March Western City Magazine

MARCH 2016 |

The Monthly Magazine of the League of California Cities速

速

Planning for Healthy and Sustainable Cities: National City Offers a Model p.11 New Economic Development Tools Provide Opportunities for Creativity p.7 Planning Commission Often Leads to City Council p.4

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

Managing CalPERS in Crisis

Planning for Healthy and 11

Sustainable Cities: National City Offers a Model

By Julia Lave Johnston

ational City used a comprehensive N planning approach to address community environmental and health concerns.

By Chris McKenzie

By definition, effective public

managers are both problem-solvers and leaders, but it requires a special type to take the helm of a public agency in crisis.

4 City Forum

Planning Commission Often Leads to City Council

By Cory Golden

I f you want a sneak preview of a city council’s future, a planning commission meeting is a good place to start.

New Economic 7

13 California Cities Helen Putnam Award for Excellence

lovis Builds Dry Creek C Trailhead to Educate and Connect the Community

The City of Clovis transformed a three-acre unimproved lot into an educational community recreation area that protects natural resources and promotes healthy living.

15 California Cities Helen Putnam Award for Excellence

Development Tools Provide Opportunities for Creativity

By Dan Carrigg

hree new tools provide a T number of promising options.

Complete Parks: New 9

Concept, New Toolkit

By Charlotte Dickson and Kanat Tibet

arks play a key role in the fight P against childhood obesity and can contribute significantly to cities’ economic prosperity.

a Mesa’s Seniors Help L With Safe Routes to School he city recruited seniors to T supervise and support students as they walk or bike to and from school.

Job Opportunities 16

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

Professional Services 23

Low minimum investment amount

Cover image: A young National City resident plays hopscotch next to a stand of fresh produce. Photo courtesy of National City and the Environmental Health Coalition.

Governed by city, county and special district treasurers and investment officers

Directory

Contact us at 888-422-8778 or online at www.caltrust.org

®

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

March

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

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.

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

9 –11

Administrative Assistant Kimberly Brady (916) 658-8223 email: kbrady@cacities.org

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

Contributors Karalee Browne Martin Gonzalez Melissa Kuehne Eva Spiegel

April 7–8

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

Associate Editors Carol Malinowski Carolyn Walker Design Taber Creative Group

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Advertising Design ImagePoint Design For photo credits, see page 17.

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. ©2016 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCII, No. 3.

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First Vice President JoAnne Mounce Council Member Lodi

League of California Cities

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

27

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

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

May 2–4

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

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 www.cacities.org

Executive Director’s Message by Chris McKenzie

Managing CalPERS

in Crisis By definition, effective public managers are both problem-solvers and leaders, but it requires a special type to take the helm of a public agency in crisis. These managers are experts in rebuilding public and employee trust, identifying opportunities for growth and innovation, building teams and changing organizational cultures. At times they also have to be ministers of hope, faith and democracy for their agencies, employees and the public.

dollars unnecessarily because the former CEO had steered contracts to clients represented by a former board member turned placement agent. When the formal report was delivered to the board, Stausboll reported that she had already implemented many of its recommended ethics reforms. The investigator’s report was turned over to prosecutors, and it resulted in criminal convictions for corruption and fraud.

Public managers who accept such risky assignments work to restore internal respect for the basic principles of effective public administration while they engage their governing bodies and colleagues in the extremely difficult work of repairing the damage and reinventing the agency. These CEOs understand intuitively the opportunity for significant change presented by a major crisis and how vital it is to act quickly before fear and institutional resistance dissipate the momentum.

Stausboll has also helped the CalPERS board make some very controversial policy changes to increase the sustainability of the pension program. These changes required employer contribution rate increases to allow CalPERS to more quickly recover from the 2008 investment losses, address the cost of retirees’ longer life expectancy and take steps to reduce the volatility in its investment portfolio by reducing its assumed rate of return. With each of those decisions CalPERS’ outreach and stakeholder engagement has improved, allowing many local agencies to participate in the decision-making process and express concerns or support.

One of the most effective crisis managers in state government I have observed in recent years is Anne Stausboll, CEO of the California Public Employees’ Retirement System (CalPERS).

Stausboll took the position in 2009 after CalPERS experienced crippling investment losses at the start of the recession. The CalPERS board had just fired her predecessor due to allegations of misconduct, and there was growing criticism of the agency’s fiscally imprudent recommendations to employers a decade earlier to expand pension benefits for local and state employees.

During this time of deep internal crisis, Stausboll moved quickly and worked with the board to retain an independent investigator, who subsequently reported that CalPERS likely spent millions of

www.westerncity.com

As the CalPERS staff and board can attest, I am no apologist for the agency. As a representative of a key stakeholder organization, however, I know Stausboll has worked tirelessly and effectively with her colleagues to rebuild a culture of integrity and professionalism at CalPERS. During her tenure she has embodied the best qualities and values of professional public management. By stepping forward to lead CalPERS at its time of greatest need, Stausboll has made enduring contributions to the organization, its beneficiaries and the public at large that will survive long after she retires on June 30, 2016. ■

Western City, March 2016

3

Planning Commission Often

Leads to City Council

by Cory Golden

If you want a sneak preview of a city council’s future, a planning commission meeting is a good place to start. It’s likely that you’ll spot future council members on the dais.

“Serving on the planning commission is definitely a stepping stone to the city council,” says Bob Cox, mayor of Cloverdale, who sat on his city’s commission from 2007–10. “You learn a lot about how government works without going through the election process.

You’re doing a lot of the heavy lifting.”

The Link Between Serving on the Council and the Planning Commission In a 2015 survey of the League’s Mayors and Council Members’ Department, about one-third of 300 respondents indicated they had previously served as planning commissioners. Recent interviews with some of those who took that path found that, to a person, they believed their time on the commission had been a formative experience.

That’s not to say it’s the easiest route to elected office. Although future commissioners are typically active in their communities and often successful in private business, there’s still much to learn — whether it’s understanding municipal code, how to work with community groups or the patience required by 45-day public comment periods.

A Steep Learning Curve “When I was appointed, a giant box of papers arrived, and my daughter said, ‘Mom, do you really have to read all of that?’” says Barbara Delgleize. She spent four years as a commissioner before being elected to the Huntington Beach City Council in 2014.

That year, a dozen candidates vied for council seats. Three of the four winners had been planning commissioners.

Cory Golden is a policy analyst for the League and can be reached at cgolden@cacities.org.

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“It’s a steep learning curve on the planning commission,” says John Sibert, who served on Malibu’s commission for five years before being elected to the city council in 2008. “It’s different from most other city commissions, because you’re actually making decisions and not just recommendations.”

When making her first appointment to the planning commission, Delgleize looked for commitment. “It is a commitment — you can’t just show up when it’s convenient,” she says. “I wanted someone who was forthright and honest. I wanted someone who had their own opinions and who was willing to do the homework.”

Another former commissioner, Janet Abelson, was first elected to the El Cerrito City Council in 1999. She’s since served four terms as mayor. Some of the work that she and her colleagues began during her time on the commission, as part of revising the city’s General Plan, continues today.

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“If you look at El Cerrito before that General Plan and now, you see a huge difference,” says Abelson. “That experience is probably a key reason why I’ve won elections.”

That plan yielded efforts like removing grass in the median along San Pablo Avenue in favor of bay-friendly plants, well before the drought, which saved money and excited residents about the possibilities for their city. More recently, the council has tackled building height limits and parking along the same thoroughfare. The city is seeking funding to put its complete streets plan into action there.

Delgleize chose Patrick Brenden, the CEO of a local business, who had been active on other city committees and with the chamber of commerce. Brenden has since announced that he is planning to run for city council. ■

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Benefits Run in Both Directions “As a commissioner, you learn that however you might feel about a project, you have to deal with it within the municipal code and zoning,” Sibert says. “Variances ought to be rare; that’s something you can carry over to the council. I also learned to savor the small victories, because the big ones are few and far between.”

Planning commission experience also helps council members pick others for the job.

Mayors and council members say they look for someone who can follow the rules, has a track record of community involvement, listens well, can understand the law and is relatively in sync with the council.

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Western City, March 2016

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Thank you to all of the 2016 League Partners

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California Refuse Recycling Council2 Civil Engineering Associates2 Classic Communities2 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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Contact Mike Egan | (916) 658-8271 | egan@cacities.org

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New Economic Development Tools Provide Opportunities for Creativity

by Dan Carrigg It’s difficult to find a legislator in California today who thinks eliminating redevelopment was a good idea. The dissolution process that followed has been difficult and frustrating, but communities must find a way forward. Several new tools, which the League helped shape, are now in place and allow tax increment to be used for various purposes. They differ significantly from “old school” redevelopment, but offer a number of promising alternatives.

For over 60 years, redevelopment provided the most useful and flexible economic development and urban renewal tool for California’s cities. Deteriorated areas could be improved, restored and rejuvenated — all financed through property-tax increment. This increment was derived by capping property-tax allocations to local agencies at a fixed level and directing future property-tax growth to implement the redevelopment plan. Of course redevelopment had its issues and critics, but it was a tool that worked. In 2011 when Gov. Jerry Brown and the Legislature eliminated it, 385 redevelopment agencies were generating over $6 billion per year, with $1 billion dedicated to affordable housing.

But the old redevelopment tool is gone and has been replaced by three new tools: 1. Enhanced Infrastructure Financing District; 2. Community Revitalization and Investment Authority; and 3. Annexation Development Plan.

All three represent new laws authorizing the use of tax increment. They differ from the former redevelopment tool, but still offer potential to help cities solve problems.

Reduced Financial Capacity Requires New Thinking and Partnerships Compared with redevelopment, the new tools have reduced financial capacity, thus requiring innovative thinking and new partnerships to maximize their potential.

Under the old model, once a city formed a redevelopment agency, all future growth from property tax shares — not just the city’s share — was directed to the redevelopment agency. This meant that while a redevelopment project was underway, the other taxing entities (the county, schools and special districts) deferred receiving additional property-tax growth until the

redevelopment project was completed. This policy was based on the philosophy that redevelopment created jobs and economic activity and increased property values, allowing all stakeholders to benefit. Yet this rationale had its critics. Counties and special districts disliked not being part of the decision to form redevelopment agencies in cities and had other funding priorities, and state budget drafters complained because Proposition 98 (1988) required the state to backfill losses to schools from redevelopment diversion that by 2011 amounted to about $2 billion per year.

With the new tools, however, tax increment is much different: Agreement by any affected agency is now required. A taxing jurisdiction is entitled only to the increment generated on its own share of the property tax unless other local agencies also agree to contribute their shares. For example, if a city forms a new entity, the city can direct only the increment derived from its own share to this purpose, unless the county and/or special districts also agree to have growth of their respective shares dedicated. As a result, when local governments agree to partner on infrastructure and economic development they can maximize the tool’s financial capacity. continued

Dan Carrigg is senior legislative director for the League and can be reached at dcarrigg@cacities.org. www.westerncity.com

Western City, March 2016

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New Economic Development Tools Provide Opportunities for Creativity, continued

School districts, however, are prohibited from agreeing to allocate growth from their shares of property tax to these purposes, reflecting the state’s concern about the need to backfill any losses. This is a major reduction in financial capacity, because approximately 50 percent of property taxes are allocated to schools.

The new tools require innovative thinking and new partnerships to maximize their potential.

• Light rail; • Industrial structures;

Enhanced Infrastructure Financing District

• Parks and open space;

The Enhanced Infrastructure Financing District (EIFD) law (beginning with Section 53398.50 of the California Gov’t.

Code) provides broad authority for local agencies to use tax increment to finance a wide variety of projects, including:

• Libraries;

• Infrastructure, such as roads, bridges and wastewater and groundwater facilities;

The EIFD provides broad flexibility in what it can fund. No public vote is required to establish an authority, and though a 55 percent vote is required to issue bonds, other financing alternatives exist. Unlike former redevelopment, this tool imposes no geographic limitations on where it

• Affordable housing, mixed-use development and sustainable development; • Transit-oriented development;

• Child care facilities; • Military base reuse; and • Brownfields remediation.

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can be used, and no blight findings are required. An EIFD can be used on a single street, in a neighborhood or throughout an entire city. It can also cross jurisdictional boundaries and involve multiple cities and a county. While an individual city can form an EIFD without participation from other local governments, the flexibility of this tool and the enhanced financial capacity created by partnerships will likely generate creative discussions between local agencies on how the tool can be used to fund common priorities.

Community Revitalization and Investment Authority The Community Revitalization and Investment Authorities (CRIAs) law (beginning with Section 62000 of Gov’t.

Code) authorizes tax increment to be used in combination with the powers of former redevelopment agencies. A CRIA focuses on assisting with the revitalization of poorer neighborhoods and former military bases. While similar to redevelopment, a CRIA is more streamlined.

Accountability measures are included to ensure that the use of the CRIA remains consistent with community priorities, and a 25 percent set-aside is included for affordable housing. Although an initial protest opportunity exists, no public vote is required to establish an authority, and bonds and other debt can be issued after a CRIA is established.

Annexation Development Plan The Annexation Development Plan (ADP) law (Section 99.3 of Revenue and Tax Code) authorizes tax-increment financing to be adopted by consenting local agencies (city and/or a county or special district) to improve or upgrade structures, roads, sewer or water facilities or other infrastructure as part of annexing a disadvantaged unincorporated community. An ADP can be implemented continued on page 19

www.cacities.org

Children play hard in Irvine’s after-school programs.

Chino’s climbing wall is popular with residents.

Chula Vista’s parks offer a place to play touch football.

Water attracts interest at a Chula Vista park.

Complete Parks: New Concept, New Toolkit

by Charlotte Dickson and Kanat Tibet The Healthy Eating Active Living (HEAL) Cities Campaign helps League member cities create and implement policies to get residents and employees walking and biking, buying and growing fresh produce, drinking more water and healthy beverages and enjoying safe, well-maintained parks and trails.

Over the past eight years, 182 California cities have joined the campaign by adopting and implementing health-oriented policy resolutions to: • Build complete streets and safe routes to schools; • Establish community gardens and farmers markets; • Expand open space; • Create nutrition standards for foods and beverages offered to kids in city programs; • Improve healthy food choices in municipal vending machines; and • Conduct walking meetings and worksite wellness programs.

Developing a Complete Parks System

A Complete Parks System comprises seven key elements:

Research shows that using parks can help adults and children fight obesity and chronic disease and that appropriately sited and properly maintained parks significantly contribute to cities’ economic prosperity. According to the National Recreation and Park Association (www.nrpa.org/parkeconreport-statecharts), parks generated $17.6 billion in economic activity in California in 2013.

1. Engage residents and stakeholders in planning for parks;

The HEAL Cities staff worked closely with Community Services and Parks and Recreation Department leaders in 2015 to create a new concept and set of tools promoting parks as centers for community and economic health. This concept, the Complete Parks System, is the focus of the Complete Parks Playbook — a new toolkit published by HEAL Cities and its nonprofit partner ChangeLab Solutions.

The toolkit covers all the ways cities can make their parks accessible, well utilized and well funded.

2. Connect parks to neighborhoods; 3. Locate parks where they are most needed; 4. Activate parks through robust, relevant programming; 5. Plant and maintain sustainable and aesthetically beautiful landscaping; 6. Make parks safe from real and perceived threats of criminal activity; and 7. Fund park creation, maintenance and programming.

The HEAL Cities Campaign will focus on Complete Parks Systems in 2016; look for HEAL Cities staff at League division meetings and conferences and online at www.healcitiescampaign.org. continued on page 18

Charlotte Dickson is the Northern California senior director of local policy and leadership development for the California Center for Public Health Advocacy and director of the National HEAL Cities Campaign; she can be reached at cd@publichealthadvocacy.org.

Kanat Tibet is director of the California HEAL Cities Campaign and can be reached at kt@publichealthadvocacy.org.

www.westerncity.com

Western City, March 2016

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Planning for Healthy and Sustainable Cities:

National City

Offers a Model

by Julia Lave Johnston

below The

Paradise Creek Affordable Housing Project in National City, a transit-oriented infill development, secured a $9.2 million grant. right A young National City resident plays hopscotch next to a stand of fresh produce.

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League of California Cities

www.cacities.org

W

hen the California Strategic Growth Council and Department of Housing and Community Development announced in early 2015 that $120 million was available in Affordable Housing and Sustainable Communities grant funds, staff at many local agencies were excited about the opportunity.

After several rounds of applications, only two cities were awarded a grant as the lead applicant; the rest of the funds went to nonprofit organizations and housing developers. National City (pop. 59,381), located 5 miles south of downtown San Diego, received $9.2 million for its Paradise Creek Affordable Housing Project, an infill transit-oriented development that will add more than 200 affordable housing units to the city’s Old Town area.

Cap-and-Trade Opportunities for Disadvantaged Communities

Connecting the Dots Between Land Uses and Health Issues

National City and West Sacramento, the other lead city to be awarded a grant ($6.5 million), are both considered disadvantaged communities: low-income areas that are disproportionately affected by environmental pollution and other hazards that can negatively affect public health. Of the 2015 Affordable Housing and Sustainable Communities grants, 75 percent went to disadvantaged communities.

In recent years, city planners, public health officials and community leaders have focused on how a community’s design can have a strong connection to health, quality of life and economic opportunity. Pollutants from transportation and certain types of facilities — such as industrial, port and military base uses in National City’s case — can significantly affect air and water quality.

These conditions can impact a community’s quality of life by increasing rates of obesity, diabetes, asthma and other serious health conditions. Economic impacts include the cost of health care, loss of worker productivity and reduced opportunities for economic investment and community development.

California’s ambitious targets for reducing greenhouse gas emissions by 2050 provide additional opportunities for addressing health in the planning process.

The state’s Greenhouse Gas Reduction Fund, funded by cap-and-trade auction revenue, specifically targets investment in disadvantaged communities. State law (Chapter 830, Statutes of 2012) requires that 25 percent of the Greenhouse Gas Reduction Fund go to projects that provide a benefit to disadvantaged communities, with a minimum of 10 percent of the funds for projects located within those communities.

According to the San Diego County Department of Environmental Health, National City is currently home to 32 million pounds of hazardous substances and 870,000 cubic feet of toxic or hazardous gases. The city’s 2010 asthma hospitalization rates for children ages 17 and under continued

Julia Lave Johnston is program manager of the Institute for Local Government’s Sustainable Communities program and can be reached at jjohnston@ca-ilg.org. The Institute for Local Government thanks David Early, a principal of PlaceWorks, Inc., for his contribution to this article.

More Resources Online

Trends in Grant Funding: Engaging the Community

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

The planning process can seem removed from the daily lives of community members.

Getting the public interested in participating in a sometimes lengthy process is challenging.

But as the broad economic impacts of land-use planning have become more apparent, local officials and staff find it increasingly important to engage the community. Residents are beginning to understand that the planning process shapes their neighborhoods and affects their personal well-being. Partnerships with the public health sector can engage new constituencies and make planning more relevant to community members. An engaged public helps identify community priorities and makes it easier to gain support for plan implementation.

Requiring broad public engagement and cross-sector collaboration is a current trend in grant funding. Identifying the intersection of land-use planning, public health concerns and greenhouse gas emissions reduction priorities and then combining them with community goals creates opportunities for communities to address current challenges and thrive. For tips on how to engage your community and plan inclusive engagement processes, visit www.ca-ilg.org/engagement.

www.westerncity.com

Western City, March 2016

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Planning for Healthy and Sustainable Cities: National City Offers a Model, continued

were nearly 50 percent higher than the rates for San Diego County. Carolina Martinez, a senior planner and policy advocate with the community-based nonprofit Environmental Health Coalition, says residents were increasingly concerned about air quality, exposure to hazardous materials from the industrial uses (including auto repair and body shops) next to their homes, noise, parking issues and traffic. Consequently it was easy for them to make the connection between land uses and the growing number of health problems in their community.

Planning for Health in National City National City offers a model for using a comprehensive planning approach to address community environmental and health concerns. In 2006 the city worked with the Old Town neighborhood to prepare the Westside Specific Plan, which

calls for reducing incompatible land uses over time and remediating vacant land that was previously unusable due to high levels of pollution. The plan features public transit, a public park and biking and walking paths and includes the Paradise Creek Affordable Housing Project. These design elements also reduce greenhouse gas emissions, making this project eligible for grants from the state’s Greenhouse Gas Reduction Fund.

Martinez says, “With better access to public transit and biking and walking paths, residents have transportation options that could improve air quality and accessibility to jobs and other crucial destinations.”

The industrial uses in the Old Town area were not the only land-use based health challenges in National City, according to Raymond Pe, the city’s principal planner.

The city is home to one of the Port of San Diego’s marine terminals and sits at the intersection of three interstate highways,

which make air quality a communitywide issue. In 2012 the city approved a Comprehensive Land Use Update, which included a General Plan Update, a Climate Action Plan and an update of the city’s zoning code. The city emphasized its commitment to healthy neighborhood planning by including a Health and Environmental Justice Element in its General Plan, becoming the first city in California to adopt an element focusing on health equity. National City is one of many California cities that recognize the important intersection between health equity and climate change.

The consultant who worked on National City’s Comprehensive General Plan Update notes that cities don’t have to start from scratch; many communities already incorporate policies in their General Plan and other planning documents that, if implemented correctly, can make neighborhoods healthier, more vibrant places.

“Health and safety are the cornerstones of any community, so there are many reasons they should serve as guiding principles for any comprehensive planning effort,” says Brad Raulston, National City’s executive director of community development and planning. “National City plans to lead by example as we build a sustainable, safe and healthy community.” ■

National City Earns Beacon Program Recognition “Public service is a stimulating, proud and lively enterprise.

It is not just a way of life, it is a way to live fully.”

- Lee H. Hamilton

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League of California Cities

To further demonstrate its commitment to creating a sustainable community, National City joined the Beacon Program in 2015 and was recognized for implementing sustainability best practices. The Beacon Program provides support and recognition to California cities and counties that are working to reduce greenhouse gas emissions, save energy and adopt policies and programs that promote sustainability. The Institute for Local Government and the Statewide Energy Efficiency Collaborative sponsor the Beacon Program. For more information, visit www.ca-ilg.org/beaconprogram.

www.cacities.org

Clovis Builds Dry Creek Trailhead to

Educate and Connect the Community The City of Clovis has seen its population more than double since 1990 to 104,339 today. Located in the heart of the agriculturally rich San Joaquin Valley, Clovis depends on groundwater and surface water for its water supply. Faced with the ongoing multiyear drought, city leaders were increasingly concerned about improving water management and providing open space for a growing population.

Education and Recreation Go Hand in Hand Recognizing an opportunity to demonstrate sustainable water management practices to protect natural resources, Clovis built the Dry Creek Trailhead as a community recreation area to educate residents about water conservation and groundwater recharge. The project connects to an extensive trail system and encourages trail use.

The City of Clovis worked with the Fresno Irrigation District during the planning process to transform an unimproved lot adjacent to the existing trail system. The lot was a public nuisance due to flooding problems and illegal dumping. The Clovis Community Foundation and Tree Fresno, a local nonprofit organization, provided support on the trailhead’s design and development, and the city conducted public hearings to obtain community input.

The Dry Creek Trailhead entrance welcomes visitors, including bicyclists who use the trail hub to connect to downtown Clovis and transit.

The sustainable design of the three-acre trailhead includes native drought-tolerant trees and hardscape surfacing designed to look like a local farm, complete with granite outcroppings, stacked stone walls, a windmill and a water well that hides a drain inlet. Informational plaques explain the area’s agricultural and water history. continued

The City of Clovis won the Award for Excellence in the Planning and Environmental Quality category of the 2015 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

www.westerncity.com

Western City, March 2016

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Clovis Builds Dry Creek Trailhead to Educate and Connect the Community, continued

The Dry Creek Trailhead opened to the public Nov. 15, 2014. Its amenities include bike repair stations, bike racks, seating walls, tables, benches, pedestrian trail bridges, drinking fountains, a parking lot and restroom facilities.

The trailhead features underground storage for stormwater runoff.

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Water Conservation Is a Key Element “It’s a water-efficient open space and uses about 10 percent of the water that would normally be used in a park of this size,” says Dwight Kroll, director of planning and development for the City of Clovis.

“Water savings are estimated at about 3 million gallons per year.”

The trailhead includes a stormwater retention and detention system installed below the parking lot. Excess stormwater flows into drain inlets at various locations at the trailhead and then into the underground storage chambers. The chambers hold up to 197,000 gallons of stormwater and allow water to percolate into the ground to recharge the aquifer.

“Water is a finite and valuable resource not to be squandered. This trailhead meets the challenges for responsible water use,” says Clovis City Engineer Steve White. “This project also shows that aesthetics and community open space can happen without grass and shrubs; it will set the bar for future projects seeking to preserve our water resources.”

Water conservation remains the most reliable drought management tool, according to White. He says, “With the snowpack growing in the Sierra and rain totals rising statewide in recent months, it may be easy to forget California is still in the grip of a significant drought. Clovis is prepared for rain events. The stormwater that accumulates at the trailhead is collected to soak into the thirsty ground.” After a 1.27-inch rain event on Dec. 21–22, 2015, the trailhead had no standing water, and the chambers held 5 inches of rainwater. Daily inspections showed that the stormwater percolated into the ground at a rate of 4 inches per day.

Trail Connects Residents With the Community The Dry Creek Trailhead also serves as a hub to connect residents to downtown Clovis, local transit, recreational destination points, places of business, retail and educational facilities and the adjacent continued on page 23

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League of California Cities

www.cacities.org

Senior volunteers provide supervision and increase safety for students walking to and from school.

La Mesa’s Seniors Help With

Safe Routes to School Located in the rolling hills of San Diego County, the City of La Mesa (pop. 58,000) is a community of tree-lined streets and walkable neighborhoods. A significant challenge facing La Mesa is the need to increase residents’ regular physical activity as part of an effort to address high levels of obesity and other health-related problems that are linked to the increasingly sedentary lifestyles of children and older adults.

Program Gets People Moving Statistics from San Diego County’s Live Well San Diego Community Health Improvement Plan show that the La Mesa region has one of the highest obesity rates in the county with an average of 67 percent of adults overweight. The national average is 35 percent.

In 1969 approximately 50 percent of children nationwide walked or bicycled to school, according to the Safe Routes to School National Partnership. Today, fewer than 15 percent of children do so, and rates of childhood obesity are alarming. Additionally, La Mesa has one of the highest concentrations of older adults in the region, and lack of physical activity and social engagement can lead to more sedentary lifestyles and increased likelihood of falls and other injuries in this population. Furthermore, according to parent surveys completed at La Mesa schools in April 2014, concerns about traffic safety and lack of adult supervision are reasons that parents do not allow children to walk or bicycle to school. continued on page 20

The City of La Mesa won the Cities Counties Schools Partnership Intergovernmental Collaboration Award in the 2015 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org. For more about the Cities Counties Schools Partnership, visit www.ca-ilg.org/ccs-partnership. www.westerncity.com

Western City, March 2016

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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.

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Any combination of experience and education that would be likely to provide the required knowledge, skills and abilities could be qualifying, as determined by the Board of Directors.

Email cover letter, resume and district application to pcosentini@ lpud.org or mail to Interim General Manager, 8624 Segrue Road, Lamont, CA 93241. Deadline March 31, 2016. 661-845-1213

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League of California Cities

Police Chief, City of Santa Barbara, CA Santa Barbara (population 90,000) is among the world’s most desirable places to work and live. The City seeks a seasoned law enforcement professional who is a talented leader and proven manager to serve as the new Police Chief. The ideal candidate will be: a service-oriented, proactive, innovative, honest and responsive leader; approachable with excellent interpersonal skills; an outstanding communicator who will establish and maintain effective relationships on both the local and regional level; and a consensus builder who has demonstrated the ability to foster compromise between the Police Department and residents. He or she will be a team player who emphasizes community relations, excellence in the quality of law enforcement, professionalism, integrity and timeliness. The new Chief will elicit the respect and trust of Department staff, City management, the City Council and the community, and serve as an example to staff, setting a high standard and encouraging professional growth, development and training. The position requires a Bachelor’s degree, or equivalent experience, in police science, administration of justice, sociology, psychology, public administration or a related field and eight years of progressively responsible supervisory and management experience in a law enforcement agency, including experience in all major phases of crime prevention, operations and police department administration. A Master’s degree is preferred. Candidates who are bilingual (Spanish) are encouraged to apply.

The salary for the incoming Chief is $180,096 - $218,901 and is dependent upon qualifications.

The City also offers an attractive benefits package, including a discretionary benefit/cash allowance of $20,616 per year, and CalPERS 3% at 50 for classic employees. View the complete job flyer and apply online at www.bobmurrayassoc.com. Contact Regan Williams at (916) 784-9080 with questions.

Closing date April 8, 2016.

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

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Police Chief, City of Winters, CA Winters is a beautiful community of approximately 7,000 residents that is nestled at the gateway to Lake Berryessa. The City of Winters is seeking a dynamic individual to serve as their new Police Chief. The ideal candidate will be a mentor capable of leading and motivating staff. The ideal candidate has strong verbal and written communication skills. Candidates who are able to communicate with people at all levels and have the ability to form partnerships are highly sought. Through leadership, high ethical standards, and the ability to serve as a role model and mentor, the new Chief will positively influence the staff. The new Chief should serve as an example to the staff, setting a high standard and encouraging professional growth, development, and training. The ideal candidate is a forward thinking and innovative visionary who will establish and fulfill the goals and objectives of the Department. Candidates who can demonstrate a proven track record of successful decision making and action are desired. Any combination of training and experience that provides the necessary knowledge, skills, and abilities may be qualifying. A bachelor’s degree with major coursework in criminology, law-enforcement, social science, public administration, or a closely related field and five years of broad and extensive experience in all phases of municipal police work, including three years at the level of Sergeant or above, preferably in a municipal police department. Candidates must possess Advanced POST certificate and be able to obtain a supervisory certificate; candidates must also be able to meet POST executive background, psychological, and physical requirements. Candidates who are bilingual (Spanish) are encouraged to apply.

The salary for the incoming Police Chief is $97,752-$118,824 and is based upon qualifications.

The City also offers an attractive benefits package. Apply online www.bobmurrayassoc.com.

Contact Regan Williams (916) 784-9080.

Closing date April 16, 2016.

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

For your consideration . . .

Community Development Director Planning Manager City of Marina

Fire Chief City of Healdsburg

Director of Public Works City of Long Beach, CA

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panning 50 square miles in Los Angeles County on the Pacific Ocean, the City of Long Beach (pop. 470,000) is seeking a new Director of Public Works. A full-service Charter City, Long Beach is California’s seventh largest municipality and one of the most ethnically diverse in the country. The Public Works Department encompasses the Engineering, Environmental Services, Public Services and Business Operations Bureaus and is supported by a staff of 450 FTEs. The ideal candidate will be an experienced leader with the demonstrated ability to lead change effectively. A history of success in managing multiple high profile municipal projects simultaneously will also be expected. A strong customer mindset and team orientation are also desirable qualities of the type of candidate who can enhance and sustain a high performance culture. A minimum of five years of management experience in a public works or similar setting along with a Bachelor’s degree in a relevant discipline are required. A Master’s degree and/or PE is desirable, but not required.

Salary is in the low $200,000. Salary is supplemented by an attractive benefits package. Closing date: Sunday, March 20, 2016. Detailed recruitment brochure available at www.tbcrecruiting.com.

Public Works Director City of Long Beach

Parks & Community Services Director City of Dublin

Fire Chief Sacramento Metropolitan Fire District

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436

Photo/art credits Cover: Courtesy of National City and the Environmental

Page 11: Courtesy of National City and the

Health Coalition

Environmental Health Coalition

Page 3: Lightspring/Shutterstock.com

Pages 13–14, 23: Courtesy of City of Clovis and League

Page 4: graphic, Charobnica/Shutterstock.com; texture,

of California Cities

Phatthanit/Shutterstock.com

Pages 15, 21: Courtesy of City of La Mesa and League of

Page 7: Zoom Team/Shutterstock.com

California Cities

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

Page 9: Wood texture and photo outlines, Findeep/Shutterstock.com; photos courtesy of the California HEAL Cities Campaign

www.westerncity.com

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Complete Parks: New Concept, New Toolkit, continued from page 9

parks generated $17.6 billion in economic activity in California in 2013.

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Community Development Director Fifty years of achievement have made Thousand Oaks one of the most sought after places to live, work and play in California. The community of 129,000 residents is home to excellent schools, outstanding parks, numerous corporate headquarters, diverse retail opportunities, www.toaks.org • 805.449.2144 cultural amenities and 15,500 acres of open space.

The new Director will be an innovative and proactive leader with a positive, forward thinking perspective; and be responsible for the delivery of planning, open space management, building, inspection, plan review, code compliance, housing, and permit approval services. The City is in the midst of an organizational renewal with major emphasis on community engagement, innovation, collaboration, use of technology and continuous improvement.

Ten years of increasingly responsible community development experience, including at least three years of responsibility for urban planning/development, and a Bachelor’s Degree are required (Master’s preferred). Salary range $141,373- $212,060. For more information please visit our website: www.toaks.org or contact Gary Rogers at 805-449-2144.

Closing Date: April 11, 2016

Public Defender, Santa Barbara County, CA The County of Santa Barbara (population 440,000) is one of the most beautiful areas in California.

The region hugs the southern California coastline and is 100 miles northwest of Los Angeles and adjacent to San Luis Obispo and Ventura counties. The office of the Public Defender exists to provide legal services to those persons who qualify for assistance. Lawyers, investigators and specialized administrative staff are employed to accomplish this goal. The County is seeking a Public Defender who has a solid background and knowledge of philosophy and practices of public defense in the United States. The ideal candidate will supervise investigations and defend criminal complaints and civil actions; analyze difficult and complex legal problems and apply legal principles and practices; present statements of facts, law and argument clearly and logically in legal proceedings. The County Board of Supervisors is seeking a strong leader who can inspire, motivate, and can achieve a team building leadership style. The ideal candidate must have a high level of integrity with a clear vision for the future successes of the department. Individuals who are enthusiastic and can lead by example are encouraged to apply. The ideal candidate must have a minimum of ten (10) years of extensive legal experience with emphasis upon the preparation and trial of felony cases including three (3) years of experience in the supervision of attorneys. The preferred candidate will have experience working in a Public Defender’s Office. The selected candidate must be an active member of the California State Bar Association in good standing.

The salary is open and is based on qualifications. The County also offers an attractive benefits package. Apply online at www.bobmurrayassoc.com. Contact Gary Phillips at (916) 784-9080 with questions.

Closing date March 11, 2016.

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

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League of California Cities

Since the HEAL Cities Campaign launched in 2008, cities increasingly have used the General Plan Amendment as an opportunity to build health goals and policies into land-use planning. Including goals and policies related to active transportation, parks, healthy food retail and community gardens ensures that the basic infrastructure for health is an integral part of cities’ future development. Some HEAL cities have written separate health elements, and others have integrated health policies throughout the required chapters of the General Plan. ChangeLab Solutions and the Institute for Local Government have also provided HEAL cities with General Plan technical assistance.

The growing practice of addressing community health in the General Plan is a key component of the HEAL Cities Campaign’s policy accomplishments.

The HEAL Cities Campaign staff stands ready to work with your city. Please contact them to attend a planning commission, city council or departmental meeting or to schedule a meeting with you. They are available to travel to your city and assist with your community’s health policies and priorities. Contact: Kanat Tibet, director, California HEAL Cities Campaign, at (916) 213-6380 or kt@publichealthadvocacy.org. ■

About the HEAL Cities Campaign A 2006 League annual conference resolution calling for resources dedicated to helping cities address the childhood obesity epidemic was the catalyst for the Healthy Eating Active Living (HEAL) Cities Campaign. The League and the California Center for Public Health Advocacy (CCPHA) partnered to create the HEAL Cities Campaign. Kaiser Permanente has supported the campaign since 2008, and CCPHA acts as the campaign’s parent organization. California’s campaign has spurred state municipal leagues in Colorado, Oregon, Maryland and Virginia to launch their own HEAL Cities and Towns Campaigns with support from Kaiser Permanente.

www.cacities.org

New Economic Development Tools Provide Opportunities for Creativity, continued from page 8

by a special district either formed for this purpose or incorporated into the duties of an existing special district. After the Local Agency Formation Commission (LAFCO) approves the annexation, the special district can issue debt without an additional vote.

For more details on these tools, including League summary overviews, read the online version of this article at www.westerncity.com.

Explore Your Options The League encourages city officials to familiarize themselves with these new tools, which offer access to tax-increment financing in different ways with new authority attached.

Creative thought should be given to how these options and collaborative opportunities can address your community’s needs. ■ Coming Next Month: What You Need to Know About AB 2 and Community Revitalization.

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ASSOCIATE PLANNER City of Ojai, California Salary: $68,099 to $82,784 annually, plus excellent benefits Performs professional-level work in current and longrange planning in the City’s Community Development Department. Education: Combination of training/ experience equivalent to Bachelor’s degree in planning or a related field. Master’s degree desirable. Experience: Three years experience as a City or County planner or equivalent, with some supervisory experience, with strong knowledge of CEQA and local government permitting processes.

APPLY BY: Open until filled APPLY TO: City of Ojai, Attn: Deputy City Manager 401 S. Ventura St., Ojai, CA 93023 (805) 646-5581 x101 or www.ojaicity.org

Assistant City Manager: Salary: $10,248 - $13,864/Month (DOQ)

City of Rosemead, CA As key members of the Executive Management Team, the ideal candidates for these positions will work closely with the City Manager, be a proactive, strategic thinker & decision maker who possesses outstanding integrity and judgment. He/she should have an engaging & collaborative management style and excellent communication & interpersonal skills who enjoys the challenge of a fast-paced, progressive, team-oriented work environment. He/she must be an exceptional problem solver who embraces challenges with enthusiasm, initiative and creativity and can demonstrate knowledge of current advances and best practices in all aspects of municipal administration and provide recommendations and solutions which reflect this knowledge and awareness.

www.westerncity.com

APPLY BY: 4/22/2016

Direct, plan, and coordinate the operations and management of assigned areas including information technology and systems, budget, risk management, legislative analysis and advocacy, public information, City Council administrative support, and economic development. Must possess an engaging & collaborative management style and excellent communication & interpersonal skills who enjoys problem solving.

Director of Public Works: Salary: $9,051 - $12,245/Month (DOQ)

APPLY BY: 3/31/2016

Direct and assess business operations including engineering services, Capital Improvement Program, storm water management, repair and maintenance of City infrastructure, transportation & traffic planning, trash collection & recycling, business licenses, and management of consultant and construction contracts.

Director of Parks & Recreation: Salary: $9,051 - $12,245/Month (DOQ)

APPLY BY: 3/31/2016

Direct and assess the recreational needs of a diverse and changing community by developing and implementing innovative programs for all ages.

Very generous benefits package including CalPERS (2%@55 formula for classic CalPERS members or a 2%@62 formula for new members), a monthly benefit allowance of $1,700, health, dental and vision, 4/10 work schedule, administrative leave, Section 125 plan, 457 plan, paid leave, life and disability insurance, wellness program, employee assistance program, bilingual pay, and etc. The City participates in the Social Security. Complete description and to apply, visit www.governmentjobs.com/careers/cityofrosemead.

Western City, March 2016

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La Mesa’s Seniors Help With Safe Routes to School, continued from page 15

“Our greatest challenge was how to address these issues with limited staffing and available funding,” says La Mesa Mayor Mark Arapostathis. “We partnered with our schools, the county, businesses and our residents.”

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Community Development Director City of Manteca, CA Known as the “Crossroads of California,” Manteca (population over 73,750) is located near the northern end of the San Joaquin Valley in southern San Joaquin County. The City of Manteca is seeking a knowledgeable, capable, and experience Community Development Director. Candidates must exhibit excellent communication and customer services skills and demonstrate the ability to work well in a collaborative environment in which the views, contributions, and perspectives of staff are respected. The chosen candidate will embrace the opportunity to serve in a hands-on capacity, as the Community Development Director must both lead and mentor staff and ensure quality performance from consultants engaged to work on City projects. Candidates for this position must have significant experience in public sector planning and building and the ability to provide effective management and oversight of a variety of community development activities. Five years of senior administrative and management responsibility is expected. A strong candidate will have a Bachelor’s degree in a planningrelated field; a Master’s degree is desirable. The monthly salary range for the Community Development Director is $11,634-$14,143; placement within this range is dependent upon qualifications. 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 April 11, 2016. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Parks & Community Services Director City of Dublin, CA

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trategically located in the Tri-Valley region of Alameda County, the City of Dublin (population 54,844) has consistently been one of the fastest growing cities in the county, and is projected to have a total population of approximately 76,000 at build-out. The City is recruiting for a Parks & Community Services Director who has oversight for 24 FTEs and a department operating budget of $8.1 million.

The polished professional, who thrives in a fast-paced environment and has a proven performance record, will find this opportunity exceptional. In addition to ensuring operational excellence, the successful candidate will have outstanding leadership skills to develop community partnerships, navigate high-profile issues and prepare staff to serve the Dublin of the future. He/she will be in the enviable position to open the much-anticipated 31,000 square foot Recreation and Aquatic Center expected in 2017. A typical combination of education and experience is a Bachelor’s degree in recreation or related field, and five years of experience (three in a supervisory capacity). Master’s degree is preferred.

Salary range is up to $197,916, supplemented by an attractive benefits package. Brochure, including closing date, is available at www.tbcrecruiting.com.

Julie Yuan-Miu • 925.820.8436 Teri Black • 424.296.3111

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League of California Cities

Intergenerational Safe Routes to School (SRTS) program in 2011.

The program’s partners leveraged scarce funding and enhanced marketing and advertising to recruit volunteers. The partnership created job descriptions based on the unique characteristics and needs of each school and recruited volunteers for the program, starting with three pilot schools.

Program Benefits Volunteers, Youth and Community The city expanded its existing SRTS program and recruited adults age 50 and older to provide supervision and support to students as they walk or bike to and from school. Encouraging older adults to volunteer addresses a critical safety need for students and gives volunteers an opportunity for regular physical activity and social interaction.

“As a retired person, it’s too easy to just sit on the couch all day in front of the TV,” says volunteer Ed Clavell. “Volunteering with this program gives me a reason to get up early every morning and stay productive throughout the day.”

“La Mesa was one of the county’s first Live Well San Diego partners, working to improve the health and safety of all those living in our region,” says Ellen Schmeding, director of the county’s Aging and Independence Services. “Children and their parents have a deeper sense of comfort knowing there are ‘eyes and ears’ on the road to ensure the journey to and from school is good. The volunteers thrive when helping strengthen their community with this important service.”

Measuring the Results Parents report that they are more comfortable letting their children walk or bike to school because adults are present along the route. Students feel safer and become familiar with older adults who live in their neighborhood. Volunteers benefit from regular physical activity and increased socialization with students, parents and staff as well as other volunteers.

www.cacities.org

Seniors say that volunteering with the program helps keep them connected with the community and boosts their well-being.

Statistics compiled before, during and after program implementation show increased walking and biking to school year to year. Most importantly, the three pilot schools in this program showed the highest attendance during International Walk to School Day, with a 12 percent average increase. Today, nine schools participate in La Mesa’s Intergenerational SRTS program. Overall: • 75 percent of schools increased rates of students walking to school; and • 38 percent of schools increased rates of students bicycling to school.

“From the district’s perspective, the program promotes an overall healthy and safe lifestyle,” says Brian Marshall, superintendent of the La Mesa-Spring Valley School District.

Volunteers have contributed 368 hours to the Intergenerational SRTS program since fall 2015. When asked what they gained from the program, volunteers named benefits including: • “Knowing I am playing a part in maintaining safety for children, and interacting with children and parents is fun;” and • “The program has positively impacted my social contact and communication, increased my physical activity and given me tremendous emotional satisfaction.”

Toolkit Offers Help La Mesa developed a toolkit to ensure the program’s sustainability and aid in replicating the program. Five other cities have replicated the Intergenerational SRTS program with grant funding provided through the county’s Aging and Independence Services. Many other cities in California have referenced the toolkit, La Mesa Safe Routes Guide — Intergenerational Volunteer Program, in crafting programs for their communities. The toolkit is available at www.cityoflamesa.com/SRTS. Contact: Misty Thompson, safe routes coordinator, City of La Mesa; phone: (619) 667-1319; email: mthompson@ ci.la-mesa.ca.us. ■

www.westerncity.com

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CITY OF BURBANK The City of Burbank is nestled between the Hollywood Hills and the Verdugo Mountains in Los Angeles County. With approximately 104,000 residents, Burbank is a unique community that prides itself on its quality of life, combining 21st century technology with a small town feel. Hailed by Sunset Magazine as “one of Southern California’s most appealing urban centers,” Downtown Burbank has something for everyone.

The City Manager is appointed by the City Council and serves as the operational head of city government. The Manager is expected to provide quality and responsive CITY service to residents and will focus on MANAGER quality of life considerations that are vital to the community. Importantly, the Manager will understand and interact with the community and provide leadership and inspiration to the hardworking and committed City staff.

William Avery & Associates Management Consultants 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

Ideally, the new City Manager will be a seasoned public sector professional with strong management and administration skills.

Familiarity with full service communities and their issues along with background as a City Manager, Assistant/Deputy City Manager or other public sector executive are highly desirable for this position. A formal job announcement, including benefit information and closing date are available at www.averyassoc.net.

City Clerk

Salary: $9,051 – $12,245/Month (DOQ) Apply by: 3/18/2016 A key member of the Executive Management Team, the ideal candidate will work closely with the City Manager and City Council, be a proactive, strategic thinker & decision maker who possesses outstanding integrity and judgment. Must possess an engaging & collaborative management style and excellent communication & interpersonal skills. Enjoys the challenge of a fast-paced, progressive, team-oriented work environment. Performs the full duties of the office as defined by law; performs technical, legal and administrative duties in managing official records, maintaining required municipal data, and conducting municipal elections; assures official City activities are in compliance with Federal, state, and City regulations.

Generous benefits package: CalPERS (2%@55 formula for classic CalPERS members or 2%@62 formula for new members), monthly benefit allowance of $1,700, health, dental and vision, 4/10 work schedule, administrative leave, Section 125 plan, 457 plan, paid leave, life and disability insurance, wellness program, employee assistance program, bilingual pay, and etc. City participates in Social Security. Complete description and to apply, visit www.governmentjobs.com/careers/cityofrosemead.

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PeckhamMcKenney Presents & Outstanding Career Opportunities Cultural & Community Services Director

City of Oxnard, CA

Nestled along the Southern California coastline about 60 miles northwest of Los Angeles and 35 miles south of Santa Barbara, Oxnard (pop. 200,000+) prides itself on its rich diversity and culture. Oxnard has a current all-funds budget of over $359 million and employs over 1,217 FTEs and 600 PTEs within 15 City departments.

Reporting to the Assistant City Manager, this newly created position will oversee Recreation, Library, the Oxnard Performing Arts Center, and the Carnegie Museum. Proven management and administrative experience, coupled with excellent leadership and interpersonal skills, will enable the successful candidate to build credibility within this complex organization and the diverse community that it serves. A Bachelor’s degree in business, public administration, communications or a related field is required. Salary range is $118,498 to $162,934 DOQE. Filing deadline is March 18, 2016.

Human Resources Manager

City of San Clemente, CA

Located midway between Los Angeles and San Diego, the beautiful coastal city of San Clemente is a familyoriented community of about 65,500 residents and encompasses 18.5 square miles. San Clemente enjoys a stable organization (185 FTEs) with award-winning financial planning, a supportive City Council, and collegial professional management and staff. The Human Resources Manager will participate as a member of the executive management team, provide complex administrative support to the Assistant City Manager, and oversee a staff of 3. At least five years of human resources experience, preferably in a local government agency, and a Bachelor’s degree (or equivalent) in human resources management, public administration, or a related field is required. Certification in human resources management is desirable. Salary range is $113,364 to $137,796.

Filing deadline is April 4, 2016.

Community Development Director Town of Windsor, California

The Town of Windsor is famous for its family-friendly environment in a region known for its winemaking, culinary arts, and breathtaking vistas. With a population of over 27,000 – 5,300 of which are school age – and an ongoing focus on family and community values, the Town continues to grow and thrive. The Director reports to the Town Manager and with a staff of seven is responsible for the current, advance and environmental planning, building plan check, permitting, inspection, historic preservation, and code compliance activities of the Town. The new Director will provide proactive visionary leadership to the department and will successfully oversee an active development environment with multiple priorities including an on-going General Plan update. Strong interpersonal and communication skills are needed in order to effectively stay abreast of the large project load and to ensure timely processing of permits, development plans, and project delivery. This is a tremendous opportunity to join a team where you will be provided the tools and support needed to be successful. Bachelor’s degree in a related field and five years of management and/or administrative experience required. Master’s degree, AICP certification, and/or public sector experience preferred. Hiring range is from $122,628 to $153,144 DOQE (increasing by 3.5% on July 1st) with excellent benefits.

Filing deadline is April 4, 2016

Please send your cover letter and resume electronically to:

Peckham & McKenney

apply@peckhamandmckenney.com

Resumes acknowledged within two business days.

A detailed brochure is available at

www.peckhamandmckenney.com (866) 912-1919

Clovis Builds Dry Creek Trailhead to Educate and Connect the Community, continued from page 14

A Sustainable Source of Pride

City of Fresno. On-site maps show existing and planned trails in Clovis and the local area.

The City of Clovis transformed a threeacre unimproved lot into an educational community recreation area that protects natural resources and promotes healthy living. The Dry Creek Trailhead encourages alternative transportation to improve the community’s health and reduce air pollution. It has become a source of pride

The community has welcomed the trailhead and the connecting trails. “It’s giving folks in Clovis a vital transportation alternative,” says Mark Keppler, chair of the Clovis Community Foundation. “These trails aren’t just for recreation.”

for the community and demonstrates sustainable open space and water management practices.

Contact: Steven White, city engineer; phone: (559) 324-2355; email: stevenw@cityofclovis.com. ■

AB 57

Online What You Need to Know About AB 57 and Wireless Permit Applications

The rules have changed for cell towers and antennas.

Underground storage tanks capture runoff; a father and daughter enjoy lunch together after riding their bikes to the trailhead, above.

left

Visit www.westerncity.com and click on “Web Exclusive” to read the article.

THE MONTHLY MAGAZINE OF THE LEAGUE OF CALIFORNIA CITIES®

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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

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

Roseville, CA

866.912.1919

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