Western City March 2018 by Western City Magazine

MARCH 2018 |

The Monthly Magazine of the League of California Cities®

PROPOSED Annexation

How SB 89 Harmed City Annexations & Why Fixing It Makes Sense p.13 Resiliency Is Key to Managing the Risks of Climate Change p.11 Cultivating an Inclusive & Diverse Future Workforce p.3

Unincorporated area

www.westerncity.com

CONTENTS Calendar of League Events 2 3 President’s Message Cultivating an Inclusive and Diverse Future Workforce

City Forum

COMMUNITIES

By Dan Carrigg

ixing annexations would restore F previous incentives that support state policies advocating for compact growth and the related benefits of consolidating services for an increasing population.

AUTHORITY

How

Award for Excellence

oward an Active T California: Best Practices for People-Oriented Cities

os Amigos Park Grants L Residents’ Wishes in Rancho Cucamonga

By Dustin Foster

ities are working to improve C walking, bicycling and transit options. The “All Ages and Abilities” approach uses bikeways that are physically separated from highspeed and high-traffic roadways.

he community and city collaboT rated to build a much-needed park.

Local Government

esiliency Is Key to R Managing the Risks of Climate Change

By Steve Sanders

ver 2 million households in O California are at high or extreme risk from wildfires, and cities statewide will have to step up their efforts in hazard mitigation, emergency planning and resilience.

DEVELOPMENT

18 California Cities Helen Putnam

11 News From the Institute for

STATEWIDE

SB 89 Harmed City Annexations — and Why Fixing It Makes Sense

By Rich Garbarino

Programs that introduce our young people to local government and career opportunities in public service can provide a variety of benefits.

CALIFORNIA

20 California Cities Helen Putnam Award for Excellence

an Leandro Homeless S Compact Takes a New Approach

his partnership provides longT term housing and services to chronically homeless individuals.

Job Opportunities 21 Professional Services 30 Directory

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

On the Record

Mayors and council members describe their city’s most urgent infrastructure or land-use issue. Sponsored by:

(800) 531-7476 www.cscda.org

President Rich Garbarino Council Member South San Francisco

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

First Vice President Mark Kersey Council Member San Diego

Second Vice President Jan Arbuckle Council Member Grass Valley

Immediate Past President JoAnne Mounce Mayor pro Tem Lodi

Executive Director Carolyn Coleman

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

Magazine Staff Editor in Chief Jude Hudson, Hudson + Associates (916) 658-8234; email: editor@westerncity.com Managing Editor Norman Coppinger (916) 658-8277; email: ncoppinger@cacities.org Contributing Editor Eva Spiegel (916) 658-8228; email: espiegel@cacities.org Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256; email: maxwellp@cacities.org Administrative Assistant Kimberly Brady (916) 658-8223; email: kbrady@cacities.org Contributors Rony Berdugo Michael Coleman Melissa Kuehne Jennifer Whiting

leaguevents MARCH 28–30

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

APRIL 4–6

Planning Commissioners’ Academy, Monterey 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.

12–13

Policy Committee Meetings, Pomona The League’s policy committees review issues of interest to cities statewide and make recommendations to the League board of directors as part of the organization’s policy-making process. Learn how to join a League policy committee at www.cacities.org/joinpolicy.

Associate Editors Carol Malinowski Carolyn Walker Design Taber Creative Group Advertising Design ImagePoint Design

For photo credits, see page 22. Western City (ISSN 0279-5337) is published monthly by the League of California Cities, 1400 K St., Sacramento, CA 95814. Subscriptions: $39.00/1 year; $63.00/2 years; student: $26.50; foreign: $52.00; single copies: $4.00, including sales tax. Entered as periodical mail January 30, 1930, at the Post Office, Los Angeles, CA 90013, under the Act of April 13, 1879. Periodical postage paid at Sacramento, Calif. Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2018 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCIV, No. 3.

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

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

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

may

NT RI

ED US IN G

2–4

IND EN

Supplied by Community Energy

FSC ® is an independent, not-for-profit organization that promotes environmentally appropriate, socially beneficial and economically viable forest management worldwide. Products with the FSC label are independently certified to ensure that they come from forests managed to meet the needs of present and future generations.

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

League of California Cities

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

President’s Message by Rich Garbarino

Cultivating an Inclusive and Diverse Future Workforce Generating interest in public service careers poses a challenge for local elected officials and municipal staff for a number of reasons. Young people in our communities often have a limited understanding of the role that local government plays in providing essential services to residents and working to improve the quality of life. It’s not unusual for children and teens to have little — if any — knowledge about the variety of jobs and careers open to them in public service and city government, especially if they have had no exposure to such work or don’t know anyone with a career in public service. Thus, it makes sense to begin reaching out to young people when they are still in school — and in many cases, the earlier the better. In my city, South San Francisco, we are particularly interested in helping our young residents learn more about the way cities operate and in stimulating their curiosity about future career opportunities.

For example, our mayor typically hosts tours of City Hall for youngsters in the fifth and sixth grades and explains how various municipal departments function in terms the students can easily grasp.

We also value inclusion and diversity — and these programs that focus on youth help cultivate a more diverse future local workforce.

Junior Fire Academy Introduces Youths to Career Paths The South San Francisco Junior Fire Academy, one of our most popular programs, introduces kids to careers in firefighting. It’s open to youths ages 12–14 as a one-week summer camp program. The Fire Department hosts the academy in cooperation

continued

www.westerncity.com

Western City, March 2018

Cultivating an Inclusive and Diverse Future Workforce, continued

with the Parks and Recreation Department. Both on- and off-duty Fire Department personnel conduct the training sessions, and Parks and Recreation Department staff handles the marketing and registration and supervises the participants. The academy attracts girls as well as boys. “The program gives kids a quick but impact-filled snapshot of what a career in the Fire Department can involve,” says Kelli Jo Cullinan, the city’s recreation manager. Junior Fire Academy participants experience daily physical fitness training, classroom education in a number of subjects and drills using actual fire apparatus. The youths wear protective equipment and are closely monitored in all phases of the program. South San Francisco’s live-fire training system allows the participants

At LCW we are not solely lawyers. For nearly 40 years, we have been your trusted partners, helping public employers avoid legal problems and navigate challenging situations. California cities serve others, and we are honored to serve them in all areas of law, including: • • • • • • •

Employment Law Litigation Labor Relations Negotiations Retirement Wage & Hour Preventative Training

League of California Cities

“We are not here merely to make a living. We are here to enrich the world.” - Woodrow Wilson You serve others and LCW is honored to serve you. www.LCWLEGAL.com www.cacities.org

to feel measured heat from an actual fire without getting too close or being exposed to the hazards of a burning structure’s interior. Fire Department staff guides the students as they operate fire hoses (at low pressure) and climb an aerial ladder (while tethered). After they build basic skills, all participants compete as teams in a physical agility event. This prepares them to face a similar test if they should later enter the testing and hiring process. They also learn about the other aspects of the Fire Department’s work, including administration. The week culminates in a graduation ceremony where families and friends get to see the students presented with a certificate of participation and watch a video showing all of the activities they took part in during the week.

“The kids learn there are many options within the department beyond fighting fires hands-on,” Cullinan says. “The program empowers girls and other kids from diverse communities by showing them this career door is open to them. Most of the girls who graduate report thinking of it as a possible career.” Former South San Francisco Fire Chief Gerald Kohlmann says, “The Fire Department has had difficulties recruiting women and candidates from diverse backgrounds. The Junior Fire Academy helps us introduce our young people — who are potential future employees — to fire careers before they enter the job market.” Since the Junior Fire Academy was launched in 2004, the response has been overwhelmingly positive. Kohlmann

believes this program would not be possible without the commitment of the city workforce and the tenacity of the Fire Department staff and captains. “We are pleased to have both boys and girls, sisters and brothers and repeat participants in this important program,” says Kohlmann. “Whether or not they later choose a career in the fire service or elsewhere in government, they walk away having met challenges that most kids never get to experience.” The program is fostering interest among future job applicants. So far, at least one graduate of the program has gone on to work for the city’s Fire Department.

continued

The Junior Fire Academy gives participating students supervised, firsthand experience in extinguishing fires, above, and climbing an aerial ladder, far left. www.westerncity.com

Western City, March 2018

Cultivating an Inclusive and Diverse Future Workforce, continued

Cities Throughout the State Focus on Youth Like South San Francisco, numerous cities throughout California are reaching out to youth through programs designed to help them learn about civics, public service careers and more. Many cities collaborate with local school districts to provide opportunities through programs like Summer at City Hall, where high school students learn about local government and gain work-based experience through internships. Western City recently highlighted a cross section of such programs; for links to these articles, read the online version of this article at www.westerncity.com.

Toolkit for Governments Engaging Youth

Planning and Land Use Law Experts for Complex, Large-Scale Development Projects

The Institute for Local Government (ILG) is helping California communities develop new or expand existing schoolmunicipal partnerships to provide young residents with job shadowing opportunities and internships and foster a better understanding of how local governments function. ILG offers a Governments Engaging Youth (GEY) toolkit (www.ca-ilg.org/ geytoolkit) to help city officials and staff create or expand youth civic engagement efforts. The toolkit includes: • A readiness assessment; • A spectrum of models for after-school, summer and year-round experiences; • Sample curriculum plans;

Meyers Nave serves as planning and land use transaction and litigation counsel on innovative, high-profile development projects throughout California.

City of Rancho Cordova: 3,828-acre mine tailings site transformed into a master-planned community with homes, schools, parks and commercial space City of South San Francisco: 2.25 million-square-foot mixed-use life sciences campus with offices and research facilities, hotel, retail marina and open space University of California Los Angeles: $162 million Conference and Guest Center Los Angeles World Airports: $13 billion expansion of Los Angeles International Airport City of Inglewood: Mixed-use redevelopment of 238-acre Hollywood Park racetrack

League of California Cities

• Guides on connecting classroom learning with work-based experiences; • Resources to work with diverse youth, including “disconnected” youth populations; • Sample budgets and staff reports for city council or school board meetings; and • Tips on how cities and schools can partner for positive youth outcomes. continued on page 8

www.cacities.org

College students Miffy Guo, left, and Emily Clark attend a city council meeting as part of their job-shadowing experience in the City of South San Francisco.

Job Shadowing Program Gives College Students a Look at City Careers In addition to its outreach efforts that target youngsters from elementary school through high school, the City of South San Francisco recently hosted two college students interested in learning more about working in city government. Director of Parks and Recreation Sharon Ranals heard about the job shadowing program through her alma mater, Reed College. The program provides an opportunity for students to spend 10 days during their winter break shadowing alumni working in a career that they may be interested in pursuing. Ranals volunteered to participate and hosted two students, Emily Clark and Miffy Guo, who went to work with her from Jan. 3–13, 2018.

Fresh Insights on Career Options The students learned firsthand about the functions of the Parks and Recreation Department, but their experience was not limited to just one municipal department. They attended numerous meetings, including a council meeting, department head meetings and a council retreat, and spent time with the city manager, city attorney and other key staff. The students also sat in on

www.westerncity.com

a presentation by consultants working on a water-related project for the city. “One of the students is an environmental studies major. She told me after seeing the consultants’ presentation that working as a private consultant engaged in public sector work had never occurred to her, but she found that possibility extremely interesting,” says Ranals. The job shadowing program exposed the two students to many aspects of city operations and functions, including public engagement in civic issues and how community members can provide public input to the city council. Even if they don’t pursue careers in city government, they have a better understanding of how a city is organized and would feel more comfortable attending a council meeting, according to Ranals. “Interacting with staff becomes less intimidating after the students see we are all just regular folks here and that we are accessible,” says Ranals. “I also encourage young people to take advantage of the opportunity to ask department heads for an informational

interview, whether or not they are participating in a job shadowing program. It never hurts to ask, and most staff are happy to give an overview of their job and answer questions.”

Fun Surprises Are Part of the Experience Among the many things they learned during job shadowing, Emily Clark and Miffy Guo found the scope of the Parks and Recreation Department’s work more complicated than they had expected. “The department is involved in many issues — like looking at sea level rise and the need to raise waterfront trails — that surprised them,” says Ranals, who enjoyed hosting the students and is committed to sharing her enthusiasm for city work. “Many young people don’t realize that if you want to make a difference, city government is the place to be,” she adds. “Working for a city gives you freedom to innovate and provide face-to-face service. The job shadowing program was a great experience. I’m hoping that the best and brightest will choose a career in local government, because we need them.”

Western City, March 2018

Cultivating an Inclusive and Diverse Future Workforce, continued from page 6

Cities statewide that are working hand in hand with school districts on these programs contributed to the resources in the toolkit. Local officials and staff can use the toolkit to implement the workbased learning continuum, which may include speakers in the classroom, site visits, service projects, job shadowing, high school internships and simulated council meetings.

government careers. To begin or enhance your city’s program for youth development and engagement, connect with ILG at www.ca-ilg.org/geytoolkit.

Working Toward a Stronger Future for Our Communities

The toolkit is designed to help leaders and staff increase and activate teens’ capabilities so they are ready for college, career and civic life.

As elected officials, we frequently find ourselves operating in a reactive mode where we must focus on fixing what’s wrong. We typically have fewer opportunities to play a proactive role and do something just because it’s good for the community.

Through GEY efforts, city and school officials and staff come together and involve youth in learning about civic participation, improving work readiness and exploring the potential of municipal

Programs that introduce our young people to local government and career opportunities in public service can provide a variety of benefits. Fostering the next generation of workers can strengthen the

community by helping young residents identify job opportunities in their own city, thus avoiding the need to relocate to pursue work. In cities such as mine that embrace inclusion, we value having municipal employees and city council members who reflect the cultural, ethnic and gender diversity of the communities they serve. I encourage you to take advantage of the tools available from the Institute for Local Government. If your city is already working with youth in the ways described here, kudos to you and your community. But if your city hasn't yet devoted attention to such programs, I urge you to examine what other cities are doing and explore how your city could build on their experience to create opportunities for your youth. ■

Find More Information Online Interested in learning more? Find these articles and others online at www.westerncity.com: • Governments Engaging Youth: Preparing for College, Career and Civic Life; • New Toolkit Helps Local Governments Engage Youth; • Summer at City Hall: Partnership Focuses on Youth; • Engaging Your City’s Youth Through the Arts; • "Shout Out" to Youth About Local Civics and Careers in City Government; • Youth Commissions and Councils Promote Leadership and Participation; • Foster City Gives Youth an Advisory Role and a Voice; and • Santa Monica Opens Career Doors for Young Girls. For links to additional related resources, read the online version of this article at www.westerncity.com.

League of California Cities

www.cacities.org

Toward an Active California: Best Practices for People-Oriented Cities by Dustin Foster Imagine a city designed for walking, bicycling and transit access. In this city, streets are narrower, blocks are shorter and traffic is calmer. Communities are compact, with jobs and housing densely concentrated and retail businesses located on residential streets. Public plazas and parks abound. Businesses face the street, and certain major retail streets would be entirely free of cars. Just about anyone can access high quality public transit near their residence. With this vision in mind, the California Department of Transportation (Caltrans) adopted the state’s first bicycle and pedestrian plan, Toward an Active California, in May 2017. The plan’s vision statement echoes the city described above: “By 2040, people in California of all ages, abilities and incomes can safely, conveniently and comfortably walk and bicycle for their transportation needs.”

Cities throughout California are actively pursuing this vision to transform transportation and land use from automobile oriented to people oriented. Adopting best practices in land use and transportation is one way that cities can help the people of California shift their perceptions and attitudes about travel options.

People-Oriented Land Uses Land-use strategies are critical to encouraging walking, bicycling and transit ridership. Cities with reduced automobile travel have implemented best practice policies and investment strategies that increase residential and job density per acre as well as the diversity of land uses. California Household Travel Survey data indicates that the rate of walking, bicycling and transit use is higher in urban communities than in suburban or rural communities. Dense urban cores have

the highest levels of walking because people have convenient access to regional public transit. Renowned urban planning critic Jane Jacobs (1916–2006) argued in favor of four best practices that are found in communities designed when walking was commonplace: mixed uses, short blocks, buildings of different ages and a dense population. Communities designed in the modern era often do not embody these best practices; instead, their roads and land uses were planned around the automobile. California Household Travel Survey data indicates that the associated automobile-oriented land uses such as single-family homes and shopping centers with large parking lots lead to lower rates of walking and bicycling. continued

Dustin Foster is associate transportation planner with the Smart Mobility and Active Transportation Branch of the California Department of Transportation and can be reached at Dustin.Foster@dot.ca.gov. www.westerncity.com

Western City, March 2018

Toward an Active California: Best Practices for People-Oriented Cities, continued

More About

Transportation, Infrastructure & Public Works

Automobile-oriented cities are now focusing on retrofitting the community to be more people-oriented. This may entail encouraging infill development, increasing residential densities and building housing that includes townhouses, row houses, accessory dwelling units, tiny houses and so forth. Setting prices appropriately for parking and allowing adaptive reuse of historic buildings and shopping malls are also relevant and helpful practices. Many regions nationwide are investing in regional public transit systems that include subways, light rail and bus rapid transit. This encourages investment in transit-oriented community development

along the new transit lines and improves local and regional access for people who wish to walk and bike.

Innovations in Transportation Planning, Design and Funding Many cities have adopted Complete Streets policies that account for all users in planning and designing roads. Common best practices involve redesigning major roads using road diets and narrowed travel lanes to provide space for walking, bicycling, transit, landscaped areas and public space. This strategy has been used in several Caltrans projects, including Pine Street in Redding.

The Western City website features numerous articles on these topics, including:

continued on page 23

» Challenges of Electric Vehicle Infrastructure

» Prevailing Wage

Compliance: What Cities Should Do to Avoid Penalties Under SB 96

» Court Rejects Challenges to Mello-Roos District in San Ramon

» Funding Impact Fees With

Tax-Exempt Bond Financing

» Help Keep Bigger Trucks Off Our Roadways

» Planning for Self-Driving Cars

» CEQA: New Strategies for Streamlining Environmental Review

» The HEAL Cities Campaign Helps Build Complete Parks Systems

» Hayward’s Water Facility Ranked in Top 30 for On-Site Green Power Production

» California Cities Use

Creative Approaches to Recycling

Find these features and more at www.westerncity.com

League of California Cities

Pine Street (State Route 273) in Redding offers an example of a major road that was redesigned using Complete Streets principles.

www.cacities.org

Resiliency Is Key to Managing the Risks of Climate Change by Steve Sanders The 2017 wildfire season was the worst in California’s history. Dozens of cities from Santa Rosa to Ventura and beyond are still reeling from the fires that burned hundreds of thousands of acres statewide. Recovery will take years of concerted effort. City leaders are also setting their sights on how to deal with the fire next time, or better yet, prevent it from wreaking havoc in the first place. “The most important lesson for all of us in California is that we must think differently about wildfires,” says Santa Rosa Mayor Chris Coursey. “This [Santa Rosa] fire went through a neighborhood in the most unlikely place. It jumped a warehouse, burnt a business park and then destroyed 1,400 homes in a subdivision that has been in the city for 40 years.”

Preparing for the “New Normal” A global firm that provides risk analysis for the insurance industry and other customers worldwide estimates that more than 2 million households in California are at high or extreme risk from wildfire, more than twice as many households as Texas, the state ranked at next highest risk. This “new normal” means cities statewide will have to step up their efforts in hazard mitigation, emergency planning and resilience. More intense and destructive wildfires aren’t the only risk posed by California’s changing climate. Rising tides, heat waves, changing rain and snowfall patterns and other climate disruptions are already affecting California communities. The state has developed the Safeguarding California Plan to address the risks posed by climate change. The plan recommends seven comprehensive principles for creating more resilient communities: 1. Consider climate change in all core functions of government; 2. Partner with California’s most vulnerable populations to increase equity and resilience through investments, planning, research and education; 3. Support continued climate research and data tools; 4. Identify significant and sustainable funding sources for investments that reduce climate risks, harm to people and disaster spending;

5. Prioritize natural infrastructure solutions, actions that both build climate preparedness and reduce greenhouse gas emissions, and projects that produce multiple benefits; 6. Promote collaborative adaptation processes with federal, local and regional government partners; and 7. Increase investment in climate change vulnerability assessments of critical built infrastructure systems. Recent state law makes it even more imperative that cities create their own plans to prepare for climate impacts. SB 379 (Jackson, Chapter 608, Statutes of 2015) requires that cities and counties address climate adaptation and resiliency in their Local Hazard Mitigation Plan or in the Safety Element of the local General Plan no later than Jan. 1, 2022. Cities throughout California will need to assess their vulnerability to climate change and set goals, policies and objectives to protect their communities.

ILG Provides Resiliency Resources for Local Government The Institute for Local Government (ILG) can help cities prepare for a more climate-resilient future. ILG serves on the technical advisory committee for the governor’s Integrated Climate Adaptation and Resiliency Program (ICARP), newly created to “bring together local governments, practitioners, scientists and community leaders to … better prepare California for the impacts of a changing climate.” ILG is working to ensure that the state supports local and regional resiliency efforts and develops useful tools and guidance that reflect the goals and challenges facing local communities. ILG has developed a Climate Adaptation and Resilience Online Resource Center (www.ca-ilg.org/climateresilience) to serve local officials and staff. The resource center provides up-to-date information on the programs and funding local governments can use to help protect their residents from the risks and hazards of California’s changing climate. For more information, contact Steve Sanders at ssanders@ca-ilg.org. ■

Steve Sanders is sustainable communities program director for the Institute for Local Government and can be reached at ssanders@ca-ilg.org. www.westerncity.com

Western City, March 2018

SB 89 Ha Annexation Fixing It Ma How

League of California Cities

rmed City s — and Why akes Sense by Dan Carrigg

In 2011, a budget trailer bill — SB 89 (Chapter 35, Statutes of 2011) — was rushed through the legislative process with no public hearings and swept away over $200 million annually in vehicle license fee (VLF) revenues from cities. Recently incorporated cities and cities that had recently annexed inhabited territory suffered significant fiscal harm. Over 140 annexing cities lost revenue from SB 89 that they relied upon to provide essential community services to new residents. The affected cities depended on these revenues when they made a policy decision to annex territory and serve new residents. The total annual loss for the 140 affected cities in 2011

was $4.3 million, and in today’s dollars it is more. While some cities lost smaller portions, others suffered significant annual losses, including: • San Bernardino — $112,994; • Visalia — $146,248; • Porterville — $237,744; • San Ramon — $334,806; • San Jose — $339,648; • Santa Clarita — $390,916; • Temecula — $428,745; • Chico — $471,461; and • Fontana — $759,071.

In February 2018, Assembly Member Eloise Gómez Reyes (D-Colton) introduced AB 2268. The bill would restore both the revenue lost by the affected cities and incentives for future annexations going forward. “Restoring revenue for inhabited areas annexed into cities is critical to making these cities whole,” says Assembly Member Reyes. “The areas affected, which included cities in my district like San Bernardino and Fontana, incorporated these areas to ensure they had vital services and access to resources. In the aftermath of the changes to vehicle license fee policies last year, now is the time to address restoring resources to cities affected by this annexation exemption.” continued

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

www.westerncity.com

Western City, March 2018

How SB 89 Harmed City Annexations — and Why Fixing It Makes Sense, continued

Legislative Efforts Address Losses for Recently Incorporated Cities

With this issue finally addressed for the four cities, the policy discussion must resume about how to also restore:

In recent years, legislative efforts focused primarily on addressing the fiscal plight of four recently incorporated cities in Riverside County: Eastvale, Wildomar, Menifee and Jurupa Valley. These new cities depended heavily on VLF funds and lost a combined total of $16 million in annual revenue due to SB 89.

• Funding for annexing cities that were harmed by SB 89; and

After Gov. Jerry Brown vetoed several proposals, a breakthrough occurred in 2017 with the passage of SB 130 (Chapter 9, Statutes of 2017), which provides a financial fix for the four cities. SB 130 gives these cities additional shares of property tax to offset their annual VLF losses going forward (the state Department of Finance estimates the cost of the fix is between $17 million and $19 million for the state).

League of California Cities

• Incentives for future annexations.

State Policy Benefits of Addressing SB 89’s Impacts on Annexations Since the passage of SB 89, cities lack sufficient incentive to annex and serve inhabited unincorporated areas. This is not only a problem for the affected communities — it has state policy impacts, too. The State of California has policies in place that support annexation and consolidated service delivery, including: • Section 56301 of the Government Code states, “Among the purposes of the commission [Local Agency

Formation Commission] are the discouragement of urban sprawl and the encouragement of the orderly formation and development of local agencies based upon local conditions and circumstances” [emphasis added]; • Section 56001 of the Government Code states, “The Legislature finds and declares that a single multipurpose governmental agency, rather than several limited-purpose agencies, is in many cases better able to assess and to be accountable for community service needs and financial resources and, therefore, is the best mechanism for establishing community service priorities” [emphasis added]; • In 2011, the Legislature adopted SB 244 (Chapter 513, Statutes of 2011), which charged Local Agency Formation Commissions (LAFCOs) with increasing the focus on “disadvantaged unincorporated communities”

www.cacities.org

and encouraging annexation of these impoverished areas as a means of improving services to residents; and • In recent years, the state has also enacted laws designed to promote compact growth, reduce vehicle miles traveled and greenhouse gas emissions and assist disadvantaged communities. These policy objectives are advanced when cities provide consolidated service delivery and expand consistent with LAFCO policies.

Background: The VLF Saga Before 1998, cities had three sources of revenue: property tax, sales tax and VLF revenue. VLF originated as a local property tax levied on vehicles until 1935, when the state standardized its collection. VLF was subsequently allocated to cities on a per-capita basis, which meant that cities received increased shares of VLF revenue when they annexed inhabited areas. New cities that incorporated also received an allocation of VLF according to population. Because 1998 was a good budget year for the state, legislators became enamored with

the idea of “cutting the car tax” from 2 percent to 0.65 percent with promises to use shares of property tax from schools to backfill local agencies for their losses. That commitment lasted only briefly. As state budget difficulties returned in the early 2000s, legislators questioned the backfill to local agencies and balked at the notion of allowing the triggers to be pulled that would allow VLF to be collected at its previous level of 2 percent. In 2004, this uncertainty was resolved with the VLF-Property Tax Swap articulated in Proposition 1A of 2004. The swap allowed all cities and counties in existence at that time to permanently swap dollarfor-dollar the amounts owed to them as VLF backfill for increased shares of local property tax for schools. The League had advocated for the swap to also address future incorporations and annexations, but that fix did not make it into the final package. Although the swap kept whole all cities and counties in existence in 2004, the policy issue of how to address future incorporations or inhabited annexations

was unresolved — the swap lacked any provision to address future incorporations or annexations. VLF had been previously allocated to cities on a per-capita basis, which meant that as new cities incorporated or otherwise added population, they received increased shares of this pool of funds. These allocations also served as an incentive for smart growth, because accommodating more people in a city meant additional revenue. Although cities would have preferred having the issue addressed in the swap, this failed to materialize. As an alternative, the League worked with then-Assembly Member John Laird to fashion AB 1602 (Chapter 556, Statutes of 2006), which addressed this problem by providing cities that annexed inhabited areas and newly incorporated cities with permanent increased shares of a small pool of remaining VLF. The four cities in Riverside County — Eastvale, Wildomar, Menifee and Jurupa Valley — had incorporated based on the assumption that they could continued on page 17

“Restoring revenue for inhabited areas annexed into cities is critical to making these cities whole.” — Assembly Member Eloise Gómez Reyes (D-Colton)

www.westerncity.com

Western City, March 2018

Thank you to all of our 2018 League Partners Platinum ($15,000+) 2

1,2

1,2 2

1,2

1 1,2

1,2

2 BUILDING AMERICA®

Gold ($10,000+) Hanson Bridgett LLP1,2 J Wallin Opinion Research1 Kronick Moskovitz Tiedemann & Girard1 LECET Southwest Lewis Investment Company2 LiveStories1 ABM AMR2 Albertsons American Fidelity Assurance Company Charles Abbott Associates2 California Contract Cities Association2 Californians for Energy Independence Dart Container Corp.2 Dividend Finance LLC

Meyers Nave1,2 Morongo Band of Mission Indians2 Murphy Austin Adams Schoenfeld LLP1 Opterra Energy Services Probolsky Research1 James Ramos

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

Silver ($5,000+) EMS Management2 Fascination Ranch2 General Motors Goldfarb & Lipman LLP Joe A. Gonsalves & Son2 Greenwaste Recovery Inc.2 Greystar2 HR Green2 Harris & Associates2 Interwest Consulting Group Inc. Kaufman Legal Group1

Mintier Harnish1 Mt. Diablo Recycling2 Northrop Grumman Public Financial Management Inc. Redflex San Manuel Band of Mission Indians2 Sares Regis Group2 ServPro2 State Farm Stradling Yocca Carlson & Rauth

Transtech Engineers Tribal Alliance of Sovereign Indian Nations Tripepi Smith & Associates1,2 Union Bank2 Vavrinek Trine Day & Co. LLP Walgreens Waste Management1 Willdan Ygrene2 Zanker Green Waste2

Bronze ($3,000+) Accela2 Advanced Disposal2 Alvarez-Glasman & Colvin2 Amador Valley Industries2 American Forest & Paper Association Association For Los Angeles Deputy Sheriffs2 Atkins Best Way Disposal2 Brookfield Norcal Builders Inc2 CalPortland2 Cerrell Colantuono Highsmith & Whatley PC2

Commercial Bank of California DD Dannar LLC DW Development2 Desert Valley Medical Group Inc./ Prime Healthcare2 E&J Gallo2 Edgewood Partners Insurance Center Fieldman Rolapp & Associates ForeFront Power Genentech Geo-Logic Associates2 George K. Baum & Company Griswold LaSalle Cobb Dowd & Gin LLP2

Accretive Realtors2 Acquisition Partners of America LLC American Water Works Association CA-NV Section AndersonPenna Partners Inc.2 Athens Services2 Avery Associates2 Blue Line Transfer Inc.2 CARE2 CIFAC CR&R2 CSAC EIA California Apartment Association2 California Consulting, LLC

California Debt and Investment Advisory Commission California Independent Petroleum Association California Refuse Recycling Council Carpenter/Robbins Commercial Real Estate Inc.2 Civil Engineering Associates2 Classic Communities2 Cost Control Associates Inc. Cunningham Davis2 Der Manouel Insurance Group2 Desert Valleys Builders Dokken Engineering2 Dublin Crossing2

Hill International2 Holliday Rock Company ISES Corporation Kosmont Companies2 LaBarge Industries2 Library Systems & Services LLC Los Angeles Yellow Cab Madaffer Enterprises1 Marin Sanitary Service2 Matarango Inc.2 McKinstry Mid Valley Disposal2 Mitsubishi Cement2 Bob Murray & Associates NHA Advisors

NL Industries Inc. NV5 Inc. Nixon Peabody Norton Rose Fulbright2 PARS2 Peters Engineering2 Precision Engineering2 Prime Healthcare2 Prometheus Real Estate Group Inc.2 Psomas2 Quad Knopf2 Quality Management Group Inc. Recology2 Robson Homes LLC2

Rutan & Tucker LLP SCI Consulting Group SGI Construction Management2 San Bernardino County Safety Employees2 San Bernardino Police Officers Association San Diego County Water Authority Santa Ynez Band of Mission Indians2 SummerHill Homes2 TREH Development2 Townsend Public Affairs Inc.2 USA Properties Fund Inc.

Jones Hall2 Jones & Mayer Kasdan Lippsmith Weber Turner LLP Leibold McClendon & Mann Livermore Sanitation2 MCE Clean Energy Marchetti Construction Inc.2 Napa Recycling2 Newport Pacific Capital Company Inc. Norton Rose Fulbright2 Ponderosa Homes II Inc.2 Riverside Construction2 San Jose POA

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 TADD LCC2 Transwestern Vali Cooper & Associates Inc.2 Van Scoyoc Associates2 West Builders2

Basic ($1,000+) EMS Management LLC2 Emanuels Jones and Associates Envise/Southland Energy Fard Engineers2 FlashVote1 Forefront Power Fresno Police Officers Association GHD Inc.2 Gilton Solid Waste2 Gray Bowen Scott2 Hospital Council of Northern California Innisfree Ventures2 J.R. Roberts/Deacon Inc.2 Jamboree Housing Corporation

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

1 – Institute for Local Government supporter 2 – CITIPAC supporter Partial list as of 2/7/2017

How SB 89 Harmed City Annexations — and Why Fixing It Makes Sense, continued from page 15

Before 1998, cities had three sources of revenue: property tax, sales tax and VLF revenue.

rely on these revenues. In addition, these revenues served as an incentive for cities to annex inhabited unincorporated areas. Fontana, San José, Chico and many other cities annexed areas and relied on these revenues to assist with serving the additional population. But in 2011, during another state budget crisis, the Legislature passed SB 89 and swept away all of the remaining VLF funds as part of a budget solution.

SB 130 Helped Recent Incorporations, Now Fix Is Needed on Annexations

applied to other cities in the VLF-property tax swap. In short, the four Riverside County cities will now be treated equally with all other cities. Although SB 130 does not resolve issues associated with future incorporations and annexations, it provides the legislative template to address these issues in the future.

In 2017, SB 130 resolved the problem that SB 89 created for the four Riverside County cities by providing the cities with shares of property tax to offset the amount of VLF revenue they would have received. In future years, the amount will be adjusted according to the same rules

It is time for the Legislature to provide a financial fix for city annexations (harmed by SB 89 of 2011) similar to the one provided to the four recently incorporated cities via the passage of SB 130. The cost of an annexation fix would be approximately $4.3 million annually,

about one-fourth of the $19 million cost attributed to SB 130. Not only would fixing annexations be the right thing to do for the affected cities, but it would also restore previous incentives that support state policies advocating for compact growth and the related benefits that occur with service consolidation to support the needs of an increasing population. The League appreciates the work of Assembly Member Reyes on AB 2268 and looks forward to working with the affected cities to ensure they are aware of the bill and supporting efforts to pass this important legislation. ■

with

BUILD BETTER BUILD SAFER BUILD The Laborers’ International Union of North America (LiUNA) partners with public and private entities, elected officials, community groups, and responsible contractors to safely build and maintain the infrastructure needs of communities throughout California while providing residents a career in the construction industry.

PEOPLE

PROJECTS

855-532-3879

www.westerncity.com

PARTNERSHIPS

www.LiUNAbuildsCA.org

Western City, March 2018

Los Amigos Park Grants Residents’ Wishes in Rancho Cucamonga Residents in the southwest portion of Rancho Cucamonga (pop. 177,324), a Southern California community located 40 miles east of Los Angeles, face many challenges to accessing healthy recreation and play areas. In this older area of town, some streets lack curbs, sidewalks or bike lanes, making it unsafe for children to walk or bike to a park.

In 2005, the city’s redevelopment agency purchased a parcel of land specifically for building a neighborhood park for southwest Rancho Cucamonga residents. “Developing the proposed park in an area considered a ‘park desert’ was a long-term goal of the city council,” says Mayor L. Dennis Michael.

The parcel comprised a flat, open area with untended landscaping and vacant bungalows. On its north boundary was a residential parcel known for illegal drug activity. The area was an eyesore for residents and had been fenced for security purposes.

The City of Rancho Cucamonga won the Award for Excellence in the Enhancing Public Trust, Ethics & Community Involvement category of the 2017 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

Children’s artwork is displayed on two existing walls that were preserved to showcase a community art project.

Festivities commence at Los Amigos Park on opening day.

League of California Cities

www.cacities.org

In fall 2009, city staff applied for a Proposition 84 (of 2006) grant. It was an ideal opportunity for staff and the city council to collaborate with partners, community leaders and neighborhood families to design a park with the desired features and amenities and to respond to community needs.

Residents Provide Input on Park Design Features Early community engagement activities included a needs assessment mailed to all residents in the project area. The city conducted community input forums at convenient locations, such as the local elementary school and senior mobile home park clubhouse. To give participants a visual understanding of the proposed park site, design workshops were conducted

near the site. The forums were scheduled at various days and times to accommodate residents’ schedules. The workshops included meals, child care and art activities for the youngest attendees. Residents expressed what features they hoped for in a healthy, thriving neighborhood park during the eight community meetings and two community input exercises. The features most often requested included: • A children’s playground at the center of the park; • A play area with water spray for youth; • A shaded exercise area with a clear view of the playground so parents could exercise and keep an eye on their children;

• A skate spot where kids could learn to skate or practice their skills in a safe environment; • A vineyard space as a tribute to the community’s heritage; and • A playing field for drop-in sports. These elements provided the foundation of Los Amigos Park’s design.

Project Proponents Undaunted by Delays In 2011, the state Department of Parks and Recreation awarded Rancho Cucamonga a Prop. 84 grant of $3.9 million. City Manager John Gillison says, “The state indicated that our application succeeded due continued on page 24

above Two

on-demand misters in sculptures of a coyote and a raccoon delight children visiting the park. left Residents meet to decide how their new park will take shape.

Western City, March 2018

The City of San Leandro collaborates with a local nonprofit organization and landlords to provide long-term housing and services to chronically homeless individuals. A formerly homeless client shows the keys to her new home.

San Leandro Homeless Compact

Takes a New Approach The City of San Leandro (pop. 88,274) in the east San Francisco Bay Area saw a dramatic increase in homeless individuals over the past several years. At the same time, the cost of local rentals was rising and available housing was scarce. Alameda County estimated in 2014 that approximately 150 to 200 individuals were homeless in San Leandro. Many were older adults who had experienced one or

more crises, including life-threatening illnesses with a subsequent loss of job/ housing, mental illness, addiction issues, domestic violence and disabilities. Staff at county agencies did not perceive San Leandro as having problems related to homelessness because it is a smaller city surrounded by larger cities with significant homelessness challenges. Consequently,

the city lacked homelessness-related county funding as well as services other than those provided by local churches and nonprofit organizations. Meanwhile, homeless individuals were living along the cityâ&#x20AC;&#x2122;s creek, behind homes, in the downtown area and near train tracks and parking lots. continued on page 26

The City of San Leandro won the Award for Excellence in the Community Services and Economic Development category of the 2017 Helen Putnam Award for Excellence program. For more about the awards program, visit www.helenputnam.org.

League of California Cities

www.cacities.org

Display Advertising

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

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

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

Assistant City Manager Salary: $131,784–183,264, DOE Excellent Benefit Package Marina, CA is a growing coastal community. The City is seeking an effective team-oriented leader, who will support the City Manager in working with the City Council to create a highly desirable community with high quality life services built on a strong economic foundation. Qualification: Bachelor’s degree from an accredited college or university with major course work in public administration or closely related field. Master’s Degree desirable, five years of progressively responsible administrative experience in municipal government. Visit www.cityofmarina.org or call 831-884-1283 for application. EOE

www.westerncity.com

Chief of Police, City of Delano, CA The City of Delano is a unique and culturally diverse community, located 31 miles north-northwest of Bakersfield in Kern County and spanning 14.36 square miles. With a burgeoning population of more than 52,000 residents, Delano is Kern County’s second largest and fastest-growing city. The City is seeking a driven and motivated, high energy Chief of Police who is approachable, outgoing, and comfortable interacting with all members of the City staff, City Council, and community on a regular basis. The ideal candidate will take a proactive stance towards problem-solving and be someone with excellent diplomacy, presentation, and relationship-building skills who is politically astute, but remains apolitical. A Chief who understand the needs of the entire City and demonstrates the ability to balance those needs with the needs of the Department will do well in this position, as will a Chief who understands current law enforcement trends and services Police Departments use. Candidates with budget experience and experience working with grants will be valued. At a minimum, candidates must possess a Bachelor’s degree in criminology, law enforcement/ administration of justice, social or behavioral science, public administration, or a closely related field, and have seven (7) to nine (9) years of progressively responsible command experience in municipal law enforcement administration, including five (5) to seven (7) years of experience in both supervision and management. Candidates must maintain California P.O.S.T. Advanced, Supervisory, and Management certificates. A valid Class C California Driver’s License with a driving record acceptable to the City is also required. The annual salary range for the incoming Chief of Police is $121,548 - $147,744, DOQ. If you are interested in this outstanding opportunity, please visit our website at www.bobmurrayassoc.com to apply online. Please contact Mr. Joel Bryden at (916) 784-9080, should you have any questions. Filing Deadline: March 30, 2018

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

Western City, March 2018

Deputy Director of Human Resources City of Long Beach, CA

L Library Services Director City of Mountain View The Library Services Director will be joining a team of talented professionals in a fast-paced, collaborative work environment dedicated to serving the Mountain View community, located in Silicon Valley with a population of approximately 79,278. You will work alongside a group of creative and highly motivated staff, who on a daily basis, contribute their talents and commitment in providing essential public services to our residents and businesses. The Mountain View Library is a cherished part of the community that supports lifelong learning through a wide variety of programs for all ages. This position requires a background that includes five years of increasingly responsible professional library experience, three of which have been in a managerial capacity as a leader committed to exceptional performance balanced with both humility and humor as well as education equivalent to completion of a Master’s degree in Library and Information Science. Salary range is $149,458–$218,120 depending on qualifications. Additional pay of up to 10% more than the range may be granted over time for exceptional performance. Deadline to apply is March 9, 2018. More detailed information is available at www.mountainview.gov.

League of California Cities

ocated in Los Angeles County and spanning 50-square miles, Long Beach is a full-service municipality with its own commercial airport, convention and entertainment center, and one of the busiest seaports in the world. Home to a diverse population of 485,000, Long Beach is one of the most vibrant and desirable coastal communities in the country. The Human Resources Department supports and provides leadership for over 6,000 full and part-time personnel in more than 500 positions allocated across 22 city departments and offices. The ideal candidate will be a forward-thinking human resources generalist who thrives in a fast-paced and dynamic environment. Well-versed in contemporary HR issues, he/she will be a collaborative problem solver with an exceptional customer orientation. Experience with system conversions and change management will be considered favorably. A minimum of five years of increasingly responsible public sector HR experience that includes at least three years of management experience along with a Bachelor’s degree are required. A Master’s degree, formal leadership training and/or professional certification will be considered favorably. Salary range $165,000 - $185,000; salary is supplemented by a generous benefits package. Visit www.tbcrecruiting.com for recruitment brochure and latest information. Teri Black • Shadi Fatemian • Bob McFall tel 424.296.3111

City Manager, City of Lompoc, CA The City of Lompoc is a vibrant and welcoming community on the California Central Coast, acclaimed for its scenic beauty, abundant outdoor murals, fully restored historic mission, and exceptional wines. Located on the Pacific Coast Highway, 55 miles north of Santa Barbara, 155 miles north of Los Angeles, and 270 miles south of San Francisco, Lompoc spans 11.68 square miles and is home to a population of just over 44,000. The Lompoc City Council is seeking an experienced administrator and proven manager to provide effective leadership while coordinating the activities of a municipal organization. The ideal candidate will be a responsive and service-minded individual with excellent diplomacy, strong interpersonal and communication skills, and a proven track record of consensus building. The ideal candidate will have business and political acumen and will be able to remain objective and apolitical. Preferably, the candidate will have strong budget, finance, and economic development experience, as well as experience with utilities. Any combination of training, education, and experience which demonstrates an ability to perform the duties of the position, are qualifying. Typically, qualifying would be possession of a master’s degree in Public Administration or other closely related field, and five (5) years of increasingly responsible public sector management experience, preferably at the director level in one or more departments. Experience as a City Administrator or City Manager is highly desirable. Possession of, or the ability to obtain, a valid and appropriate California Driver’s License is required. The annual salary range for the incoming City Manager is open and DOQ. Please visit our website at www.bobmurrayassoc.com to apply online. Contact Mr. Gary Phillips at (916) 784-9080, should you have any questions. Filing Deadline: March 23, 2018

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

Photo/art credits Cover graphic: AdrianHillman Page 3: PeopleImages Pages 4, 5 & 7: Courtesy of the City of South San Francisco Page 6: FatCamera Page 8: Franckreporter Page 9: Right, JayLazarin; left, SelectStock Page 10: Courtesy of Caltrans Page 11: fOOsion

Pages 12–13: AdrianHillman Page 14: Photo, Chapin31 Pages 18, 19, 24 & 25: Courtesy of League of California Cities and the City of Rancho Cucamonga Pages 20, 26–27, 30: Courtesy of League of California Cities and the City of San Leandro Page 23: PeopleImages Page 33: Jude Hudson, Hudson + Associates

www.cacities.org

Toward an Active California: Best Practices for People-Oriented Cities, continued from page 10

Surveys show that addressing perceived safety is essential to increase bicycling. Many cities working to alleviate these concerns have adopted an “All Ages and Abilities” policy to plan a network of bikeways for users who are interested in bicycling but are concerned for their safety. The “All Ages and Abilities” policy uses bikeways that are physically separated from high-speed and high-traffic roadways connected to major trip generators throughout the city. The type of bikeway facilities selected — bike lanes, bike boulevards and separated bikeways — depend on the speed and automobile volume context of the roadway. The City of Berkeley is using this approach to guide its bikeway development.

Tapping Into SB 1 Funding State transportation agencies are taking a supporting role and partnering with the local and regional agencies implementing these transformative changes. With the passage of SB 1 (Beall, Chapter 5, Statutes of 2017), cities now have access to state transportation funds that support the implementation of these innovations. This includes: • Programs for planning grants; • Construction of walking and bicycling facilities; and • Capital, operations and maintenance costs for public transit. Ultimately, transforming cities into people-oriented, livable places requires a collective effort among public agencies and communities. City officials who champion policies for these efforts and engaged community members who commit to active transportation options are key participants in this transformation designed to improve the quality of life for all Californians. For links to the resources mentioned in this article and related information, read the online version of this article at www. westerncity.com. ■

Land-use strategies are critical to encouraging walking, bicycling and transit ridership. J

E S

CITY OF LOS ANGELES The City of Los Angeles is one of the world’s centers of business, international trade, culture, science, technology and education. As the country’s second largest city, the “City of Angels” provides attractions ranging from the arts, tourist venues, sporting events, shopping and major universities. The City is seeking a talented and committed leader to be their Director of Auditing. The Director of Auditing serves as the Director of the Audit Division within the City Controller’s Office. The Director of Auditing runs a Department responsible for conducting financial, performance, investigatory, systems and special DIRECTOR OF audits of varying size, scope and sensitivity. These independent audits William Avery & Associates AUDITING Management Consultants are posted publicly are intended to provide transparency to ensure increased effectiveness and efficiency 31/2 N. Santa Cruz Ave., Suite A of the City government. Los Gatos, CA 95030 408.399.4424 The new Director of Auditing must have at least three years of fullFax: 408.399.4423 time experience as a manager supervising professional audit staff email: jobs@averyassoc.net in conducting performance, financial/compliance, and information www.averyassoc.net systems audits in accordance with General Accepted Government Auditing Standards. A Bachelor’s degree in accounting, finance, public policy or a related field is required, while an advanced degree in a related field and professional designation (CPA, CIA) is highly desired. To be considered, please visit our website at www.averyassoc.net/current-searches/ for a detailed job announcement and how to apply on the Avery Associates Career Portal.

Human Resources Director City of Vallejo, CA

ocated midway between the cities of Sacramento and San Francisco, Vallejo (pop. 121,000) is a rapidly changing friendly and diverse waterfront community that takes pride in its 148-year history and maritime heritage. The City of Vallejo relies on the Human Resources Department to recruit, retain, and develop a highly-qualified, diverse workforce and to ensure compliance with federal and state personnel mandates. The Human Resources Department is supported by 12 staff members and has an annual budget of $1.18 million. The ideal candidate will be a hands-on human resources professional with a strong foundation in public sector personnel management and a well-rounded background in all human resource disciplines. Along with being an exceptional mentor and manager, knowledge of contemporary HR principles and practices will also be expected. A Bachelor’s degree and five (5) years of progressively responsible experience in personnel management including two (2) years in a supervisory capacity are desired. A Master’s degree is preferred. Salary range goes up to $180,264. Compensation also includes a competitive benefits package. The closing date for this recruitment is midnight, Sunday, March 18, 2018. For detailed brochure and to apply online, visit www.tbcrecruiting.com Teri Black • 424.296.3111 Suzanne Mason • 562.631.2500

www.westerncity.com

Western City, March 2018

Los Amigos Park Grants Residents’ Wishes in Rancho Cucamonga, continued from page 19

Community Development Director City of Fremont, CA

remont’s Community Development Department consists of Planning, Building & Safety, Housing and Code Enforcement. The Department is supported by a team of 72 and an annual operating budget of $37.87 million. Serving as the eastern anchor of the Silicon Valley, the City of Fremont is home to a population of 231,664 and captures metropolitan living at its best. The ideal candidate will be a well-regarded and experienced planning professional. He/she will be an outstanding mentor and people manager who exhibits impressive emotional intelligence and political acumen. In addition, he/she will be a credible and confident communicator who is effective in front of a variety of audiences. Seven (7) years of progressively responsible urban planning experience that includes at least two (2) years of management experience overseeing professional staff is desirable. A combination of public and relevant private sector experience will be accepted. A Bachelor’s degree in urban planning, public or business administration or other related field is required. A Master’s degree is preferred. Salary range $173,743 to $234,552; salary supplemented by a competitive benefits package. Visit www.tbcrecruiting.com for detailed recruitment brochure and to apply online. This recruitment will close on Sunday, March 11, 2018. Teri Black • 424.296.3111 Bradley Wardle • 650.450.3299

CITY OF SANTA ROSA The City of Santa Rosa is located just 55 miles north of San Francisco and 30 miles east of the Pacific Ocean with a population of over 186,000. Santa Rosa is the seat of Sonoma County and the center of trade, government, commerce and medical facilities for the North Bay. The surrounding area is home to over a hundred wineries and vineyards, many beautiful parks and recreational facilities, including 16 golf courses, and the spectacular Northern California coastline. The CFO will lead the Finance Department, which is responsible for accounting and financial management for the City organization. Services include collecting tax and utility fee revenues, CHIEF debt management, investing, processing payroll, FINANCIAL budgeting and long-range financial planning. William Avery & Associates Management Consultants The Department is also in charge of billing OFFICER and collecting water and wastewater utility 1 3 /2 N. Santa Cruz Ave., Suite A invoices for over 50,000 Santa Rosa residents and businesses. The new Los Gatos, CA 95030 CFO is expected to bring a vibrant, proactive, strategic and team oriented 408.399.4424 leadership style to the finance department and the city leadership team. Fax: 408.399.4423

The ideal candidate will have at least several years supervising professional email: jobs@averyassoc.net www.averyassoc.net staff and managing a complex financial operation with experience involving budgeting, financial analysis and accounting in a public-sector agency. An educational background including a Bachelor’s degree in accounting, auditing, business administration or related field is expected and a Master’s degree and/or CPA is highly desirable. To be considered, please visit the Avery Associates Career Portal at www.averyassoc.net/current-searches/ to upload your letter of interest, resume and contact information including email addresses for five work-related references to Bill Avery by March 16, 2018.

League of California Cities

to the extensive community input and the city’s outreach plan.” But the dissolution of the local redevelopment agency — which owned the parcel project — delayed the project. Following a lengthy State of California approval process, the property title was transferred from the successor agency to the city in 2014. “After the delay, the city’s Community Services Department staff wanted to re-engage with the community members who were previously invested in bringing the park to life,” says project manager Christen Mitchell, a management analyst for the department. City staff hosted a community meeting at Los Amigos Elementary School, where local residents received an update on the park design and staff led a park-naming exercise. Neighborhood residents chose Los Amigos Park as the name. Now that the vacant land was set to become a park, the property immediately north of the project site became more attractive to investors. Developers purchased this adjacent land and began building new homes.

Making the Vision a Reality Park construction commenced in August 2016 and moved forward quickly. Materials salvaged as the land was cleared were saved for reuse; for example, excavated river rock was used as a decorative finish on the shade structure pillars and restroom building. Workers carefully removed the redwood in the existing bungalows so it could be used for the park’s vineyard.

www.cacities.org

Fitness equipment donated from a local health care provider stands next to the shade structure.

J The project reinforced two low stone walls, which were subsequently used to showcase children’s art. Project staff asked the fourth and fifth grade students of Los Amigos Elementary school, “What does friendship mean to you?” and gave the students art supplies to illustrate their answer. Staff uploaded the artwork to a gallery on the city’s website and transformed over 80 pieces of artwork into 12-inch square ceramic tiles, which were mounted on the stone walls at the park. As the park neared completion, workers added finishing touches to the features requested by residents in the planning process. The vineyard, built with redwood lumber from the bungalows, was planted with native grapes. The skating spot incorporated a wall designed for seating, where family and friends can watch and encourage young skaters. The fitness area, sponsored by a local health care provider, was installed near the playground areas so parents can exercise while watching their children play. Due to severe drought conditions, the water play area was re-evaluated and two on-demand animal-shaped water misters, a raccoon and a coyote, were installed. Los Amigos Park opened in April 2017. Since then, events including a weekly movie night in the park have been wellattended. Residents are making full use of the park they envisioned, designed and helped bring to life. Contact: Jennifer Hunt Gracia, community services director, City of Rancho Cucamonga; phone: (909) 477-2760, ext. 2101; email: jennifer.hunt-gracia@cityofrc.us. ■

www.westerncity.com

E S

CITY OF MERCED Merced is a dynamic community of about 84,464, with friendly small town living in a mid-size city. The University of California Merced campus, opened in 2005, provides new educational and economic opportunity, adding to the already-established growth of the region. Merced’s population is youthful and diverse. Located in the heart of California’s agricultural Central Valley, Merced is the region’s hub for education, culture, and business. The community offers abundant shopping, pleasant neighborhoods and tree-lined streets. The City Attorney is appointed by the City Council and acts as legal advisor and counsel for legal issues involving City matters. The City Attorney represents the City Council, City Manager, City administrative staff and others as required to represent the CITY City in litigation and to direct the City’s legal ATTORNEY service. The City Attorney’s office provides expert legal advice and advocacy to and on behalf of the City Council, City Manager and all city departments, so that policies are established and programs are administered within the law.

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

The ideal candidate will have seven or more years of California experience Fax: 408.399.4423 in the practice of municipal law. Experience at the City Attorney or email: jobs@averyassoc.net Assistant City Attorney level and/or experience managing a team of www.averyassoc.net lawyers is also preferred. A Juris Doctor degree from an accredited law school with current membership in the California State Bar is required. To be considered, please visit our website at www.averyassoc.net/current-searches/ for a detailed job announcement and how to apply on the Avery Associates Career Portal.

Public Works Director City of Lomita, CA

ocated in Los Angeles County in the popular South Bay region, the City of Lomita (pop. 20,693) is a vibrant urban contract city known for its friendly hometown charm and convenient proximity to all the amenities Southern California has to offer. Lomita’s Public Works Department is supported by 16 employees and encompasses the divisions of Street and Tree Maintenance, Water Operations and Maintenance, Engineering, Transportation, and Safety Compliance. The Department’s FY2017-18 budget is approximately $ 5.1 million and the City’s five-year CIP is valued at approximately $9.7 million. The ideal candidate will be a high energy leader with exceptional people management skills. He/she will be a well-rounded public works professional who prefers contributing in a smaller environment where results are realized without the burden of bureaucracy. A solid understanding of water production, treatment and distribution is strongly preferred. Five (5) years of relevant experience along with a Bachelor’s degree are required. Salary range goes up to $143,036. Compensation also includes a competitive benefits package. Visit www.tbcrecruiting.com for brochure and latest information. Teri Black • 424.296.3111 Shadi Fatemian • 424.355.8801

Western City, March 2018

San Leandro Homeless Compact Takes a New Approach, continued from page 20

Landlords were reluctant to house formerly homeless persons when the rental market was flooded with eager customers. J

Director of Design & Development City of La Quinta, CA

estled between the Santa Rosa and San Bernardino mountains, the City of La Quinta (pop. 39,000 perm. + 15,000 seasonal) is a natural paradise in the Coachella Valley. World-renowned as a destination for art, health, golf, living and well-being, the City values a seamless integration and delivery of services to its residents and development community. The Design & Development Department is supported by 30 staff and is organized across five divisions: Administration, Building, Engineering/Development Services, Planning and The Hub (Customer Service Center). The ideal candidate will embrace entrepreneurial qualities that complement the values of this high performing municipality. He/she will be a passionate and visionary leader known for requiring and demonstrating high-quality work products and providing exemplary customer service. They must have a proven track record of growing and developing staff. The ideal candidate will measure his/her professional success not by demonstrating technical skills and abilities but by successfully accomplishing projects through staff. At least five (5) years of progressively responsible and relevant public and/or private sector experience, which includes a minimum of three (3) years of leadership experience, and a Bachelor’s degree are required. Salary range goes up to $155,578. Compensation also includes a competitive benefits package. Please visit www.tbcrecruiting.com for recruitment brochure and detailed information. Teri Black • Shadi Fatemian • Bob McFall tel 424.296.3111

CITY OF MERCED Merced is a dynamic community of about 84,464 people, with friendly small town living in a mid-size city. The University of California Merced campus, opened in 2005, provides new educational and economic opportunity, adding to the already-established growth of the region. Merced’s population is youthful and diverse. Located in the heart of California’s agricultural Central Valley, Merced is the region’s hub for education, culture, and business. The community offers abundant shopping, pleasant neighborhoods and tree-lined streets. The Police Chief is appointed by the City Manager and performs varied and complex managerial and professional work through direction of patrol, investigation, dispatch and administration functions. The new Chief must create an environment of trust and credibility POLICE essential in facilitating discussion and decision within the department. The ideal candidate William Avery & Associates CHIEF making will possess a leadership style and value system that Management Consultants embodies ethics, integrity and an uncompromising dedication to public 1 3 / 2 N. Santa Cruz Ave., Suite A service, the employees and the community. Los Gatos, CA 95030

The new Chief will have at least 10 years of progressively responsible 408.399.4424 law enforcement experience in all major areas of municipal police work, Fax: 408.399.4423 including at least two years of senior management rank of lieutenant, email: jobs@averyassoc.net commander, assistant police chief and some administrative responsibility. www.averyassoc.net A Bachelor’s degree in police science, law enforcement, criminal justice, public administration or a closely related field is required. Some educational and training equivalency can be substituted. To be considered, please visit our website at www.averyassoc.net/current-searches/ for a detailed job announcement and how to apply on the Avery Associates Career Portal.

League of California Cities

Confronting Multiple Challenges A local nonprofit organization, Building Futures With Women & Children (BFWC), received a grant of housing vouchers from the U.S. Department of Housing and Urban Development to house chronically homeless persons. The vouchers provide a double deposit, rent and case management for people who have been homeless for at least one year and diagnosed with a disability. But obtaining housing with the vouchers was difficult. Landlords were reluctant to house formerly homeless persons when the rental market was flooded with eager customers. Persuading landlords to take a chance on renting to homeless individuals who had a voucher presented a challenge. Furthermore, it can take time for chronically homeless individuals to adjust to apartment life and rules — another disincentive for landlords. Meanwhile, the city’s Recreation and Human Services (RHS) Department and BFWC identified a gap in street outreach services for San Leandro’s homeless population. In response, RHS secured additional funding to hire street outreach staff and funded additional nights at the local

warming shelter. RHS also began educating county agencies about smaller cities’ homelessness issues and need for support. In March 2016, Mayor Pauline Russo Cutter brokered the first Homeless Compact between BFWC, the Rental Housing Association of Southern Alameda County (RHA) and the city — and RHA committed to providing 25 rental units for the vouchers. Mayor Cutter says, “San Leandro is innovative, compassionate and open to new ways of thinking when we need to focus on an issue like homelessness. The city council, city manager, staff and community worked together to develop creative solutions for homeless people. Because of the Homeless Compact, many more homeless individuals are now housed, sheltered or provided with services — and that is the bottom line.”

Collaboration Makes the Difference The Homeless Compact launched an effort based on partnership, flexibility and collegiality among the agencies that interact with and serve the homeless population. Its success did not rely on any additional city funding but rather on the partners’ cooperation and mutual respect.

Historically, street outreach, police and human service agencies have operated independently of each other without a coordinated strategy or approach. Many outreach workers are typically trained not to trust (and sometimes even to avoid) the police. Working collaboratively,

especially in case management, required a significant shift in thinking and practice for the outreach workers and the police. Thinking outside their traditional perspectives — and trusting each other — was necessary for the partners to develop continued on page 30

E S

Human Resources Director, Jackson County, OR Located in Southern Oregon’s Rogue Valley, just 27 miles north of the California border and 166 miles south of Eugene, Jackson County (estimated population 216,900) is part of a thriving region known for its scenic beauty and outdoor adventures, arts and culture, and rich agricultural heritage including a wealth of diverse, award-winning wineries. Jackson County is seeking an experienced human resources professional with proven management capabilities and a balance of technical and interpersonal skills to serve as its next Human Resources Director. The ideal candidate will be a positive change agent adept at creating a culture of teamwork and trust throughout the organization. They will be a strategic and visionary leader, a problem solver, and a business partner with the ability to not only formulate ideas, but also implement them. The County is looking for a candidate who is comfortable working autonomously and is capable of tackling human resources-related issues the County faces. The minimum requirements for this position are a bachelor’s degree in public administration, business, or related field; and seven (7) years of executive, professional level experience in human resources; or any combination of education and experience which provides the candidate with the desired skills, knowledge, and ability required to perform the job. Candidates must possess, or have the ability to obtain, a valid Oregon State Driver’s License with an acceptable driving record. The annual salary range for this position is $92,352 - $117,852, DOQ. If you are interested in this outstanding opportunity, apply online at www.bobmurrayassoc.com. For Veterans’ Preference, candidates must submit a completed Jackson County Veterans’ Preference Form and DD-214/DD-215 to be eligible. Contact Mr. Gary Phillips at (916) 784-9080, should you have questions. Filing Deadline: March 30, 2018

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

New opportunities . . .

Police Chief City of Napa

Community Development Director City of Vallejo

Assistant Finance Director City of Santa Clara

Assistant City Manager Housing Administrator City of Healdsburg tel. 424.296.3111

Johnnie Pullen moves into his new home with supportive services from San Leandro and its partners.

Western City, March 2018

PeckhamMcKenney &

Presents Outstanding Career Opportunities City of Stockton, CA

Stockton is a renewed city! Stockton is a city that is perhaps better prepared for the future than any other city in California, with a thorough understanding of its operations and finances, and the tools to adjust to economic conditions for decades into the future. Currently, the City has four leadership opportunities within this vibrant and energized organization. Take your career to the next level and join Stockton!

Human Resources Director As the Human Resources Department continues to move forward in excellence, the Director will be responsible for developing and mentoring a new staff, supporting opportunities for training, and professional enrichment and employee recognition. The new Director will oversee a department staff of approximately 29 FTE’s and a budget of over $3.5 million. The City of Stockton is seeking an energetic, customer-focused leader to develop a high-performing human resources staff and a collaborative team of dedicated City employees. A Bachelor’s degree from an accredited four-year college or university with major course work in business or public administration, industrial relations or a closely related field and four years of management or supervisory experience in multiple areas of the human resources function, including labor relations. Experience in a public agency setting is desirable. The current annual salary range for the Human Resources Director is $139,799 - $178,398. Filing deadline is April 16, 2018. Call Josh Agnew.

Assistant Director of Community Development There are 38 dedicated City employees, supplemented with additional contract staff, serving the community of Stockton in the Community Development Department with a budget of $10.3 million. The department is comprised of the Building & Life Safety Division, Planning & Engineering Services Division, and the Business Operations Division. The selected candidate will have the opportunity to make an impact on the community’s future through quality development. The ideal candidate will bring proven technical skills in planning, organizing, and coordinating a variety of large and complex Community Development services, programs and staff. The Assistant Director will also provide highly complex and responsible assistance to the Community Development Director; acting as in the absence of the Director; and performing related work as assigned. A Bachelor’s degree from an accredited college or university with major course work in business or public administration, urban planning, or a closely related field required, and three years of increasingly responsible professional experience in planning and community development which has included program planning, development, and administration. Experience in a public agency setting is desirable. The current annual salary range for the Assistant Director of Community Development is $121,710 - $156,193. Filing deadline is March 26, 2018. Call Josh Agnew.

Deputy Community Development Director As the new Deputy Director of the Community Development/Planning and Engineering, the selected candidate will have the opportunity to make an impact on the community’s future through quality development. Bringing creativity and vision, the Deputy Director will have division level responsibility for the overall direction and administration of the City’s planning function, which involves current and advanced planning functions and engineering services related to private development. The Deputy Director will report to the Community Development Director and depending on the major initiative, will report to the Assistant Director. The Deputy Director will lead the department with a policy-centered focus, while directing, implementing and maintaining the General Plan, most notably the Housing Element. A Bachelor’s degree from an accredited college or university with major course work in city or regional planning, urban design, transportation planning and economic development, housing and neighborhood development, or a related field required. In addition, the candidate selected will possess at least five years in planning and community development to include programming, budgeting, and process improvement implementation. Two years of this experience must be at a managerial level. Desirable qualifications include a Master’s Degree in an appropriate field, AICP certification, and experience dealing with state and federally-funded programs. The current annual salary range is $114,172 - $146,547. Filing deadline is March 26, 2018. Call Josh Agnew.

Deputy Building Official As the new Deputy Building Official of the Community Development Department, the selected candidate will have the opportunity to make an impact on the community’s future through quality development. The Deputy Building Official will assist the Deputy Community Development Director/Building Life and Safety in planning, directing, coordinating, and supervising the activities and staff of the Building Division. The selected candidate will be responsible for the direction of the day-to-day operations and activities of permit application processing, plan check, and building inspection functions. A Bachelor’s degree from an accredited college or university with major course work in engineering, construction technology, or related field; two years building inspection or plan checking experience, and two years of supervisory experience in building and related inspection or plan checking. Or, possession of 60-semester units/90 quarter units from an accredited college or university with major course work in pre-engineering, construction technology, or related field; two years building inspection or plan checking experience, and two years supervisory experience in building and related inspection or plan checking. The current annual salary range for the Deputy Building Official is $87,931 - $112,906. Filing deadline is March 26, 2018. Call Josh Agnew. .

“All about fit”

City Manager City of Turlock, CA

Approximately 93 miles south of Sacramento, Turlock is a flourishing community in northern California’s San Joaquin Valley. Turlock (pop. 72,879) is a diverse, family-oriented community and home to California State University Stanislaus. Turlock is a General Law City with 332 FTEs and a FY 2017-18 General Fund budget of $38,249,175 (Non-General Fund $154,073,034). The City Manager is Turlock’s chief administrative officer, appointing department heads of the City’s five operating departments and leading them in furtherance of City Council’s policy direction Five years of managerial experience in a public or private agency is required. At least three years’ experience as a City/Town/Village Manager or as an Assistant/Deputy Manager, CAO/CEO, or similar is desirable. A four-year college or university degree (public administration, business administration, urban planning, finance, or related) is required. A Master’s degree, other advanced degree, or equivalent experience and training is desirable. The salary range for this position is $195,000 to $225,000, and dependent on experience and qualifications. Filing deadline is April 3, 2018. Call Andrew Gorgey.

City Attorney City of Loveland, CO

The City of Loveland, CO, sits at an elevation of nearly 5,000 feet with panoramic views of the snow-capped Rocky Mountains and fertile plains. Approximately 46 miles north of Denver, the city has the amenities of an urban population center, yet retains its small-town charm. The City Attorney is one of three employees (City Manager, Municipal Court Judge) appointed by and reporting directly to the nine-member City Council. The City Attorney’s Office includes the City Attorney, six assistant city attorneys, one paralegal, and a legal assistant. The 2018 Legal Department budget ($1.64 million) includes funding for a tenth FTE, a Deputy City Attorney. A JD from an accredited law school and eight years of experience as a practicing attorney, the majority of which were spent in local government, are required. Colorado law license preferred, but City Council expressly encourages candidates able to obtain admission on motion from reciprocal jurisdictions. Annual salary range $145,000 - $170,000. Filing deadline is March 6, 2018. Call Andrew Gorgey.

Deputy Chief Operating Officer Metro, Portland, OR

The nation’s first directly elected regional government, Metro’s staff and elected leaders bring people together to shape the future of greater Portland and provide parks, venues, services, and tools that work best at a regional scale. That includes land use and transportation planning, garbage and recycling systems, parks and natural areas, and regional venues such as the Oregon Zoo, Oregon Convention Center, Portland Expo Center, and Portland’5 Centers for the Arts. Metro has 879 FTEs and a 2017/18 budget of $429 million. The Deputy Chief Operating Officer (DCOO) will serve as a critical partner to Metro’s COO, Martha Bennett; and will have a passion for people, an eye for strategy, and a desire to work for an organization that helps Metro’s community thrive. A leader of leaders, the DCOO will oversee skilled professionals in the areas of communications, finance & regulatory services, information services, human resources, and the research center. A Bachelor’s degree in public or business administration or a related field is required as well as at least 10 years of executive leadership experience. Annual salary range is $151,347 - $219,469, and appointment is DOQE. Filing deadline is March 16, 2018. Call Bobbi Peckham.

Upcoming Opportunities County Manager, County of San Mateo, CA General Manager, Midpeninsula Regional Open Space District, CA Public Works Director, City of Suisun City, CA General Manager, Water Department, City of San Bernardino, CA City Attorney, City of Pittsburg, CA Executive Officer, Marin LAFCO, 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

San Leandro Homeless Compact Takes a New Approach, continued from page 27

effective cooperative strategies and unified approaches. Now, police officers and street outreach workers often coordinate times to engage pockets of homeless individuals together.

Now in permanent housing after being homeless, Rachel Jones and her furry companion share a joyful moment in their new home.

RHS also created and leads a team that includes the RHS director, police officers, BFWC and others to provide confidential case management. The team meets weekly and maintains frequent contact. RHS also facilitates the county resources needed to serve homeless individuals, such as the county’s mobile health care unit, which provides physical and mental health treatment for high-acuity cases. In addition, San Leandro has a strong network of volunteers who help with laundry, showers and meals for homeless individuals. The city also funds a seasonal warming shelter from late November to April.

Changing the Community The San Leandro Homeless Compact represents an innovative collaboration of the city government, a local nonprofit service provider and a landlords’ association dedicated to providing long-term housing and services to chronically homeless individuals in San Leandro.

BFWC Executive Director Liz Varela says, “The Homeless Compact was designed to make a powerful difference in the lives of our neighbors here in San Leandro, and it has succeeded. Seniors with disabilities who lived on our streets now have a safe place to call home — permanently. That’s changing our community.”

Since the compact was launched, 26 formerly homeless individuals currently have housing and receive supportive services. Many other homeless people were diverted to shelters and other services.

A formerly homeless person says, “Your program is the best because of its people. You have done everything you said you

R V

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

were going to do. Working with Officer Camarillo and outreach coordinator José Garcia has been great, because they care and want the best for me. Now I know I have a place to sleep and I don’t have to be scared at night.” Contact: Jeanette Dong, director, Recreation and Human Services Department, City of San Leandro; phone: (510) 577-3461; email: JDong@SanLeandro.org. ■

T O

R Y

Bobbi C. Peckham • Phil McKenney

Peckham&McKenney www.peckhamandmckenney.com

Roseville, CA

866.912.1919

www.cacities.org

R V

T O

R Y

Public & Private Sector Ph.D Level Personnel Consultants

HR & ASSOCIATES Organizational Assessments City Management Evaluations Strategic Planning & Team Building Performance Management

(805) 227-4359 hrandassociates.org

Halley M. Moore, PhD | Rob Mullane, AICP

HF&H CONSULTANTS, LLC

HELPING LOCAL GOVERNMENT LEADERS

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

• Planning • Procurement • Management

• Financial/Rates • AB939 Compliance • Litigation Support

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

Irvine (949) 251-8628

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

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

WRITTEN TESTS

Elevate Your ExpectaƟons

Sales and Use Tax Property Tax SoŌware SoluƟons Cannabis Compliance Business Tax AdministraƟon TOT

888.861.0220 I www.hdlcompanies.com 888.861.0220 I hdlcompanies.com

www.westerncity.com

Over 70 stock tests available for jobs in public agencies. Toll Free (877) 22-EXAMS exams@donnoe.com www.donnoe.com

Western City, March 2018

R V

T O

R Y

Still comparing apples to oranges? U.S. Communities delivers cooperative purchasing solutions that can’t be matched.

www.uscommunities.org/lcc

Providing innovative and practical solutions for Cities, Counties and Special Districts

• Leadership & Organizational Assessments • Project Management • Human Resource Services • Chief Executive Officer Evaluations • City Council & Board Governance • Financial Management & Fiscal Sustainability • Workplace Investigations • Planning, Community & Economic Development • Recreation, Parks & Community Services • Public Safety Studies

675 Hartz Avenue, Suite 300 • Danville, CA 94526 866-774-3222 • www.municipalresourcegroup.com

Contact: Allan Crecelius or Sandra Comrie

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

Exceeding clients’ expectations since 1987. Classification | Compensation Special Surveys | Performance Management

matrix consulting group

Reach New Clients For advertising information, call (800) 262-1801.

Over 130 Public Agencies across California put their TRUST in us, because we check all the boxes when it comes to managing their investments.

201 SAN ANTONIO Circle, Suite 148 MOUNTAIN VIEW, CA 94040 650.858.0507 • www.matrixcg.net

Offices in SF Bay Area (Headquarters), Boston, Dallas, St. Louis, Portland, Charlotte, Salt Lake City

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

CALTRUST.ORG (888) 225-8787

Sponsored by the League of California Cities

SPECIALISTS IN CLASSIFICATION, JOB EVALUATION AND COMPENSATION

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

League of California Cities

www.cacities.org

What’s your city’s most urgent infrastructure or land-use issue? Read more “On the Record” at www.westerncity.com.

Marlene Del Rosario Council Member Oroville

Tami Trent Mayor Pro Tem Fortuna

Yvonne Parks Council Member Desert Hot Springs

www.westerncity.com

The Oroville Dam spillway repairs brought a lot of big trucks into our city that destroyed our roads.

How to fund upgrades for our failing sewer and stormwater infrastructure, which is causing sinkholes.

We’ve issued over 50 conditional use permits for marijuana businesses, but we want to keep downtown dedicated to restaurants, retail, etc.

Chin Ho Liao Council Member San Gabriel

Ginna Escobar Vice Mayor Pomona

Alex McCabe Council Member Livingston

We’re a very small city. Marijuana-related issues are challenging.

Sprawl. We have infrastructure and water supply challenges related to accommodating new housing.

We need to replace our aging water infrastructure.

Western City, March 2018

SWIM AGAINST THE CURRENT Innovative solutions arenâ&#x20AC;&#x2122;t created by following the status quo. Each city is different, with their own diverse cultures, challenges, and set of circumstances. Itâ&#x20AC;&#x2122;s this individuality that makes our communities strong, that draws people to live and work within them. Your city and its legal concerns are unique, and deserve solutions specifically designed to meet them. Contact Churchwell White to learn more about the creative solutions we can provide.