Western City May 2015

M AY 2015 |

The Monthly Magazine of the League of California Cities®

®

Using Tourism to Grow Your Community s Economy p.11

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Reducing Unfunded Liabilities for Other Post-Employment Benefits p.9 Fontana Arts Program Invigorates Local Economy p.16

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

How Civic Architecture and Sports Build Community

By Chris McKenzie

Public spaces unite us and inspire our nation’s explorers, dreamers and leaders.

7 City Forum

Prospects for Community Economic Development Are Finally Looking Up

By Dan Carrigg

wo new tools and positive develT opments on the legislative front are welcome news for cities.

8 News From the Institute for Local Government

Partnering for Prosperity

esidents, entrepreneurs and nonR profit representatives in Merced share ideas on how business and community leaders can partner to help grow, strengthen and diversify the local economy.

9 Reducing Unfunded

Liabilities for Other Post-Employment Benefits

By Nancy Kerry

earn how one city reduced its L liability by 73 percent.

11

sing Tourism to Grow U Your Community’s Economy

By Ryan Becker Travelers spent $117 billion in California in 2014, and tourism provided jobs for more than 1 million Californians. Many regional destinations are leveraging their unique qualities and characteristics to build local tourism economies.

15 California Cities Helen Putnam Award for Excellence

Team Chico Boosts Economic Development

Team Chico is a public-private partnership that helps businesses identify and explore opportunities for growth and expansion.

16 California Cities Helen Putnam Award for Excellence

Fontana Arts Program Invigorates Local Economy

A dynamic arts program enhances the community’s quality of life and the local economy.

Job Opportunities 19 Professional Services 28 Directory

Coming in May!

n the Cover: San Luis Obispo O Farmers Market Photo: Courtesy of Visit California

2015

City Hall DIRECTORY

Find-it-fast information for every city in California

 Mayors, Council Members and City Department Head Information  City Addresses, Phone, Fax and Websites  Advertisers with Products and Services That Your City Needs With the 2015 City Hall Directory, the information you need is right at your fingertips.

Mailed to Member Cities in May To Purchase Your Own Copy:

Download the order form online: http://www.cacities.org/Resources or call (916) 658-8217.

®

President Stephany Aguilar Council Member Scotts Valley

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

Second Vice President JoAnne Mounce Council Member Lodi

Immediate Past President José Cisneros Treasurer San Francisco

Executive Director Chris McKenzie

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

leaguevents

Magazine Staff Editor in Chief Jude Hudson, Hudson + Associates (916) 658-8234 email: editor@westerncity.com

May

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

6– 8

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

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

June

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

11–12

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

Contributors Karalee Browne Martin Gonzalez Melissa Kuehne

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

Associate Editors Carol Malinowski Carolyn Walker Design Taber Creative Group

24 –26

Mayors and Council Members’ Executive Forum, Monterey (sold out) This conference focuses on current issues and timely topics to help officials in their daily roles and city operations.

Advertising Design ImagePoint Design For photo credits, see page 20.

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

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Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2015 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCI, No. 5.

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

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First Vice President Dennis Michael Mayor Rancho Cucamonga

League of California Cities

July 16 –17

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

September 30 –October 2

League of California Cities 2015 Annual Conference & Expo, San Jose This conference offers dozens of educational sessions, numerous professional development opportunities, hundreds of exhibits and a chance to participate in the League’s policy-making activities at the Annual Business Meeting.

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

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

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

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

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Executive Director’s Message by Chris McKenzie

The St. Louis Gateway Arch faces the Mississippi River.

How Civic Architecture and Sports

Build Community Recently a journalist asked me about my reaction to the competition among some of California’s major cities to build new coliseums for their current or hoped-for professional sports teams. I told him that outside wartime, the construction of major civic monuments and projects as well as community sporting events are the things that help define and give us a sense of common cause and connection.

Galvanizing a Nation and a Community As a youngster I grew up listening to my parents’ harrowing tales of the sacrifice and deprivation that virtually everyone faced during the Great Depression and World War II. Those struggles to survive

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economically and later to defeat fascism galvanized the nation, giving Americans an indelible sense of connection and purpose.

As a teenager in the 1960s I witnessed how our nation and many families were torn apart in another way by the Vietnam War. We ultimately united as a people to fight a common foe — this time, our own national government — for its involvement in an unjustified war in a far-off land that tragically cost over 50,000 American and even more Vietnamese lives. It was a different kind of national unity and sacrifice, organized this time through protest and civil disobedience, but it helped define and unite us as a nation.

In the years since, I’ve observed that another type of galvanizing effect can be achieved

at the city or community level through professional sports and civic monuments.

As a young teenager I spent countless afternoons at St. Louis Sportsman’s Park watching my hometown baseball team, the St. Louis Cardinals, play every team in the National League. At roughly the same time I also witnessed the construction of the then-controversial Gateway Arch, an internationally known civic monument in downtown St. Louis on the Mississippi River.

Watching the Cardinals in those years I developed a passion for baseball and a great fondness for my childhood hero, Stan Musial (“Stan the Man”). In his active and retired years he was known as a great sportsman, humble and generous. I attended dozens of games in the summers of 1963–65, and I had hoped to see Stan hit a home run. Even when I didn’t, I saw an honest and hard-working player give his all to a game he loved. Only later did I realize how much he taught me about how to lead a good life. continued

Western City, May 2015

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How Civic Architecture and Sports Build Community, continued

One of the highlights of my youth unfolded at age 12 when my uncle took me to Stan’s last game on Sept. 29, 1963.

I still have the autographed baseball I received at that game. When Musial died in 2013 he seemed to be the same modest, self-effacing man he always was on the field. While people talked about his baseball skill, they talked about his character even more. One commentator described him this way: “No one in the history of major league baseball has represented honesty and innocence like Stan the Man.”

A Catalyst for a Changing World View During those years, my parents let me travel to the games on the public bus with my friends. On those bus rides, I began to pay attention to the economically distressed neighborhoods through which we traveled. From 1965–69 I attended a private, all-boys college prep high school in one of those neighborhoods. I quickly became aware of the vast gulf between the middle-class life I led and the lives of the children in those neighborhoods.

Monuments memorialize heroic moments and provide public spaces where we can unite in celebration.

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In the same era St. Louis constructed the Gateway Arch, a major civic monument costing over $13 million at the time. I was unable to fathom how in the midst of such economic poverty we could justify building a stainless steel arch to commemorate St. Louis’ history in settling the West.

I was much more concerned about whether we were taking care of the poor and working to reduce discrimination. At the dinner table I argued repeatedly and forcefully that our priorities as a city were deeply misplaced. Rather than build a steel edifice of dubious architectural beauty, I wanted the public funds used to feed and house the poor and homeless. My parents listened appreciatively to my arguments but, as natives of St. Louis who were proud of their city’s history, they were big supporters of the Gateway Arch.

I was 11 when construction of the Gateway Arch began in February 1963. When it was completed in October 1965, I was a ripe old 14 and convinced of the soundness of my opinions. As far as I was concerned, the monument was a travesty and a waste. I promised myself I would never go to see it.

For decades I kept that promise and never went to see the arch, but over the years many friends told me how much they loved it when they visited St. Louis and what a great addition it was to the historic waterfront. Finally, during a family trip to St. Louis in the mid-1990s, I visited it with my own children.

Afterward I admitted to my parents that I had been mistaken. Like the New Busch Stadium, the Gateway Arch was a wonderful addition to the waterfront.

Its graceful, sleek lines communicate the promise of the future for St. Louis.

When viewed from the eastern side of the Mississippi, the arch even frames the old St. Louis courthouse in a fantastic and visionary way, contrasting and yet connecting two structures and architectural styles that are separated by hundreds of years. The museum under the arch also showcases the role St. Louis played in the nation’s westward expansion — a subject that fascinates me.

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League of California Cities

www.cacities.org

Community Spaces That Inspire People Looking back on those formative years and what I have learned since my youth, I am convinced that both sports teams and civic monuments are vital elements in building our community and — at times — national identities. Monuments usually memorialize heroic moments in a community or a national story and identity, honoring fallen military heroes or adventurers. They also provide public spaces where we can gather to unite in celebration of that historical narrative.

Stan showed me what it meant to be a sportsman and a good human being. I never would have seen him play or met him without that original stadium. And now New Busch Stadium occupies a prime spot in downtown St. Louis. I hope that what goes on there and at the Gateway Arch — and at monuments and stadiums throughout the nation — inspires other young men and women to think critically about what they want to make of their lives and helps develop another generation of our nation’s explorers, dreamers and leaders. ■

Stadiums and other sports venues provide a similar community space in which our team of athletic heroes represent the community in competition, advancing the city’s image and brand and demonstrating its civic pride. Most cities with major league professional sports teams go to great length to trumpet that fact, hoping it will provide acclaim and recognition for all aspects of the city’s accomplishments.

And for youngsters, sporting events can provide a host of potential role models and heroes.

Years bring experience, and I hope they have also brought me some of Stan Musial’s humility in admitting my mistake about the wisdom of the public investment in constructing and supporting the Gateway Arch. My socially conscious 14-year-old self would hardly recognize me today, but that’s OK. It is the way things generally work.

At the conclusion of my conversation with the journalist, I pulled out my smartphone and showed him a photo of my two grandsons that was taken last summer in front of Stan Musial’s plaque at the Baseball Hall of Fame in Cooperstown, New York.

“They aren’t Cardinals fans,” I said, “but they know how much ‘Stan the Man’ meant to me when I was young.”

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Thank you to all of the 2015 League Partners

Platinum ($15,000+) 1,2

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BUILDING AMERICA®

Gold ($10,000+) California Apartment Association Hanson Bridgett LLP1,2 Lewis Investment Company2 Liebert Cassidy Whitmore1 AARP AMR2 AT&T American Fidelity Assurance Company Charles Abbott Associates2 California & Nevada IBEW/ NECA Labor-Management Cooperation Trust California Grocers Association2

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

Silver ($5,000+)

California Restaurant Association Comcast2 DW Development2 Dart Container Corp.2 ecoATM EMS Management2 Fascination Ranch2 Goldfarb & Lipman LLP

Greenwaste Recovery Inc.2 Interwest Consulting Group Inc. Kronick Moskovitz Tiedemann & Girard1 Merlone Geier2 NBS Northrop Grumman The PFM Company2 Prometheus Real Estate Group Inc.2

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

Colantuono & Levin Desert Valley Medical Group Inc./Prime Healthcare2 E&J Gallo2 Edgewood Partners Insurance Center FirstSouthwest Fortis Quay Inc. GDQ Law2 Garaventa Enterprises2 Geo-Logic Associates2 Griswold LaSalle Cobb Dowd & Gin LLP 2

HR Green2 Hill International2 Holliday Rock Company Jefferies LLC Library Systems & Services LLC Los Angeles Yellow Cab Marin Sanitary Service2 Matarango Inc.2 Michelman & Robinson LLP Mid Valley Disposal2 Mitsubishi Cement 2

Republic Services Inc.2 Sherwin-Williams Wells Fargo Young Homes2 James Ramos San Manuel Band of Mission Indians2 Sares Regis Group2 ServPro2 Transtech Union Bank2 Vavrinek Trine Day & Co. LLP Western Tropicana Development2 Willdan

Molycorp2 Bob Murray & Associates NL Industries Inc. National ADA Accrediting & Consulting Inc. 2 Nixon Peabody PARS/Phase II2 Peters Engineering2 Prime Healthcare2 Psomas2 Quad Knopf 2 Kenneth Ramirez2 Recology2

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

Livermore Sanitation2 Marchetti Construction Inc.2 Morley Brothers LLC2 Kevin Mullin for Assembly2 Murphy Rearson Bradley & Feeny NV5 Inc. Napa Recycling2 Rabobank2 Riverside Construction2 San Mateo County Association of Realtors2 Santa Monica Police Officers Association Seifel Consulting Inc.

Sobrato Organization2 Specialty Solid Waste & Recycling2 Studio T SQ2 Swinerton Management Townsend Public Affairs Inc.2 Vali Cooper & Associates Inc.2 Van Scoyoc Associates2 Vanir Construction2 Waste Management2 West Builders2

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

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

Fresno Police Officers Association GHD Inc.2 Gilton Solid Waste2 Josie Gonzales2 Innisfree Ventures2 J.R. Roberts/Deacon Inc.2 Jamboree Housing Corporation Jones Hall2 Jones & Mayer Kasdan Simonds Riley & Vaughan LLP Kosmont Companies LaBarge Industries2

Join the Partners Program Today!

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

Partial list as of 3/31/2015

1 – Institute for Local Government supporter 2 – CITIPAC supporter

Prospects for Community Economic Development Are Finally Looking Up

by Dan Carrigg With an economic crash, double-digit unemployment, widespread foreclosures and the dissolution of redevelopment and enterprise zones in recent years, good news has been hard to come by for city economic development, but now it appears that things are moving in a more positive direction.

Two New Tools After several years of trying to enact new tax increment authority for local agencies, the League’s lobbying efforts finally paid off in late 2014 when Governor Jerry Brown signed legislation addressing two new economic development tools.

These laws took effect in January 2015: • SB 628 (Beall), Chapter 785, Statutes of 2014. This Enhanced Infrastructure Financing District (EIFD) law provides broad authority for local agencies to use tax increment to finance a wide variety of infrastructure, affordable housing and industrial and sustainable development. While not as financially robust as redevelopment, this tool has extensive flexibility. No public vote is required to establish an authority, but a 55 percent vote is required to issue bonds. Some minor but necessary cleanup to this bill is contained in AB 313 (Atkins), now pending in the Legislature.

• SB 614 (Wolk), Chapter 784, Statutes of 2014. This law responds to the challenge of financing infrastructure upgrades in poorer areas on city boundaries designated as “disadvantaged unincorporated communities.” A tax increment financing plan to upgrade

infrastructure can be approved as part of the annexation process by a Local Agency Formation Commission. Once approved, debt can be issued without any additional votes.

Communities will have to determine how to best use these new options.

Pending Legislation on Key Issues This year, the League continues to support more tools to help cities address economic development, affordable housing and infrastructure issues. Policy-makers are looking at the following issues, and a number of related bills are pending in the Legislature.

Re-establishing a redevelopment tool.

AB 2 by Assembly Member Luis Alejo (D-Watsonville) represents the latest effort to restore redevelopment authority to cities. The League has been working with Assembly Member Alejo for the past three years on this effort. Although Gov. Brown vetoed last year’s bill, AB 2280, his office indicated an interest in it if it was redrafted into a separate statute outside of former redevelopment law. AB 2 accomplishes that goal, so the objective is to get the bill back to the governor’s desk.

Expanding funding for affordable housing. This is a top priority for Assembly Speaker Toni Atkins (D-San Diego), author of AB 1335, which seeks to provide a permanent source of funding for affordable housing. Another bill, AB 35 (Chiu), would boost affordable housing tax credits.

that benefit urban communities is the focus of three bills. AB 185 (E. Garcia and Medina) would establish a California New Markets Tax Credit to help attract private capital and matching federal funds to spur investment in low-income communities. AB 771 (Atkins) would provide state income tax credit of up to 25 percent to rehabilitate historic properties, and AB 428 (Nazarian) offers a 30 percent tax credit for seismic rehabilitation of endangered properties.

Expanding infrastructure investment.

The League is engaged in a broad range of efforts to: • Increase transportation funding to address existing deficits; • Seek expanded allocations of cap-andtrade revenues for energy efficiency and sustainability projects contributing to greenhouse gas reduction; and • Improve water supply quality and reliability by accessing recent water bond proceeds.

Your Support Is Needed While the past few years have been tough for local economic development, things are looking up. The League encourages city officials to support the efforts described here to create or expand tools and resources that benefit cities and improve the local quality of life. To track the pending bills mentioned in this article, visit www.cacities.org/billsearch. ■

Attracting private sector investment.

Ensuring there are sufficient incentives to expand private investment in areas

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

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Merced residents and community leaders from the business, education and nonprofit sectors participate in a workshop to share ideas on how they can help improve the local economy.

Partnering for Prosperity The City of Merced is expanding its economic development toolbox by developing a Programmatic Climate Action Plan with a grant from the Strategic Growth Council and assistance from a professional consulting firm. The Programmatic Climate Action Plan supports the city’s existing Climate Action Plan by articulating the greenhouse gas reductions for identified projects that could be implemented over the next five years.

The Programmatic Climate Action Plan will also help Merced promote economic development by: • Reducing the cost and time associated with the environmental review process for new development projects; • Creating a standard, or “level playing field,” for new development projects aimed at reducing climate impacts; and • Increasing the certainty for new development by limiting the potential for challenges to new projects based on their climate impacts.

“This new tool will allow alternative review processes for development projects, while ensuring that we build projects that are in line with the community’s vision and values,” says David B. Gonzalves, director of development services for the City of Merced.

The Programmatic Climate Action Plan will also include a costbenefit analysis to help Merced prioritize the implementation of projects in a way that helps achieve the city’s goals of: • Creating a healthier community; • Increasing the use of clean energy resources; and • Preserving quality natural resources.

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League of California Cities

Business, Education and Nonprofit Sectors Come Together The Institute for Local Government (ILG) partnered with the City of Merced for a community workshop in December 2014 to discuss the potential economic benefits from the Programmatic Climate Action Plan. Eighty-five community members from the business, education and nonprofit sectors attended the workshop, titled “Merced on the Move: Partnering for Prosperity.”

Bill Mueller, CEO of the nonprofit Valley Vision, delivered an inspiring keynote talk on the need for collaboration. Participants then divided into small group discussions, facilitated by ILG staff, to share ideas on how business and community leaders can partner to help grow, strengthen and diversify the local economy.

“We’ve never really had the opportunity to get together with so many members of our community,” says Daniel Kazakos, local business owner and president of the Merced Main Street Association. “There is a spirit and willingness to work together to create a better Merced, and this gave us the opportunity to discuss how to get that done.”

Engaging residents in a genuinely collaborative effort not only helps develop a shared understanding of the city’s policies and programs, but it can also serve as a way to build capacity and support for initiatives.

Technical Assistance in Engaging Residents The Merced workshop is one of several technical assistance projects that ILG has facilitated for local communities in the past year with generous support from The California Endowment and the James Irvine Foundation. Find links to resources for engaging residents in economic development in the online version of this article at www.westerncity.com. ■

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Reducing Unfunded Liabilities for Other

Post- Employment Benefits

by Nancy Kerry The word “staggering” is often used to describe the unrelenting rise in the cost of providing Other Post-Employment Benefits (OPEB) to public employees in retirement — primarily retiree health care. A 2012 Moody’s Investors Service report indicates a nationwide OPEB unfunded liability of $530 billion. For the State of California the unfunded OPEB debt has soared to $72 billion, and a 2014 study from California Common Sense calculates the OPEB debt liability for all California public agencies at $150 billion dollars.

No doubt, these figures are staggering.

The solutions are not easy, but a solution is required. Simply put, the taxpayers of California do not have $150 billion to spend on health care benefits for retired public employees — these costs are in addition to the unfunded liability of public pensions (also a staggering figure). An effective resolution requires a collaborative approach among employees, management, elected officials and an engaged and wellinformed public.

The public and public agency officials are much more educated on the issue as a result of the Government Accounting Standards Board (GASB) Statement 45, which issued new rules on reporting

OPEB and opened (or perhaps shocked) our eyes regarding OPEB liabilities.

GASB 45 forced public agency managers to realize and budget for the extent of the financial burden. It also brought forward the cost of decisions made years before the exponential rise in health care costs and prior to the time when actuarial analyses were included in employee benefit decision-making. As a result, tremendous pressure has been placed on public agencies to develop solutions. Agencies that have insurmountable OPEB liability may use bankruptcy as an exit strategy given the recent court rulings on these matters.

However, bankruptcy should not be a strategy; it is a last resort.

How South Lake Tahoe Approached the Issue In the small community of South Lake Tahoe we tackled the OPEB issue with a collaborative approach. Over the course of a few years we engaged in an open and transparent process that included the public, elected officials and all public employees. In sharing our results, we hope to encourage public agencies to harness their collective influence to make more progress in reducing OPEB liabilities statewide.

Four years ago the City of South Lake Tahoe’s OPEB liability was approximately $48 million — of which 92 percent was unfunded. Had we made no changes, the city’s liability today would exceed $53 million (and growing) or about $3,300 per adult resident. In fall 2014 we reached agreements with all bargaining units and unrepresented employees that established an entirely new medical insurance plan and benefit structure based upon the Patient Protection and Affordable Care Act (ACA). continued on page 23

Nancy Kerry is city manager for the City of South Lake Tahoe and executive director of the South Tahoe Redevelopment Successor Agency. She can be reached at nkerry@cityofslt.us.

www.westerncity.com

Western City, May 2015

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Using Tourism to Grow Your

’

Community s

Residents and tourists shop at the San Luis Obispo Farmers Market. Local leaders are working to create a countywide Tourism Business Improvement District to promote the entire region.

Economy

by Ryan Becker

Tourism is everyone’s business in California. Year after year, the travel industry delivers tax revenue and jobs to every region of the state, fueling California’s economic engine.

Travelers spent $117 billion in California in 2014, and tourism provided jobs for more than 1 million Californians. The travel and tourism industry also generated $9.5 billion in tax revenue, supporting local and state governments and funding cultural programs that enrich California’s communities.

To retain its strong tourism economy, California needs a unified marketing effort reaching potential visitors as regularly and effectively as the competition. Despite the Golden State’s allure — from its natural beauty to the promise of fulfilling dreams — it must be marketed frequently and vigorously to reach potential visitors throughout the United States and around the world. Visit California, a public-private partnership established to promote tourism,

partners with the state’s travel industry, government leaders and more than 9,000 businesses statewide to market California’s brand and products to the world.

“Visit California exists to do what the travel industry cannot do for itself — market the state’s brand around the globe with a unified, research-driven voice,” says Caroline Beteta, president and CEO of Visit California. The organization has developed one of the world’s most distinctive aspirational tourism brands, emphasizing what research shows visitors love best: California’s signature laid-back lifestyle, ambitious attitude and the most diverse collection of destinations and experiences in the nation.

By partnering with local and regional destination marketing organizations, Visit California develops content that resonates with consumers worldwide and provides a springboard for local marketing efforts.

Many regional destinations are leveraging their unique qualities and characteristics to create and foster strong local tourism economies. Their successes demonstrate what’s possible in virtually every community throughout the state.

Temecula Invests Long Term in Tourism One off-the-beaten-path destination making a name for itself through regional marketing and leveraging the statewide effort is Temecula, a “hidden gem” wine region with a charming downtown that visitors often pass on the way to Palm Springs from Los Angeles and San Diego.

In February 2015 the City of Temecula approved a five-year Tourism Business Improvement District to help fund Visit Temecula Valley, which previously operated on a one-year agreement. continued

Ryan Becker is vice president of communications for Visit California. He can be reached at rbecker@visitcalifornia.com.

www.westerncity.com

Western City, May 2015

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Using Tourism to Grow Your Community’s Economy, continued

“The City of Temecula values the work that Visit Temecula Valley continues to do to increase tourism in our region,” says Temecula Mayor Jeff Comerchero.

“In addition to creating and supporting the district in which the area’s hotels assess themselves to raise funds for the promotional efforts of Visit Temecula Valley,

the city also is a partner in several events where our combined efforts are stronger than those of each entity individually.”

Temecula’s success as a tourism destination contributes to economic development in Riverside County. In 2012 travelers in Riverside County spent $6.6 billion, supporting jobs for nearly 70,000 people.

Central Coast Destinations Work Together The City of Paso Robles is another community realizing the value of its regional promotion efforts and working to expand tourism. Though the city has an established Tourism Business Improvement District, local leaders are working to create a countywide Tourism Business Improvement District to expand Visit San Luis Obispo County’s marketing budget.

“Over the past two decades, tourism — driven by Paso Robles’ internationally famous wine country — has become a vital component of our local economy,” says Paso Robles Mayor Steve Martin. “The city’s participation in regional marketing efforts has been essential to that development. Our community’s Tourism Business Improvement District, the Travel Paso Robles Alliance, is a major supporter of Visit San Luis Obispo County’s activities, and all 20 of our hotels are Visit San Luis Obispo County members. Now, as efforts proceed to establish a countywide business improvement district to more effectively market the entire region, Paso Robles will continue working to maximize the benefits of tourism marketing efforts.”

Health Care Reform Solutions Keenan’s Health Care Reform Consulting Services help you understand the Affordable Care Act’s (ACA) potential impact on your health care benefit plan.

• Analysis of your plan and employee workforce • Prioritizing next steps in alignment with your objectives • Creating a recommended action plan • Evaluating and modeling plan design and contribution strategies • Developing employee wellness and condition management approaches • Identifying cost-savings alternatives to Covered California, including PACE, a unique Joint Powers Authority medical benefits program for public agencies For more information about our Health Care Reform Consulting Services, please contact Steve Gedestad, sgedestad@keenan.com.

And Temecula and Paso Robles aren’t alone, as dozens of local jurisdictions discover how tapping into their potential tourism economy can lead to improvements in infrastructure and the quality of life communitywide.

“Visitors help pay for needed local infrastructure, emergency services and for every local attraction from Morro Bay’s aquarium to Atascadero’s zoo,” Atascadero Mayor Tom O’Malley says. “And the message also reminds us locals how blessed we are to live in paradise.”

In 2013 visitors to the Central Coast spent $7.1 billion, employing 74,000 people and generating $471 million in tax revenue. continued on page 14

License No. 0451271

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Innovative Solutions. Enduring Principles.

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Travelers spent $117 billion in California in 2014.

National Travel & Tourism Week Offers Economic Development Opportunities and Inspiration

clockwise from upper left Festivals attract crowds; balloon rides over Temecula are a perennial favorite for visitors to the region; California’s sweeping vistas draw tourists from around the globe; and wine regions throughout the Golden State help to boost tourism.

With California’s tourism industry on the cusp of unprecedented growth this year, there’s no better time to celebrate National Travel & Tourism Week, which this year is May 2–10. The event provides an opportunity to educate and inspire local businesses to take local destination tourism development and marketing to the next level.

The week’s marquee event is Travel Rally Day, slated for May 5, which will raise awareness about the benefits of travel and provide a platform to amplify how traveler spending supports communities and local businesses. Cities can use U.S. Travel resources — including a helpful tool kit — to develop opportunities and invite media to attend local rallies.

Find links to these tools and events in the online version of this article at www.westerncity.com.

Visit California is leading the effort to promote the Golden State as a premier travel destination and will host several events throughout the state during National Travel & Tourism Week, which will feature new tourism data and more information on partnership opportunities. Visit http://industry. visitcalifornia.com/Find-Research/Califor nia-Statistics-Trends for information about the local impact of tourism in California. www.westerncity.com

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Using Tourism to Grow Your Community’s Economy, continued from page 12

More Growth on the Horizon In 2006 Gov. Arnold Schwarzenegger signed the landmark AB 2592 (Chapter 790, Statutes of 2006) into law establishing an assessment program for the rental car industry. Since then, Visit California has built its programs on a foundation of funding generated by assessments from rental cars as well as accommodations, restaurants, retail, attractions and travel service businesses.

Culinary Scene Draws Visitors to Oakland

What Your City Can Do to Build Tourism

In Oakland, residents are finding a booming restaurant scene leads to an influx of tourists, which boosts economic activity.

Local communities are examining ways to increase their appeal to tourists and stimulate economic activity around tourism.

Such opportunities span a broad range that includes recreational activities, farm-to-fork activities, historical attractions, festivals that celebrate everything from the arts to agriculture and automobiles, and more.

“We opened more than 300 restaurants and bars in Oakland in the past 18 months,” says Oakland Mayor Libby Schaaf. “Their success is in part because of increased visitor traffic, which has also led to our transient occupancy tax becoming one of the fastestgrowing revenue sources for Oakland.

“In addition to fueling interest from investors, the recent national recognition of Oakland as a tourist destination has also led many individuals to relocate to our city, which contributes to our sustained economic growth,” Schaaf adds. “While Oaklanders remain our best ambassadors, it’s terrific to have Visit Oakland doing its part to help share and promote all the wonder and diversity Oakland has to offer.”

In 2012 visitors to Alameda County, where Oakland is located, spent $3.4 billion and generated $227 million in tax revenue.

Cities and regions looking to build tourism in their communities may want to take these steps.

Connect with your local tourism bureau to learn more about its work. Visit California can help make those connections; go online at industry.visitcalifornia.com for contact information and to learn more about the state’s tourism industry at every level.

Consider tourism as a key pillar of your community’s economic success now and into the future. A report co-sponsored

by Destination Marketing Association International and Visit California explains how tourism marketing and economic development go hand in hand. To access the report, read the online version of this article at www.westerncity.com. ■

The organization’s $50 million budget has allowed the state to compete effectively in the global marketplace. Visit California’s advertising generated 4.2 million additional trips and $7.8 billion in incremental visitor spending in 2013, a remarkable return on investment of $355 for every $1 spent on marketing programs.

Though the state’s marketing investment was more substantial than ever, it still paled in comparison to many competitors that had quickly outpaced and outspent California by wide margins. In 2012 four U.S. states — Hawaii, New York, Illinois and Florida — and two U.S. cities — Orlando and Las Vegas — spent more on destination marketing than California. Las Vegas’ $285 million budget dwarfed many countries vying for travel market share, including Mexico, the United Kingdom, Australia and France.

To maintain the state’s competitiveness California’s travel industry voted in December 2014 to assess itself and increase the state’s marketing investment to $100 million-plus beginning in fiscal year 2015–16. California’s travel and tourism industry is poised for continued growth.

A vibrant tourism economy can be built on regional features such as restaurant districts, outdoor attractions and amenities and recreational opportunities that appeal to visitors of all ages.

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League of California Cities

www.cacities.org

Some of Team Chico’s ambassadors prepare to visit local businesses and offer information about services that focus on growth and expansion.

Team Chico Boosts

Economic Development The City of Chico is located in scenic Northern California, about two hours north of Sacramento. With a vibrant community of 88,000 residents, the city also benefits from the presence of the California State University (CSU) Chico campus.

The Great Recession and subsequent statewide dissolution of redevelopment agencies profoundly affected Chico. During the recession Chico’s sales tax declined and its unemployment rate increased.

Major reductions in General Fund dollars, due primarily to the recession, meant that the city could no longer fund economic development programs and was forced to cut personnel for those programs.

At the same time, Butte County conducted an entrepreneurial study, which revealed that over 80 percent of local business owners had no idea of the services and resources available to them to assist in expanding or creating new jobs.

Chico, like many cities, had traditionally provided annual funding to economic development organizations, but economic

development efforts had become decentralized, with many service providers offering different programs and often competing for resources to sustain their organizations. To replace this competitive scenario with a collaborative approach, civic-minded residents, business owners and city leaders and staff came together to explore the idea of a partnership to better serve the business community and foster economic growth. This process resulted in the creation of the Team Chico economic development program.

Team Chico’s Key Elements A core team comprising representatives from the Chico Chamber of Commerce, Downtown Chico Business Association, the Alliance for Workforce Development and the City of Chico agreed to a collaborative action plan. As initiatives were developed and implemented, others joined the team, which expanded to include CSU Chico, Butte College, Small Business Development Center, Valley Contractors Exchange, Chico Stewardship Network,

Innovate Northstate, Pacific Gas and Electric, young professionals and private businesses.

A memorandum of understanding set the stage. Each organization committed to: • Provide a level of collaborative service; • Leverage expertise and resources; • Participate in joint business communications; and • Achieve mutually agreed-upon goals and performance standards.

The team members also committed to attend bimonthly meetings and participate in monthly business visits to an identified employment area to build awareness of available services.

Team Chico focuses on sharing its collective knowledge of the local business sector to help entrepreneurs and existing businesses identify and explore opportunities for growth and expansion. continued on page 22

The City of Chico won the Award for Excellence in the Community Services and Economic Development category of the 2014 Helen Putnam Award for Excellence program. To learn more about the award program, visit www.helenputnam.org. www.westerncity.com

Western City, May 2015

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Fontana Arts Program

Invigorates Local The City of Fontana (pop. 205,000) has developed a dynamic arts program that enhances the community’s quality of life and the local economy. A community survey conducted in 2006 revealed that 42 percent of households have a significant interest in and passion for cultural art programs and opportunities. In response, the Fontana City Council sought to increase arts engagement and awareness through visual and performing arts programs, partnerships and education opportunities.

Expanding its commitment to the arts, in 2008 the Fontana City Council invested in new venues and programming campaigns and launched the Fontana Arts Program.

Dedicated Facilities Offer Wide Range of Arts Programming The Fontana City Council also created a Downtown Arts District through the Fontana Arts Program by investing in five dedicated arts facilities that offer a variety of unique programming specifically

tailored to fit each venue’s amenities.

The Art Depot Gallery is set in a historic building originally built as a train depot in 1915 and features art showcases and exhibits, classes, activities, camps, education workshops and art receptions. The Steelworkers’ Auditorium, opened in 2008, hosts regular programming and special events showcasing theater, music, dance and educational performances.

The Miller Park Amphitheater hosts an extensive variety of concerts, symphony

The City of Fontana won the Award for Excellence in the Economic Development Through the Arts category of the 2014 Helen Putnam Award for Excellence program. To learn more about the award program, visit www.helenputnam.org.

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League of California Cities

www.cacities.org

Economy performances, dance recitals and festivals. The refurbished 1930s Center Stage Theater offers professional performing arts including dinner theater, cabarets and murder mysteries. The Koehler Gallery was developed in partnership with the Fontana Art Association in 2009 to provide art showcases and hands-on art activities as well as a ceramics program for those with special needs. continued

www.westerncity.com

The City of Fontana has launched an arts program that encompasses live performances, classes and an annual arts festival.

Western City, May 2015

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Fontana Arts Program Invigorates Local Economy, continued

The Fontana Arts Program enriches the lives of residents and enhances the local economy.

Fontana Arts Program events were created with the goal of enhancing the quality of life in the community and fostering art education, participation and appreciation.

Between 2008 and 2014 the program created 60 new events designed to expose people of all ages, interests and abilities to art experiences they might not otherwise have in their daily lives. This programming includes free fine art shows and demonstrations, special events, art and performance classes, live performances, educational outreach, music demonstrations, talent shows and workshops.

“Seeing a resident’s eyes light up with excitement as they discover an arts passion is the most rewarding part of my job,” says Nathan Hunt, community services coordinator for the city, who assists in implementing performing arts program components.

Multifaceted Approach Provides Something for Everyone The Fontana Arts Program also brings the arts to the community by supplementing city recreation-based programs with exclusive arts components. For example, the annual summer concert series features art exhibitions, theater performances and readings; the summer youth camps include visual and performing arts instruction; and after-school programs provide art enrichment and education.

In addition, the city launched the annual Fontana Arts Festival in 2009, a one-day free event held in Fontana Park. The festival presents visual and performing arts and provides residents with chances to learn about, participate in and celebrate diverse cultures and the arts.

“The Fontana Arts Program gives all community members the opportunity for art in their lives and engages them with

hands-on artistic experiences,” says Laura Mier, senior community services assistant for the city, who provides assistance with day-to-day program options.

The city implements a dynamic, comprehensive marketing strategy to promote the Fontana Arts Program brand through numerous channels, including the city website, newspaper and magazine print ads, television, radio and social media. A Fontana Arts icon helps the public readily identify arts-related programs and venues.

While much of the Fontana Arts Program’s success can be attributed to innovative programming and promotional strategies, the development of arts partnerships also plays a key role.

Local arts partnerships facilitate shared resources and expansion of program components and offer a broader base for outreach efforts. The city’s partners include art galleries, performing arts studios, three continued on page 21

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League of California Cities

www.cacities.org

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Display Advertising

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

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

Website Job Postings Display ads are posted on our website at no additional charge. But if you miss the deadline for getting your job opportunity ad into the magazine, you can post it on the Western City website right away.

To post your job opportunity ad on our automated website, visit www.westerncity.com or contact Kimberly Brady, Western City’s administrative assistant; email: kbrady@ cacities.org; phone: (916) 658-8223.

magazine, it will be posted at no additional charge on our website.

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Community Development Director City of Salinas, CA

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by California’s leaders Western City is the pre-eminent source for busy professionals, featuring California city government.

Subscribe online at www.WesternCity.com or call us at (916) 658-8223.

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The City of Salinas (approximate population 154,484) offers a unique combination of climate, natural resources, and people. Salinas is known as “The Salad Bowl of the World” for its production of lettuce, broccoli, mushrooms, and strawberries, along with numerous other crops. The City is seeking a Community Development Director who will provide strong visionary and collaborative leadership. The ideal candidate will demonstrate an entrepreneurial spirit and forward-thinking philosophy. Trust, confidence, professionalism, and employee development will be highly valued traits. Experience working in an ethnically diverse community is essential. Candidates must possess a Bachelor’s Degree in Urban Planning, Planning Administration, Public Administration, or a closely related field and seven years of increasingly responsible experience in managing a community development program, including five years of senior administrative and management responsibility. A Master’s Degree in Public Administration, Planning, Economics, Marketing, or a field relevant to the requirements of the position is highly desirable. The annual salary for the Community Development Director is $130,476 - $158,592 (before a 13% salary concession that is in effect through June 2015). If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Contact Valerie Phillips at (916) 784-9080 with questions.

Brochure available.

Closing date May 15, 2015. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Western City, May 2015

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Assistant Director

of Community Development

City of Camarillo, California Camarillo is located on the Pacific coastal plain, halfway between Santa Barbara and Los Angeles in western Ventura County. Only 15 minutes from the ocean, it has a mild year-round climate and is surrounded by scenic mountains and hills and highly productive agricultural land. The City of Camarillo possesses all the benefits of a suburban-rural community with a small town quality.

The Assistant Director of Community Development reports to the Director of Community Development and will initially supervise the Code Compliance Division and the day-to-day work of the Planning Division staff. A candidate with Community Development Block Grant and Affordable Housing program experience is highly desirable. In addition, the Assistant Director may directly manage some of the Division’s more technically demanding projects. Depending on the Assistant Director’s capabilities and strengths, more areas of Department responsibility may be added.

The new Assistant Director will possess a combination of education and experience with a concentration in urban, regional or environmental planning, public/ business administration or related field equivalent to a Bachelor’s degree. The ideal candidate will also have a minimum six years of increasingly responsible experience in urban planning, community development or related experience including three years of program management and supervisory experience.

To apply, submit your cover letter, resume, current salary and five work-related references (email preferred) to Bill Avery

by May 22, 2015. A job announcement is available at www.averyassoc.net/jobs.

William Avery & Associates Management Consultants 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 408.399.4424 • Fax: 408.399.4423 email: jobs@averyassoc.net www.averyassoc.net

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League of California Cities

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Director of Human Resources City of Long Beach, CA

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ne of the nation’s largest urban and dynamic coastal communities is seeking a Director of Human Resources.

The diverse City of Long Beach, California (pop. 470,000) spans 50 square miles in Los Angeles County and attracts over 5 million visitors per year. The Long Beach Human Resources Department is supported by 40 FTE and is organized across three Bureaus – Personnel Operations, Labor Relations and Risk Management. The Department serves more than 6,000 full and part-time employees throughout the City’s 22 departments.

The City is desirous of attracting local government professionals with impressive experience in human resources. The ideal candidate will be an exceptional and credible communicator with outstanding interpersonal skills. He/she will have a strong background in labor relations and in-depth knowledge around sound policy and best practice development and implementation. Previous experience with effective system conversions will also be considered favorably. At least five years of management experience and a Bachelor’s degree are required.

Salary will be DOQE up to the low $200,000s. A generous benefits package is also included. A detailed recruitment brochure is available at www.tbcrecruiting.com. This recruitment will close at midnight on Sunday, May 31, 2015.

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436

Fire Chief, City of Palm Springs, CA The City of Palm Springs (approximate population 50,000) is known for its crystal-blue skies, year-round sunshine, stunning landscape, and starry nights. The City’s Fire Department, with 56 full-time employees and an operating budget of $15.8 million is seeking a seasoned fire services professional with strong leadership and management skills to serve as the new Fire Chief. The ideal candidate will possess a broad range of fire suppression, prevention, and EMS experience to effectively guide the operations of a multi-faceted and well respected department. Exceptional interpersonal and communication skills are a must for a candidate’s success in this recruitment. An active, involved, and visible leadership style will be valued. Candidates must possess six (6) years of increasingly responsible experience in fire suppression. Experience in fire prevention and emergency management is also very desirable. Candidates should possess three (3) years of management and administrative experience. A Bachelor’s degree from an accredited college or university with major course work in the fire sciences, business administration or a related field is required. The annual salary range for the Fire Chief position is $136,428-$183,204, DOQ. Apply online at www.bobmurrayassoc.com. Contact Bob Murray with questions.

Closing date June 12, 2015. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Photo/art credits Cover: Courtesy of Visit California Page 3: Rudy Balasko/Shutterstock.com Page 5: R. Gino Santa Maria/Shutterstock.com Page 7: Black Jack/Shutterstock.com Page 8: Courtesy of the Institute for Local Government Page 9: Malven57/Shutterstock.com Pages 10-11: Courtesy of Visit California Page 13: clockwise from top left, Pbk-pg/Shutterstock. com; courtesy of Visit California; Jorg Hackemann/ Shutterstock.com; Michael Warwick/Shutterstock.com

Page 14: clockwise from top left, Michaeljung/ Shutterstock.com; beach, bikes and family photos courtesy of Visit California Page 15: graphics, Click Bestsellers/Shutterstock.com; photo courtesy of the League of California Cities and City of Chico Pages 16-17, 18, 21: graphics, Marylia/Shutterstock.com; photos courtesy of the League of California Cities and City of Fontana Page 23: photo, Jeff Wilber/Shutterstock.com Page 25: photo, Maksud/Shutterstock.com

www.cacities.org

Fontana Arts Program Invigorates Local Economy, continued from page 18

Children share paintings that they created in a class provided by the Fontana Arts Program.

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Fire Chief, City of Roseville, CA local nonprofits, school districts, county libraries, community clubs and local businesses. These collaborative partners provide art expertise, programming ideas and outreach — and, in some cases, funding.

The Arts Create a Notable Economic Impact Such arts partnerships, innovative programming at five newly constructed venues and promotional campaigns increased attendance and stimulated the local economy. A total of 63,336 people attended Fontana Arts Program events in 2014, a dramatic 14 times the attendance of 4,500 in 2007. The number of programs offered in a single year totals 1,234, equating to more than three activities for every day of the year. The development of new venues and programs created income for 1,050 people in 2014 alone, including hired performers, instructors, vendors and artists. The Center Stage Theater collected more than $1 million in revenue between 2008 and 2014.

The City of Fontana is committed to continuing to build the Fontana Arts Program, which offers a model for other communities interested in enriching residents’ quality of life and enhancing the local economy.

Contact: Amy Colbrunn, assistant to the city manager; phone: (909) 350-6556; email: AColbrunn@fontana.org; or Kristy Samples, community services supervisor; phone: (909) 349-6936; email: KSamples@fontana.org. ■

www.westerncity.com

The City of Roseville, CA (approximate population 124,000) is a progressive city that embraces the future while treasuring its 100-year history. The City is now seeking a strong leader with vision and creativity to serve as the new Fire Chief.

The Department currently employs 121 personnel and has an operating budget of $26,620,240. The ideal candidate will demonstrate analytical ability and strategic thinking in regard to the future of the Department. As the Fire Chief represents the Department to outside groups and organizations, the ideal candidate will be able to communicate on all levels and should be comfortable with public visibility and public speaking situations. Candidates must possess seven (7) years of increasingly responsible experience in firefighting, emergency response, and Incident Command System (ICS) activities, including three (3) years of administrative and management responsibility. An equivalent to a Bachelor’s degree with major coursework in fire science, public administration, business administration, or a related field is required. Possession of California State Board of Fire Services Chief Office Certification is also required. The salary range for the Fire Chief is $146,294.92-$196,048.94, DOQ. Apply online at www.bobmurrayassoc.com. Contact Bob Murray with questions.

Closing date June 12, 2015. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

CITY OF ATASCADERO Located in the heart of the California’s scenic Central Coast, the City of Atascadero combines the serenity of a rural lifestyle surrounded by a rugged natural beauty with an abundant mix of cultural, social and recreational opportunities. With a reasonable housing market, good schools, a business friendly environment and many recreational opportunities, Atascadero is an ideal location.

The Community Development Director reports to the City Manager and provides leadership to departmental staff and technical advice to the Planning Commission and City Council.

William Avery & Associates Collaboration, communication and organizational skills will be key attributes Management Consultants for the new Director, who will be comfortable working in a team environment, who is hands-on and well versed in planning and land use practices.

31/2 N. Santa Cruz Ave., Suite A

COMMUNITY DEVELOPMENT DIRECTOR

Los Gatos, CA 95030

The ideal candidate will have managed an active development portfolio 408.399.4424 within a community focused on quality projects, active participation from Fax: 408.399.4423 the community and where creative/innovative solutions are utilized. Land use issues and CEQA knowledge are essential requirements for this email: jobs@averyassoc.net www.averyassoc.net position. A background that includes at least five years experience in managing a community development division or department and a BA/BS in a related field are required.

An MA/MS and AICP certification are desired. The salary is $105,108-$127,760 annually, DOQ. To apply, submit your cover letter, resume, current salary and contact information including email addresses for five work-related references (email preferred) to Bill Avery by May 29, 2015. A formal job announcement is available at http://www.averyassoc.net.

Western City, May 2015

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Team Chico Boosts Economic Development, continued from page 15

This includes knowing the community’s composition in terms of employment centers, industry sectors, largest employers and employment sectors, sales tax generators, highest economic impact employers and emerging business and industry. Delivery of service is integrated with this knowledge.

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An unexpected outcome of Team Chico was the appearance of new, emerging niche sectors and organizations wanting to participate with the team to leverage resources and reach other businesses that could be a part of their sector strategy.

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LIBRARY AND RECREATION SERVICES DIRECTOR City of Corona, CA

The City of Corona is located approximately 45 miles southeast of Los Angeles in western Riverside County and has remarkable history dated back to the late 1800’s.

The City is seeking an educated problem solver, motivated visionary with high character and great decision making skills to join our staff as the Library and Recreation Services Director.

The successful candidate will have the knowledge of theory, principles and practices of modern library management and the ability to analyze and make sound recommendations on complex operational and financial issues related to the operation of a large public library; the ability to contribute innovation and creativity while managing, planning, and coordinating community events and recreation programs. The candidate must have a Master’s Degree in Library Science plus ten years of progressively responsible professional and managerial library experience, supplemented by five or more years of Supervisory experience.

The City of Corona offers a comprehensive benefits package.

If you are interested and want to learn more about this opportunity please visit the Human Resources page at: www.discovercorona.com

Executive Director, Housing Authority of the County of San Joaquin, CA For nearly 70 years, the Housing Authority of the County of San Joaquin has provided shelter and assistance in San Joaquin County through a variety of federal, state, and local affordable housing programs, as well as through partnerships with other agencies and businesses. The Authority oversees a budget of $47 million and a staff of 84. The Authority manages four public housing projects located throughout San Joaquin County providing 1,072 housing units. The Board of Directors is looking for an accomplished leader dedicated to providing and advocating for affordable and attractive living environments for those of modest means and to give individuals and families opportunity to continuously improve themselves and achieve self sufficiency. Candidates must possess a Bachelor’s degree in Business, Political Science, Finance, Urban Planning, Economics, Public Administration, or a related field; a Master’s degree is desirable. Candidates should possess at least seven years industry experience with five years at an executive level in housing, community development, real estate, or a related industry. The salary for the Executive Director is competitive and open, DOQ. If you are interested in this outstanding opportunity, please visit our website at www.bobmurrayassoc.com to apply online.

Closing date May 29, 2015. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

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League of California Cities

Collaborative Effort Produces Jobs and Significant Results The shared value system means all of the team’s organizations support efforts around critical challenges that affect the business climate and vitality of the community. For Chico, the initial challenge was addressing a large transient population in the downtown area.

Team Chico’s effectiveness stems from the interconnection of the core service providers truly collaborating on outcomes with the city. This collaboration became the city’s economic development arm — responding to business needs as well as challenges to economic growth, business climate and employment centers. Chico Mayor Mark Sorensen says, “In a time of diminishing resources, the Team Chico collaborative approach allows for flexibility, addresses challenges quickly and broadens expertise, resulting in greater business satisfaction plus higher recruitment success — which means more jobs.”

“We’ve integrated our communications and services and exponentially increased our impact on the community simply by trusting each other and breaking down long-standing barriers between our organizations and agencies,” says Katie Simmons, president and CEO of the Chico Chamber of Commerce and Visitor Center and a co-captain of Team Chico communications and administration. “Businesses make one call and are instantly connected to just about every resource available to them, saving valuable time and money.”

In 2013–14, its first year, Team Chico’s efforts produced an economic impact of nearly $48 million and created over 1,500 jobs. In addition, the city realized a $1.9 million increase in tax revenue through local property and sales taxes.

For a link to Team Chico’s 2013–14 Annual Report, read the online version of this article at www.westerncity.com.

Contact: Mark Orme, city manager, City of Chico; phone: (530) 896-7201; email: mark.orme@chicoca.gov. ■

www.cacities.org

Reducing Unfunded Liabilities for Other Post-Employment Benefits, continued from page 9

An actuarial analysis completed in March 2015 indicates the city’s OPEB liability has been reduced by 73 percent as a result of these changes. Further, the city expects to be 95 percent funded in 11 years; at that time the OPEB trust will be the primary funder of the plan, eliminating the expense of retiree health benefits from the city’s General Fund completely. In addition to these reductions, the city’s annual health care costs (employee and retiree) have been reduced by 35 percent.

The Affordable Care Act as a Framework for Solution Past efforts in the City of South Lake Tahoe to control medical insurance costs involved eliminating plan participants, creating tiered coverage and increasing deductibles. In 2013 the city retained a new health care broker and worked with employees and experts for innovative and creative solutions to reduce the annual cost of health and wellness benefits as well as OPEB liabilities. Although the economy was slowly beginning to recover, the recession (and GASB 45) had made it clear that the unfunded liabilities had to be reduced if the city was going to be fiscally sustainable for the long haul.

We established an internal Health Care Cost Containment Committee comprising employees from all levels of the city.

The committee invested a considerable amount of time investigating solutions and comparing fully insured plans versus a newly structured self-insured plan.

Once the ACA was rolled out to the states, we considered how it could provide a framework for developing an effective solution for the city’s health insurance benefits. The plan we eventually adopted began with the health care broker designing an entirely new medical insurance plan in accordance with ACA requirements. The plan’s foundation is a basic high-deductible plan provided at the city’s cost to plan participants (similar to the ACA bronze-level plan). Prior to the new benefit structure, the city only had one medical plan option at single or family rates. Participants now

continued www.westerncity.com

We had grown weary of chipping away at benefits only to watch helplessly as the liability escalated.

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Police Lieutenant, California State University, San Bernardino, CA California State University, San Bernardino is a preeminent center of intellectual and cultural activity in Inland Southern California. Opened in 1965 and set at the foothills of the beautiful San Bernardino Mountains, the university community includes over 20,000 students, faculty and staff. The CSUSB is seeking a Lieutenant with thorough knowledge of law enforcement, public safety and security methods; the ability to apply public safety experience and principles in a campus setting; willingness and ability to enhance the partnership between the department and the campus community; a clear track record of experience in diversity, accountability and transparency, as they apply in a law enforcement setting. All candidates must possess a POST Management Certificate or be eligible to obtain one within 12 months of hire. A bachelor’s degree from an accredited college or university—with study in the areas of criminal justice administration, business administration, psychology, or a related field is strongly preferred. A master’s is desirable as is prior experience in a university or educational law enforcement setting. The salary for the Lieutenant will be negotiated based on candidate qualifications.

The University also offers an attractive benefits package including tuition fee waiver for the employee and dependents. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Fred Freeman at (916) 784-9080 should you have any questions. Brochure available.

Closing date TBD. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

New opportunities . . .

City Manager

City of Redwood City

Director of Human Resources City of Long Beach

Recreation Manager City of Brisbane

Chief Information Officer City of Modesto

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8434

Western City, May 2015

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Reducing Unfunded Liabilities for Other Post-Employment Benefits, continued

may purchase one of four optional plans with lower out-of-pocket expenses and lower deductibles — all of which were designed similar to and in accordance with requirements of the ACA. The new structure also lowers premiums by including two-party rates along with single and

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family rates. This enables participants to choose the plan best suited for their family.

The city entered formal negotiations with all bargaining units and unrepresented employees in 2014. In addition to the following goals, we sought to provide

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CITY OF BENICIA Benicia, a San Francisco Bay waterfront city, is known for its small town charm and quality of life. Citizens enjoy low crime, good schools, affordable housing, culture and a wide range of recreational opportunities.

The area features uninterrupted miles of public shoreline, a marina and boat launches for fishing and sailing, and the Benicia State Recreation Area.

The Assistant Public Works Director reports directly to the Public Works Director and oversees the activities of the water treatment, wastewater treatment, water quality control and William Avery & Associates maintenance divisions. The new Assistant Director will be an integral Management Consultants member of the Department’s management team and will participate in departmental policy development, administrative planning and be a 31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 committed team player.

ASSISTANT PUBLIC WORKS DIRECTOR

408.399.4424

The ideal candidate will have at least five years increasingly responsible Fax: 408.399.4423 experience in management/administration, including at least three email: jobs@averyassoc.net years experience in operations, maintenance and/or related programs www.averyassoc.net (conservation, public outreach, etc.) of Public Works. A Bachelor’s degree in public or business administration, or related field is required. To apply, submit your cover letter, resume, current salary and contact information including email addresses for five work-related references (email preferred) to Bill Avery by May 22, 2015. A formal job announcement is available at http://www. averyassoc.net and the City’s website at http://www.ci.benicia.ca.us.

Police Chief, California State Polytechnic University, Pomona, CA California State Polytechnic University, Pomona is nestled in 1,438 rolling acres on the eastern edge of Los Angeles County. Cal Poly Pomona benefits from a richly diverse community reflective of the greater Los Angeles area. Cal Poly Pomona is seeking a Police Chief who will demonstrate an open, participatory, flexible, team-oriented management style that includes the ability to listen to ideas and opinions, establish rapport with the campus community and champion a diverse, engaged, responsive department. Candidates for the Police Chief position are required to possess a bachelor’s degree in criminal justice, public/business administration, or a related field. A master’s degree is highly desirable as is a law-enforcement background at an institution of higher education. All candidates must possess a POST Management Certificate or be eligible to obtain one within 12 months of hire. . Cal Poly Pomona also offers an attractive benefits package including tuition fee waiver for the employee and dependents. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com.

Please contact Fred Freeman at (916) 784-9080 should you have any questions.

Brochure available.

Closing date TBD. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

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employees a greater role in the decisionmaking process and in designing their total compensation package. The negotiation process included these elements.

Eliminate the inequity in health insurance benefits. In our case, the flaws in the tiered retiree medical benefit structure resulted in about half of the employees having eligibility for some portion of benefits and the other half having eligibility for none, except a small contribution to medical savings. As medical costs accelerated, the result was a vast differential in benefit value along with the increased OPEB liability. The inequity in the benefits had a direct impact on the city’s ability to increase compensation for all employees. The restructured plan resulted in more equitable benefits for employees; however, these changes came at the sacrifice of retiree health benefits from employees not yet retired.

Create sufficient revenues for salary increases. After five stagnant years, employees were overdue for salary increases.

A large portion of the city’s revenues are tourist-based and fluctuate based on weather, the season and economic conditions. Salary increases could not be sustained by modest economic improvements without reductions in annual and long-term health care costs. The sooner we resolved unfunded liabilities, the sooner we could design more attractive total compensation packages for public employees.

Provide a variety of total compensation options. Some savings from the city’s newly restructured medical plan were offered as other forms of compensation, enabling employees to control more of the decision-making regarding their compensation. Labor representatives negotiated whether to put those funds into Section 125 accounts to “buy up” to a lower-deductible plan and/or retirement deferment plans or other options.

These options encourage employees to be actively engaged consumers of financial investments and medical coverage. These options also control costs as they are provided in accordance with available funds. continued on page 26

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Sustainability Best Practices:

Economic Benefits & More

The city’s OPEB liability has been reduced by 73 percent as a result of these changes.

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City Manager, City of Chandler, AZ

Cities are using creative, innovative solutions to meet state-mandated goals for reducing greenhouse gas emissions.

Read how these solutions and sustainability best practices can benefit a city’s:

The City of Chandler (population approx. 242,000) is located in the southeast part of the Phoenix metro area. The Council is looking for a City Manager who can build upon the current organization and then take it to the next level. Candidates should possess significant experience in municipal government. Ideally individuals will have served as a City Manager. A big picture generalist with a broad understanding of development, redevelopment, and finance is being sought.

Candidates for the position would typically possess a bachelor’s degree in Public Administration or a related field. Possession of a master’s degree is highly desirable. The salary range for the City Manager is dependent upon qualifications; the City also offers an attractive benefits package. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com.

Please contact Fred Freeman at (916) 784-9080 should you have any questions. Brochure available.

Closing date TBD. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

» Economic development; » Fiscal health; and » Quality of life.

Learn about the ways that sustainability best practices can help: » Improve air quality; » Reduce wear and tear on transportation infrastructure; and » Decrease traffic congestion.

Don’t Miss This Web Exclusive Feature Read “Planting the Seeds for a Healthy and Vibrant Community” online at www.WesternCity.com by clicking on “Web Exclusive.”

www.westerncity.com

THE CITY OF HUNTINGTON PARK

Invites your interest in the position of

CITY MANAGER

The Huntington Park City Council is seeking a new City Manager who is an outstanding professional and has the experience and vision to assist the City Council in taking the community to a new level of success.

Of utmost importance is a City Manager with experience in Economic Development, Finance and the ability to move projects forward.

The new City Manager will be expected to facilitate a team oriented and collaborative work environment. The ability to provide a decisive and assertive leadership as necessary combined with a participative and open interpersonal style will be critical to this role.

Bachelor’s in Public Administration or a closely related field. A Master’s degree is highly desirable. At least ten years of progressively responsible experience in the management and administration of a municipal government.

The salary is open and negotiable depending on qualifications and experience.

In addition, the City offers an attractive benefits package.

To be considered for this exceptional career opportunity please apply immediately. Position Open Until Filled.

To apply submit a letter of interest and resume to the Human Resources Department. A detailed brochure is available at www.hpca.gov or (323) 584-6227.

Western City, May 2015

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Reducing Unfunded Liabilities for Other Post-Employment Benefits, continued from page 24

Establish a secondary pension plan.

Most public employees depend on a single source for their retirement income.

However, employees will likely need additional income in retirement as medical costs and OPEB liabilities intensify,

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potentially causing the elimination of retiree medical benefits to escalate. At the request of employees, a 401(a) deferred compensation program with employermatching funds was established as another option.

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PLANNING MANAGER City of Malibu, California

The City of Malibu (pop. 12,700) is a beautiful coastal and environmentally conscious community in northwest Los Angeles County that strives to provide its residents with exceptional customer service. The City is seeking a highly motivated Planning Manager with extensive knowledge of and experience in current and long-range planning principles and practices, particularly in local coastal planning. This is a mid-management position that serves under the direction of the Planning Director.

Candidates must possess the equivalent to graduation from an accredited four-year college or university with major coursework in urban planning, community development, business or public administration or a related field and five (5) years of responsible professional urban planning experience, including supervision. Possession of a Master’s degree in either city planning or public administration with emphasis in city planning, and certification by the American Institute of Certified Planners (AICP) are highly desirable. Salary range: $107,503 $139,753 annually, plus excellent benefits. Apply online at: www.malibucity.org/jobs. EOE Closing date: May 15, 2015, at 4:00 PM.

General Manager United Water Conservation District, CA Headquartered in Santa Paula, California, United Water Conservation District (United) encompasses 214,000 acres of the Santa Clara River Valley and the Oxnard Plain. United’s Board is now seeking a General Manager to oversee the District’s staff of 55 with an annual budget of $18-21 million. The ideal candidate must be a skilled and seasoned professional with executive experience in a mid to large sized organization. The incoming General Manager must be a forward thinking individual with the ability to meet challenges in an ever changing water environment. Someone who stays up to date on policies and regulations within the profession and understands legislative changes with local/state and federal agencies is being sought.

The ideal candidate will have experience in navigating complex water use and rate litigation while working with internal and external legal counsel, including subject matter experts.

The new General Manager will need to immediately focus on regional implementation of the Sustainable Groundwater Management Act of 2014 and establish United’s roles and responsibilities. Candidates should be skilled in strategic planning and financial management, have experience with the Endangered Species Act, and possess a background in a regulatory environment. Candidates must possess a bachelor’s degree in engineering, business, geology or a related field and a combination of management and leadership experience in an organization of comparable size and complexity; a master’s degree is desirable. The salary range is $205,674-$249,998 annually, (effective 7/1/2015 includes the 2.5% COLA for July 1) the District also offers an attractive benefits package. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com.

Please contact Fred Freeman at (916) 784-9080 should you have any questions. Brochure available. Closing date May 15, 2015.

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

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Tips for Developing Solutions While some of the elements of the solution we implemented are unique to our city, many others could be customized and replicated in non-Public Employees’ Medical and Hospital Care Act (PEMHCA) agencies. Agencies under PEMHCA would need to evaluate the variety of costs and benefits of changing plans. Some key strategies and features of the process we believe are necessary include the following: Recognize it will be difficult. Employees, retirees, elected officials and the public have sharply differing expectations related to these issues. Perceptions about the impact of the results also differ considerably.

Seek collaboration. We invested a substantial amount of time meeting with stakeholders, sharing information and collaborating on solutions. We also sought to understand the root causes and flaws in the structure of our plan design. The Health Care Cost Containment Committee worked on researching solutions.

Keep the citizenry in focus. There is a belief among the public that they — as our primary source of funding — are often overlooked as to the tax burden placed on them by public employee benefit packages. It is a straightforward issue: Taxpayers don’t have the funds to cover these obligations. Billions of dollars are at stake, and millions of taxpayers (and their future generations) are counting on public agency officials to produce solutions.

Be transparent and candid. The agencies in bankruptcy provide a lesson for others to recognize that the cost of doing nothing may be bankruptcy. In that case, stakeholders and creditors will be subject to a judge’s determination of the priority of debts. Bankruptcy may be a solution, but it should be the very last resort.

Confront the reality. Taxpayers will not vote for a new tax measure to provide billions to the state and millions to local agencies to cover OPEB liabilities.

Employees in tiers where retiree medical benefits have been eliminated are not going to indefinitely postpone salary increases to fund benefits they are not

www.cacities.org

care — may result in emotionally charged discussions. Be open to creative solutions by keeping the outcome, rather than the process, in focus.

eligible to receive. And medical costs are not declining. The fact is $150 billion is not going to emerge out of the shadows; however, by not frankly addressing this issue we appear as if we believe otherwise.

In South Lake Tahoe we confronted the reality and sought sizeable solutions. We had grown weary of chipping away at benefits only to watch helplessly as the liability escalated.

Seek advice and innovation. Many brilliant minds have been working on solutions to these issues for years. We learned from others and are sharing our results in the same spirit.

And finally, acknowledge the sacrifices being made. Franklin D. Roosevelt gave an impassioned speech in 1936 titled “A Rendezvous with Destiny” during which he said, “There is a mysterious cycle in human events. To some generations much is given. Of other generations much is expected.” Much is expected of today’s public managers and employees to bear the burden of reducing these

Don’t let the fear of failing inhibit effort.

Big, bold ideas are necessary to resolve these OPEB unfunded liability issues. The fear of failing can obstruct creativity and innovation. Trial and error in customizing a solution is part of the process.

Be committed but flexible. It will take courage to stay the course. The issues related to benefits — particularly health

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obligations. However, the financial impact to the communities we serve is worth the effort. Although the OPEB figures are staggering, they are not insurmountable. Resolution can be accomplished by bringing everyone into the discussion and collaborating to customize alternatives for each agency’s situation. If we leverage our collective wisdom and get this right, the next generation will realize that, to paraphrase Roosevelt, from us “much was given.” ■

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Looking for Footnotes?

For a fully footnoted version, read this article online at www.westerncity.com.

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Assistant City Manager City of San Rafael, CA

Marin County’s oldest city, San Rafael (pop. approx. 60,000) lies midway between San Francisco and California’s famous wine country. San Rafael is the County’s premier economic, financial, cultural, and service center and is located in an incomparably beautiful natural setting. San Rafael has a staff of nearly 400 FTEs and annual total budget of over $100M. The Assistant City Manager has primary responsibility for assisting City Manager Jim Schutz in overseeing the day-to-day operations of the City and providing expert advice to the City Manager, City Council, and staff. A big picture approach as well as ability to roll up her/his sleeves and dive into an issue is necessary. A Bachelor’s degree in public administration or a related field is required; Master’s degree is preferred and a minimum of five years’ highly responsible local government management experience. As of July 1, 2015, the salary for this position is up to $172,056 plus an additional management allowance of 4.59%.

Filing deadline is June 12, 2015.

Director of Human Services Eagle County, CO

Renowned ski resorts, legendary trout streams, premier golf courses, and unlimited hiking in the center of the Colorado Rocky Mountains; Eagle County has all of this and so much more. Eagle County is a fullservice county, with 470 full-time equivalent employees spread over 30 departments and is financially healthy. With a staff of 60 and a budget of $6 million, the Director is responsible for a diverse portfolio of services with multiple interrelated funding sources and programs regulated by complex state and federal regulations. The County is seeking an innovative relationship builder with a servant leader philosophy who is committed to public service and outstanding customer service. Master’s degree in Social Work, Psychology, Public Administration or related field required as is a minimum of ten years of progressively responsible human services leadership and management experience including a minimum of three years as a Director or Division Head in a comparable organization. Salary range from $103,000 to $121,025 annually DOQ with a generous benefits package, including wellness incentives.

Please send your cover letter and resume electronically to:

Peckham & McKenney apply@peckhamandmckenney.com Resumes acknowledged within two business days.

(866) 912-1919 Call Bobbi Peckham for San Rafael or Phil McKenney for Eagle County.

For more information and a detailed brochure, please visit us at www.peckhamandmckenney.com.

Filing deadline is June 8, 2015.

www.westerncity.com

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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

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Bobbi C. Peckham • Phil McKenney

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Western City, May 2015

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