cohesively and value professional excellence, creativity and collaboration. The Public Works Department is seeking a Deputy Public Works Director-Utilities to take responsibility over all of the City’s municipal utilities functions, including the Water, Wastewater and Environmental Services Divisions. The City is seeking highly skilled candidates with the ability to hit the ground running - key initiatives in 2016 include the 2015 UWMP and the NPDES Discharge Permit Renewal/Pretreatment Study.

The ideal candidate will demonstrate leadership and management skills, as well as an appreciation for the importance that the City places on customer service and community engagement. Candidates must possess a Bachelor’s degree with major coursework in civil engineering or a closely related field. Seven years of increasingly responsible experience in public works, utilities, and engineering, including four years of management or supervisory experience is required. Possession of a State of California Professional Engineer’s registration is desirable. The pay for this at-will, senior management position is up to 132,000; DOQ. The City also offers excellent benefits, including vehicle allowance and healthcare stipend. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com.

Contact Valerie Phillips at (916) 784-9080 should you have any questions.

Closing date February 12, 2016.

phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

POLICE CHIEF – City of Watsonville, California The City of Watsonville (population 52,500) is situated in the heart of the Monterey Bay in the lush Pajaro Valley.

The City is seeking a Police Chief to oversee a staff of 85 employees and a budget of approximately $17 million. The ideal candidate will have a broad and varied professional background with experience in diverse communities and possess the ability to lead a professional law enforcement agency engaged in proactive community policing. The new Chief should have excellent interpersonal skills who will foster collaboration with the City Council, Community, City Departments, and staff. It is expected that the Chief will set a high standard for professionalism, integrity, and community involvement while being an astute problem solver capable of forecasting community challenges and developing creative solutions.

The successful candidate will have the equivalent of a Bachelor’s degree in a relevant field with a Master’s degree preferred. Substantial municipal police service experience, including at least five years in management, is required.

The salary is up to $165,672 annually DOQ with generous benefits. For additional information and an application, please see www.cityofwatsonville.org or call 831-768-3020. Closing date: January 28, 2016.

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problem was growing, exacerbated by increasing housing prices and lack of affordable housing production and made worse by the elimination of redevelopment. The League supported measures in 2015 designed to: provide additional funding; use “housing-first” approaches that aim to get people off the street before attempting to deal with chronic mental health, addiction or other contributing issues; ensure college dorms remain open for former foster and homeless youth who have no place to go during school breaks; allow for collaborative publicprivate approaches through joint powers agencies; and provide more flexibility for the homeless when accessing funds to provide temporary housing vouchers.

The League also opposed and helped stop several proposals that sought to eliminate local ability to enforce local laws and ordinances. Combating homelessness is expected to continue as a major policy issue in 2016.

Improving the Conditions of Reporting to the State Controller. Several years ago the League’s Fiscal Officers’ Department identified problems with the timing of reports that local agencies submitted to the state controller. This issue was resolved with the governor’s signature on AB 341 (Achadjian), a League-sponsored bill

that makes improvements to the process and timelines for cities and other local agencies to submit financial transactions reports, salary data and other reports to the controller. The revised process will save money and time for local agencies and the state while providing more accurate data to the public. The League appreciates the collaborative work of the office of State Controller Betty Yee in this successful effort.

Governor’s Final Actions Gov. Brown closed the 2015 session on Oct. 11 by signing or vetoing legislation sent to him by the Legislature. From a city perspective, his actions were mixed.

Disappointments included the veto of AB 35 (Chiu and Atkins), which would have increased the availability of affordable housing tax credits by $100 million.

With the loss of redevelopment, the state is sorely lacking a major funding source for affordable housing to assist low- and very low-income households that cannot afford market rates. Other disappointments included Gov. Brown’s signature on several measures that erode local landuse and contracting flexibility. continued

Vacation rental websites have their own set of problems that include undermining the quality of life in residential neighborhoods.

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CITY OF RANCHO CORDOVA, CA The City of Rancho Cordova is looking for an innovative and engaging leader for the role of Chief Financial Officer. City Council and staff are dedicated to growing a cutting edge community with a unique vision for the future through community engagement, community investment, and community rebuilding.

Rancho Cordova is the picture of fiscal stability. The City has operated on a balanced budget since incorporation 12 years ago. Our awardwinning finance team focuses on building a CHIEF strong financial foundation, engaging the FINANCIAL community in how to spend dollars, and abreast of current trends. The City’s OFFICER keeping Great Places to Work award highlights the workplace culture behind the results, specifically the collaborative, innovative, and fun environment that inspires ownership and accountability.

William Avery & Associates Management Consultants 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 408.399.4424 Fax: 408.399.4423

This is an exciting opportunity for a detail-oriented, well-versed, and email: jobs@averyassoc.net strategic CFO to make a difference in a progressive government agency. www.averyassoc.net Our CFO will work alongside the City Manager and be responsible for all fiscal matters. A Bachelor’s degree in finance, accounting, business administration, or a closely related field is required. A Master’s degree and CPA are preferred. A formal job announcement, including benefit information and closing date is available at www.averyassoc.net.

City Manager, City of Martinez, CA

Securing more sustainable funding for local street and road maintenance needs will remain a top League priority in 2016.

The City of Martinez, located along the Sacramento and San Joaquin rivers just 35 miles northeast of San Francisco, covers 12.5 square miles with approximately 36,700 residents. As one of California’s first towns and the home of John Muir, Martinez retains a strong sense of history and commitment to environmental issues. The City is the County seat of Contra Costa County. The City is now seeking a City Manager who is seasoned and capable of handling economic and community development while ensuring the financial stability of the City. The City Manager will be politically astute, yet apolitical; visible, approachable, and accessible to the Council, community, and staff. The ideal candidate must be a strong manager and leader who is capable of standing up to the City Council while providing clear direction with the future of the City in mind. This position requires a broad understanding of municipal operations, particularly in the areas of finance, budget, land use, and economic development. A Bachelor’s degree from an accredited college or university in public or business administration or a related field is required. A Master’s degree is preferred. The salary range for the City Manager is open and dependent upon qualifications. Apply online at www.bobmurrayassoc.com.

Contact Bob Murray at (916) 784-9080 with questions.

Closing date January 29, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Western City, January 2016

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2015 Legislative Year in Review, continued

The League appreciates that the governor signed 17 out of 21 bills on which the League requested his signature. The League also appreciates his vetoes of several bills, including those that would have increased costs to local agen-

cies as employers. Positive actions for cities include his signatures on AB 2 (Alejo and Garcia), which establishes a new economic development tool for poorer communities, and the medical marijuana regulatory bill package of

AB 243 (Wood), AB 266 (Bonta, Cooley, Jones-Sawyer, Lackey and Wood) and SB 643 (McGuire). These are major policy advancements.

Issues for 2016 The 2016 legislative sessions will bring both certainties and unknowns.

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Team RC is looking for an

ENGINEERING SERVICES DIRECTOR/CITY ENGINEER Salary Range: $109,248 – $154,896 DOQ

Filing deadline: January 29, 2016 To Apply: Send resume to: City of Rancho Cucamonga 10500 Civic Center Dr. Rancho Cucamonga, CA 91730 Jenifer Phillips: (909) 477-2700 Email: careers@cityofrc.us Website: www.cityofrc.us

Outstanding opportunity for a

Director of Economic Development in the City of Indio, CA

One of the fastest growing Cities in California is in search of a Director of Economic Development. The ideal candidate will be a self-starter, driven, result-oriented, proactive, innovative, high energy, and articulate.

A candidate that is creative in their approach towards economic development is highly desirable. In addition, the Director of Economic Development should have a vision for the future, anticipate issues and potential problems, and act as an agent for positive change.

Qualifications Eight (8) years of significant, directly related, and progressive economic development experience in the public or private sector in the State of California, including three (3) years administrative or supervisory capacity and a Bachelor’s degree from an accredited college or university in Public Administration, Business Administration, Urban Planning, Real Estate, Economics or a related field. Master’s Degree is preferred.

The certainties include new legislative leaders assuming control of three out of four key leadership posts and another influx of new legislators eligible to serve up to 12 years. The outcome of the transportation funding and managed health-care special sessions remains to be decided.

Positioning over various ballot measures, which will likely include tax increases and proposals on the recreational use of marijuana, will also influence the process.

A $9 billion school bond and a measure requiring voter approval of major infrastructure investments over $2 billion have already qualified for the 2016 ballot.

Although recent projections remain positive, unknown factors for 2016 include the state budget. State revenues depend heavily on income tax and particularly the fortunes of the wealthy. The stock market has shown signs of instability, indicating that the recent multi-year gains may be slowing; the governor also mentioned in his veto message on numerous spending bills the potential of cuts in 2016 if a solution to the managed health-care funding issue is not addressed.

Any issues El Niño may bring are yet to be seen.

Whatever comes, the League will continue advocating for resources and partnerships with local agencies, other organizations, the business community and the state that assist cities in responding to urgent needs, providing vital services and enhancing the quality of life for their residents. The League remains a staunch advocate for the benefits of local control and flexibility.

For a summary of progress on the League's 2015 strategic goals, see page 3. ■

Salary Range - $112,013.42 – $165,494.84 plus a highly competitive benefits package.

To apply, please visit Indio.org

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League of California Cities

www.cacities.org

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New opportunities . . .

Utilities Director City of Palo Alto

Community Development Director City of Los Altos

Open in early 2016 . . .

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436

City Manager, City of Rosemead, CA The City of Rosemead, population 57,422, is a “contract city” with the appeal of a new kind of small town in the heart of an urban environment. Rosemead is currently seeking a highly qualified, enthusiastic candidate to fill its City Manager position. The City is seeking a City Manager who will encourage an open and transparent relationship with the City Council and staff. The incoming City Manager will be a seasoned individual and forward-thinking visionary who is capable of handling economic development while ensuring the long-term financial stability of the City. Strong interpersonal skills, unquestioned integrity, and an appreciation for diversity within a City organization will be valued.

Candidates must possess a Bachelor’s degree in the area of Business or Public Administration and five (5) years experience managing public sector operations; or an equivalent combination of education and experience. A Master’s degree in Business or Public Administration is desirable. The salary range for the City Manager is $161,292 - $207,684; placement within this range is dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Regan Williams at (916) 784-9080 should you have any questions.

Closing date January 25, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Photo/art credits Cover: Jeffrey M. Frank/Shutterstock.com

Page 16: Hxdyl/Shutterstock.com

Page 3: Background, Rudenko Roman/Shutterstock.

Page 18: Ken Wolter/Shutterstock.com

com; gears, NomadFra/Shutterstock.com

Pages 22–23: Vladimir Mucibabic/Shutterstock.com

Page 7: Andrea Obzerova/Shutterstock.com

Page 23: top right, Iriana Shiyan/Shutterstock

Page 8: Bobkeenan Photography/Shutterstock.com

Page 26: Rightdx/Shutterstock.com

Page 11: Montree Hanlue/Shutterstock.com

Page 29: Jude Hudson

Finance Director

City of Piedmont

Deputy Fire Chief

City of Mountain View

Deputy Police Chief City of Pasadena

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436 Bradley Wardle • 650.450.3299

Page 12: Joseph Sohm/Shutterstock.com Page 15: Bibiphoto/Shutterstock.com

www.westerncity.com

Western City, January 2016

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Salinas Fosters Ag Tech Innovation, continued from page 18

College, CoderDojo consists of a sixsession module offered five times per year. The program provides computers and other essential tech-related items, and the students are invited to attend field trips to Silicon Valley. The goal is to help prepare area youth for the tech jobs of the future. Now in its fourth year, CoderDojo reached 307 participants in 2015, and the groundwork has been laid to increase the program’s capacity by 50 percent in 2016.

In a further boost to entrepreneurial development, Western Growers Association (a 90-year-old trade association of produce farmers in California, Arizona and Colorado) is opening a new Innovation Center in downtown Salinas. The Innovation Center will focus on providing access to technical assistance and support for ag tech entrepreneurs.

Far-Reaching Effects These efforts are attracting national and international attention. Forbes, in partnership with a Silicon Valley firm and the Steinbeck Innovation Cluster, came to Salinas in July 2015 to host an event titled “Forbes Reinventing America: The AgTech Summit.” This event brought together several hundred of the brightest minds in Silicon Valley and global agriculture to tackle some of the world’s most critical challenges.

Salinas is also home to another ag tech incubator. The Thrive Accelerator offers a highly selective mentorship and investment program for technology-enabled startups in ag tech. More than 40 companies from around the world applied for 10 spots in the Thrive Accelerator in 2014; those selected gathered in the Salinas area for mentorship, collaboration and direct access to some top agricultural companies.

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

League of California Cities

Contact: Joe Gunter, mayor, City of Salinas; phone: (831) 758-7381; email: josephg@ci.salinas.ca.us. ■

The City of Salinas, Steinbeck Innovation Foundation and its partners

William Avery & Associates, Inc. Labor Relations / Executive Search / Human Resources Consulting

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continue building on the model of public-private innovation, with more efforts planned for 2016. Local leaders are confident that the Salinas Valley is positioned to be a leader in the ag tech industry. Salinas Mayor Joe Gunter says, “We’re excited about our progress in developing the Steinbeck Innovation Cluster, and we will continue to build on that success here in the Salinas Valley — the emerging ag tech capital of the nation.”

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Peckham&McKenney “All About Fit” www.peckhamandmckenney.com Bobbi C. Peckham • Phil McKenney

Roseville, CA

866.912.1919

www.cacities.org

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Code Services: Plan Check ■ Green Compliance ■ CASp Services ■ Fire-Life Safety ■

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Irvine (949) 251-8628

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

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Western City, January 2016

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League of California Cities

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

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Foster City • Santa Ana • Sacramento • Pleasanton • Newman

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What advice would you give a newly elected council member?

Read more “On the Record” at www.westerncity.com.

Ricky Samayoa Mayor Marysville

Kenneth Leary Vice Mayor American Canyon

Joong Kim Mayor Calexico

www.westerncity.com

Be patient. Moving things forward takes vision, commitment and a collective decision.

It’s not about you.

Forget your personal life — give your time to the community.

Maribel Reynosa Council Member Dinuba

Oralia Rebollo Council Member Commerce

Joseph Palla Council Member Cloverdale

If you don’t know something, don’t be afraid to ask. Seek advice from colleagues.

Don’t second-guess yourself.

Make sure to get all the information and do the research required before making a decision.

Western City, January 2016

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