Western City November 2014 by Western City Magazine

NOVEMBER 2014 |

The Monthly Magazine of the League of California Cities®

New Municipal Financial Health Diagnostic Tool Helps Cities p.13 Vallejo’s Participatory Budgeting Builds Public Involvement p.17 The Fiscal Challenges Ahead for California Cities p.3

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Livermore Sanitation2 Marchetti Construction Inc.2 Morley Brothers LLC2 Kevin Mullin for Assembly2 Murphy Rearson Bradley & Feeny Napa Recycling2 Potential Industries Rabobank2 Rancho San Gorgonio2 Riverside Construction2 San Mateo County Association of Realtors2 Santa Monica Police Officers Association

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CONTENTS 2 Calendar of League Events 3 Executive Director’s Message The Fiscal Challenges Ahead for Cities

L eague Provides 13

Municipal Financial Health Diagnostic Tool

By Michael Coleman

By Chris McKenzie

With three major municipal bankruptcies in California cities in recent years, it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical — they are real.

10 City Forum

alifornia’s economy is improvC ing, and local revenues are picking up. But fiscal challenges remain, especially in the area of escalating costs. More cities are heading into financial peril. This new tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis.

CalTRUST Offers a Safe, Convenient Investment Pool for Local Agencies

16 The Balanced Triangle

By Norman Coppinger

By Lee Price

rganized as a joint powers O authority, CalTRUST offers shortterm, medium-term and money market accounts. These accounts provide easy, safe and reliable options for public agencies.

ews From the Institute for N Local Government

ILG Welcomes California’s Newly Elected Local Officials Newly elected local officials and staff can get up to speed on a variety of key topics using free resources designed to meet their needs.

and the City Clerk’s Role in Local Government

he clerk’s role is to ensure proper T process and open, transparent government. As professional managers, clerks are uniquely qualified to do just that.

17 California Cities Helen Putnam Award for Excellence

Vallejo’s Participatory Budgeting Builds Public Involvement, Generates Results The process gives residents a voice in spending decisions.

Job Opportunities 19 Professional Services 27 Directory

over Photo: Feng Yu/ C Shutterstock.com

Sponsored by the League of California Cities

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

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

President Tony Ferrara Mayor Arroyo Grande

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

Second Vice President Dennis Michael Mayor Rancho Cucamonga

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

November

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

Legislative Briefing, Webinar Learn about the latest legislative developments affecting cities in this interactive program.

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

13– 14

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

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

Contributors Dan Carrigg Martin Gonzalez Melissa Kuehne Lorraine Okabe Anna Swanson

December 3– 4

Municipal Finance Institute, Monterey This conference provides essential information for city officials and staff involved in fiscal planning for municipalities.

Associate Editors Jim Carnes Carol Malinowski Carolyn Walker

3– 5

Design Taber Creative Group

City Clerks’ New Law and Elections Seminar, Monterey The seminar covers laws affecting elections as well as many aspects of the clerk’s responsibilities.

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. ©2014 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XC, No. 11.

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First Vice President Stephany Aguilar Council Member Scotts Valley

League of California Cities

January 2015 14–16

New Mayors and Council Members’ Academy, Sacramento This vitally important training prepares newly elected officials for the demands of office and introduces them to the legal constraints on city councils.

15 –16

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.

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

28 – 30

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

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

www.cacities.org

Executive Director’s Message by Chris McKenzie

Fiscal Challenges Ahead for Cities The

his issue of Western City focuses on municipal finance. So it seems appropriate to look at some of the major policy and fiscal challenges facing cities over the next five to 10 years and how the tools presented in this month’s articles can be part of your overall fiscal management strategy. President Harry Truman, who coined the phrase “the buck stops here,” also reportedly requested a one-armed economist. Apparently he was sick of economists proclaiming “on the one hand, this” and “on the other hand, that.” Today’s economists may be more willing to take a position, but they don’t always agree. Some recent economic projections in our state illustrate this point. The UCLA Anderson School of Management economic forecast released Sept. 11, 2014, includes this statement about conditions in California: “The California economy is moving forward in an expansion from the depths of the

Great Recession. But, even though the number of jobs is now higher than at any time in the past, the state remains below its potential in output and employment. That we are entering the sixth year of expansion illustrates just how painfully plodding this recovery process has been.” On the same day the University of the Pacific’s School of Business issued an economic forecast that states: “Overall, the California economic outlook has changed little since May. California’s economy continues to grow, and non-farm payrolls recently surpassed their pre-recession, 2007 peak of 15.4 million jobs. 2014 is shaping up to be yet another year of moderate 2 to 3 percent growth in both employment and gross state product (GSP). The forecast anticipates stronger growth from 2015 to 2017 with real GSP growing between 3.5 and 4 percent, as homebuilding makes a larger contribution to growth.” These leading economists believe our economic recovery is still “painfully

plodding” and, at least in the case of the University of Pacific projections, that there may be stronger growth around the corner from 2015–17. These forecasts and the fact that they don’t necessarily agree suggest a number of possible approaches to revenue projections for the next five years. One thing we do have a good handle on is the recent past, and the news of the past few years, from a statewide perspective, is positive.

City General Revenues: Moderate Recovery, but Uneven Throughout the State Few if any of us have probably ever experienced anything like the contraction in city revenues that occurred during the Great Recession. As everyone in local government knows (because every city was negatively affected to some extent), the decline in every major revenue source required making tough cutbacks and innovative service arrangements and deferring necessary investments in infrastructure and equipment. continued

www.westerncity.com

Western City, November 2014

The Fiscal Challenges Ahead for Cities, continued

Figure 1. City General Revenues Billions $25

$20

$15

$10

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

2007-08

2008-09

2009-10

2010-11

2011-12

10.8%

-.6%

2.4%

3.6%

10.4%

6.7%

0.0%

2.9%

8.1%

-9.9%

8.8%

3.4%

Percent change from previous year

Source: Coleman Advisory Services; calculations from California state controller annual reports

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As Figure 1 (left) illustrates, it is clear that from a statewide perspective city general revenues have returned to the level from which they fell in FY 2009â&#x20AC;&#x201C;10 at the time of the Great Recession. As always, however, in a state as diverse as California, the recovery has been uneven, with coastal cities often faring better than those inland. Many cities are only now beginning to consider giving salary increases after four to five years of austerity and employee â&#x20AC;&#x153;give backsâ&#x20AC;? and concessions. Moreover, cities made significant reductions in the number of full-time employees. The loss of redevelopment in 2011 has made this picture and the overall revenue picture of cities even bleaker.

What Did Not Get Done In addition to reducing personnel, cities had to defer routine infrastructure maintenance and replacement to survive the recession. Fewer streets, bridges, buildings and other real estate assets were maintained unless there was a source of fee revenue to support the work or a federal

infrastructure grant to finance it. In October 2014 the League and the California State Association of Counties (CSAC) released a report estimating that cities and counties together face $78.3 billion in unfunded street and road improvements over the next 10 years. According to one national transportation research group, the failure to maintain our highways is also costing California motorists $44 billion annually, or over $2,000 per motorist personally on average per year, due to additional vehicle operating costs, congestion-related delays and traffic crashes.

Questions About the Future Viability of the Sales Tax While the sales tax has long been a source of steady revenue growth for cities, changes in the economy and the burgeoning market for e-commerce are posing some serious challenges about the future of the sales tax as a major leg of the three-legged stool of city revenues (property tax, sales tax and miscellaneous taxes and fees).

Data from the California State Board of Equalization, shown in Figure 2, demonstrate that sales tax collections as a percentage of personal income have fallen from 0.53 percent in 1974 to 0.24 percent in 2012. This suggests its declining value as a local revenue source because so many retail sales escape taxation due to two major factors: 1. The shift in consumer consumption from taxable retail goods to untaxed services; and 2. The growth of e-commerce that largely escapes taxation. We have known for a long time that our sales tax base has become increasingly obsolete as more untaxed music, software, information storage and other services grow. Moreover, as the population ages, spending preferences shift to services (including health care) and taxable spending declines. continued

Figure 2. California City and County Sales and Use Tax Allocations as a Percentage of California Personal Income Percent of Personal Income .60%

.50%

.40%

.30%

.20%

.10%

19 7

019 71 71 19 72 72 19 73 73 19 74 74 19 75 75 19 76 76 -77 19 77 19 78 78 19 79 79 -8 0 19 80 19 81 81 19 8 2 82 19 8 3 83 19 8 4 84 19 8 5 85 19 8 6 86 19 87 87 -8 8 19 88 19 8 9 89 19 9 0 90 19 91 91 19 92 92 19 9 3 93 19 9 4 94 19 9 5 95 19 9 6 96 19 97 97 19 9 8 98 19 9 9 99 -0 0 20 00 2 0 01 01 20 02 02 20 03 03 20 04 04 -0 5 20 05 -0 6 20 06 2 0 07 07 20 08 08 20 09 09 2 0 10 10 -11 20 11 2 0 12 12 2 0 13 13 -14

.00%

Source: Computations by Coleman Advisory Service from California State Board of Equalization (sales tax) and Department of Finance (personal income) data www.westerncity.com

Western City, November 2014

The Fiscal Challenges Ahead for Cities, continued

The once-fledgling e-commerce market is on the way to becoming the fastestgrowing part of the economy, and it is still largely untaxed because Congress has failed to pass legislation leveling the playing field between e-commerce and traditional brick-and-mortar businesses. According to the U.S. Census Bureau, since 2005 e-commerce as a share of total retail sales has increased from 2.4 percent to 6.4 percent. In the second quarter of 2014, total retail sales increased 2.3 percent and e-commerce sales increased 4.9 percent. California’s composite sales tax rate is among the highest in the nation and its base among the narrowest. Services and intangible goods are not taxed — yet that is where the growth in the economy is occurring.

Pensions and Retiree Health Care: The Gift That Keeps on Giving Defined benefit pensions used to be the gold standard in the private and public sectors, providing solid but not extravagant retirement benefits to employees who dedicated their lives in service to their employer. As private business consolidations and mergers occurred at an unprecedented rate over the past two decades, companies began to abandon defined benefit programs that created such high “legacy costs” for their balance sheets and started substituting less generous but highly portable 401(k) retirement savings and investment plans. While the private sector was abandoning traditional pensions for the new model, the public sector in California went the other direction, beginning in 1999.

Apparently convinced that the economic surge that began in the late 1990s would go on forever, the state Legislature authorized richer retirement options for both miscellaneous and public safety employees. Following the state’s lead, cities, counties and special districts began adopting these enhancements without really considering the long-term liabilities that such plans created. The most expensive were the ones that were retroactive, suddenly increasing pension rewards for prior rather than future service. When the 2008 Great Recession hit and the California Public Employees’ Retirement System (CalPERS) and stand-alone local pension plans suffered serious investment losses, unfunded liabilities increased dramatically for both the state and local agencies. continued on page 8

League of California Cities

www.cacities.org

E-commerce is becoming the fastest-growing part of the economy, and it is still largely untaxed.

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.

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Western City, November 2014

The Fiscal Challenges Ahead for Cities, continued from page 6

CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions. But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans administered by CalPERS. CalPERS changed its “smoothing” policies in 2013, raising employer contribution rates significantly over the next five years. In early 2014, recognizing that people are living longer, CalPERS raised rates again to improve the plan’s long-term sustainability. Once again local agencies experienced rate increases that will be phased in over a five-year period. Combined with cities’ retiree health and dental care liability (referred to as other post-employment benefits or OPEBs), the unfunded liabilities of cities for pensions and OPEBs are daunting. One manager of an otherwise well-financed

city told me recently that in year three of his city’s five-year financial forecast, the pension rate increases alone will put the city into a deficit spending position, even if they assume healthy revenue growth, and it worsens in the subsequent years. Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time, leaving nothing left over for salary increases — and likely forcing service and staffing reductions. Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years, shown by types of benefits provided. For many cities, pension contributions to CalPERS for public safety employees will rise dramatically over the next five years. If there are no future benefit enhancements, costs will start moderating after 2022. While this illustrates the long-term nature of the problem, the next five to 10 years are expected to be the most expensive and painful. In the near future CalPERS expects to explain

to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash. For some cities this will prove to be a very prudent step. The state, cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pension liabilities. As in the case of pensions, the best solution to this problem is to prefund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS), CalPERS or an insurance company. Meanwhile, cities are conducting major reassessments of their retiree health commitments in light of the Affordable Care Act and other factors.

Taking the Long View With three major municipal bankruptcies in California cities in recent years, it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical — they are real. For this reason

Figure 3. Example CalPERS Employer Rate Burden

Percentage of payroll

60%

50%

40%

30%

20%

10%

League of California Cities

Source: Contribution projections prepared by Bartel Associates

14 -15 16 -17 20 18 -19 20 20 -2 1 20 22 -2 3 20 24 -2 5 20 26 -2 7 20 28 -2 9 20 30 - 31 20 32 -3 3 20 34 -3 5 20 36 - 37 20 38 -3 9 20 40 - 41 20 42 -4 3 20 44 -4 5

Cities With Benefits of 3%@50 With 2%@50 2nd Tier for Public Safety Employees and 3%@60 With 2%@60 2nd Tier for Miscellaneous Employees

14 -15 16 -17 20 18 -19 20 20 -2 1 20 22 -2 3 20 24 -2 5 20 26 -2 7 20 28 -2 9 20 30 - 31 20 32 -3 3 20 34 -3 5 20 36 - 37 20 38 -3 9 20 40 - 41 20 42 -4 3 20 44 -4 5

Cities With Benefits of 3%@50 for Public Safety Employees and 2.5%@55 for Miscellaneous Employees

Public Safety Miscellaneous

www.cacities.org

the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks. The article on page 13, “League Provides Municipal Financial Health Diagnostic Tool” by the League’s fiscal adviser Michael Coleman, describes a new fiscal diagnostic tool he has developed at our request, which cities throughout the state are beginning to use. While there are no easy answers to how to manage through the next 10 years, there are tools, techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city. As with everything else, there is no one-size-fits-all solution, but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact — perhaps configured in a different way and costing less, but nonetheless intact and serving city residents in effective and efficient ways. ■

The next five to years are expected to be the most expensive and painful.

TAX INCREMENT FINANCING IS BACK... As one of the only law firms in the state to successfully form an Infrastructure Financing District, Kronick is your “go to” law firm for navigating this new economic development tool. From infrastructure and transit to brownfield restoration and affordable housing, cities can count on our specific expertise to get their development projects on track and their communities thriving. Seeking to form an IFD? Contact Constantine Baranoff, Jon Cristy and Jeff Mitchell at 916.321.4500 and visit us online at www.kmtg.com

www.westerncity.com

Western City, November 2014

CalTRUST Offers a Safe, Convenient Investment Pool for Local Agencies by Norman Coppinger It all started with an idea. In 2003 a group of local government treasurers and finance officers sought a safe investment vehicle other than the state pool. Together they developed the concept for a new investment pool, created and governed by local officials. This idea led the California State Association of Counties Finance Corporation and League of California Cities to create the Investment Trust of California, commonly known as CalTRUST. A program such as CalTRUST was new territory in the public investment world at the time. Through the diligence of a few dedicated, professional and knowledgeable individuals, CalTRUST was launched with $50 million from 10 visionary public agencies. Eleven years later, CalTRUST has more than 110 public agency participants and continues to reach new milestones. Today CalTRUST has a historical high of $1.9 billion in assets.

Safe, Reliable Options Organized as a joint powers authority (JPA), CalTRUST offers short-term, medium-term and money market accounts. These accounts provide easy, safe and reliable options that allow public agencies to align their investment time horizon, meet cash flow needs and reallocate as necessary. Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality, fixed-income securities.

Leverage is not permitted, and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes. Participating public agencies do not need to be a member of the JPA to invest in CalTRUST. Through the CalTRUST website, public agencies have 24-hour password-protected access to their individual account information. The website provides the current value of CalTRUST shares as well as information regarding the underlying pools of securities in the CalTRUST accounts. Month-end statements can be downloaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements. Fiduciary responsibilities and oversight are carried out by the 11-member CalTRUST Board of Trustees composed of local treasurers and investment officers. The board selected CalTRUSTâ&#x20AC;&#x2122;s investment adviser through a competitive continued on page 26

Norman Coppinger is director of administrative services for the League and can be reached at ncoppinger@cacities.org.

League of California Cities

www.cacities.org

News From the Institute for Local Government ILG Welcomes

California’s Newly Elected Local Officials When the November elections conclude, many California cities will welcome a number of new mayors and council members. Assuming a leadership role is not an easy task — today’s local leaders face myriad challenges. From their first day in office onward, they will be asked to balance multiple competing priorities with limited resources. To assist them, the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at www.ca-ilg.org/local-government-basics-those-new-public-service).

Local Government Basics for Those New to Public Service Local governments provide a variety of essential services to their communities. ILG offers local officials and staff numerous articles, videos and other resources in the following areas: • Budgeting and finance; • Leadership skills; • Making decisions; • Engaging the public; • Media relations; • Working with staff; • When bad things happen;

In addition to the resources mentioned here, this section also contains information on: • Maximizing the success of board-chief executive relations, with tips for both parties, including communications and evaluation strategies; • Codes of conduct, which can facilitate collaboration and civility between individual members and the elected body as a whole. This section includes sample codes of conduct from throughout California; and • Encouraging innovation and smart risk-taking, with tips on how governing board members can help create a safe environment for reasonable risk-taking.

ADDITIONAL Resources: Public Trust and Transparency In California, state and federal laws create a complex set of requirements and laws that guide elected officials and agency staff in their service to their communities. This section of the website (www.ca-ilg.org/public-trust-transparency-ethics) offers the following resources: • Ethics Law Principles for Public Servants outlines the types of issues and financial interests that should trigger a conversation with your agency counsel about what the law requires; and • The ABCs of Open Government Laws provides a plainlanguage explanation of what local leaders need to know about California’s transparency laws, the Brown Act and the Public Records Act. For more information on ethics and transparency, visit www.ca-ilg.org/trust. ■

• Land use; • Responsibilities and powers; • Public trust and transparency; • Personnel, labor relations and pensions; and • Health and human services.

Featured Resources: Working with Staff Staff is often one of the most valuable resources available to local elected officials. To support newly elected officials making the transition into office, ILG has compiled multiple resources on working with staff (at www.ca-ilg.org/working-staff ). This section of the ILG website includes information on the role that local agency staff plays, the division of roles between elected officials and staff, and video interviews with Jan Perkins of the International City/County Management Association (ICMA) on working with staff and the role of the chief executive.

www.westerncity.com

Orientation Materials for Newly Elected Officials Are you a local agency staffer looking to help the new elected officials in your agency? In addition to your agency’s own materials (such as policies, calendars and staff rosters), ILG’s resources can help officials understand and pursue their leadership role. Learn more at www.ca-ilg.org/ orientationmaterials.

Western City, November 2014

League Provides

Municipal Fin

League of California Cities

ancial Health Diagnostic Tool by Michael Coleman The Great Recession revealed fiscal distress that had not been readily apparent in many cities. In a few well-known cases, cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy. But most cities struggled financially. They pursued innovations, consolidations and reorganizations with new urgency, hoping to realize savings and avoid reducing services. Despite these efforts, most cities were forced to cut budgets. Some managed to garner sufficient voter support for tax increases. A moderate economic recovery has followed the Great Recession, and local sales tax and property tax revenues — although lagging behind changes in the economy — are improving in most areas of the state. But while resources are no longer declining for a majority of California cities, neither are they back to the levels of 10 years ago. Moreover, cities’ financial struggles were not simply the result of revenue impacts; expenses continue to escalate dramatically,

especially in pensions, retiree health care and public works infrastructure. Heeding the frightening tales of neighboring cities, local officials asked themselves, how are we doing? Are we ignoring something at our peril? How can we be more certain of our city’s financial health? Existing methods of evaluating a city’s fiscal health included diagnostic tools proffered by consultants, professional associations and academic texts as well as checklists routinely generated in some states. But, city officials wondered, would these have helped Vallejo or Stockton when those cities were en route to bankruptcy? If not, then what are the most relevant elements of such tools? Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities, what other questions and indices should be addressed to truly grasp a municipality’s tendency toward fiscal insolvency now and in the near future?

Developing the Needed Tool For the past two years, the League has been developing just such a financial diagnostic tool. The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates. With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success, and in conjunction with a review of other similar tools, the League’s team developed, tested and refined a tool to bring a local agency’s financial condition more clearly into focus. Hundreds of local financial managers have reviewed and been trained on the tool, offering valuable feedback while they gain insight into their agency’s situation. The tool includes a 13-point report card that grades the near-term financial health of a city’s General Fund and other operations. Each indicator receives either a green light (healthy), yellow light (caution) or red light (warning). Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis. continued

Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers, principal of Coleman Advisory Services and creator of www.CaliforniaCityFinance.com. He can be reached at coleman@muniwest.com.

www.westerncity.com

Western City, November 2014

League Provides Municipal Financial Health Diagnostic Tool, continued

The City of Lafayette was the first municipality to use the California Municipal Financial Health Diagnostic Tool and publicize the results. Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it.

Staff began using a beta version of the League’s diagnostic tool in early 2014 to evaluate the city’s financial condition. They reviewed Lafayette’s financial and budgetary records and operating agreements and used the detailed revenue, cash flow, fund balance and expenditure

projections from the city’s five-year forecast. Applying these figures, they completed the formulas that are the foundation of the 13 indicators in the tool. Based on these results, they determined ratings for each indicator.

The California Municipal Financial Health Diagnostic Financial Distress Checklist Measures

1. Does the city have recurring General Fund operating deficits?

2. Are General Fund reserves decreasing over multiple consecutive years?

3. Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing? Are cash and short-term investments decreasing?

4. Are General Fund fixed costs, salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth?

5. Is the General Fund subsidizing other enterprises or special funds?

Practices and Conditions

6. Is the city council’s authority to make changes constrained by charter, contract or law (for example, binding arbitration, minimum spending, minimum staffing or compensation formulas, etc.)?

7. Has the General Fund budget been balanced repeatedly with reserves, selling assets and/or deferring asset maintenance?

8. Has the General Fund budget been balanced repeatedly with short-term borrowing, internal borrowing or transfers from special funds?

9. Have General Fund pension liabilities, post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined, disclosed or actuarially funded?

10. Have General Fund debt service payments been “backloaded” into future years?

11. Are ongoing General Fund operating costs being funded with temporary development revenues?

12. Are financial reports (such as the comprehensive annual financial report, annual audit and State Controller’s Financial Transactions Report) completed and filed late?

13. Are public service levels far below standards needed in the community?

League of California Cities

www.cacities.org

In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results. Lafayette scored “healthy” for 11 of the 13 indicators. “The city is doing well, with green lights on 11 of the 13 indicators and yellow lights on the remaining two,” City Manager Falk explains. “Those two areas of concern — ‘The city has recurring General Fund operating deficits’ and ‘General Fund reserves are decreasing over multiple consecutive years’ — show up because the council decided as a policy matter to move, over a two-year period, $3 million from its extra-large reserve into the road repair program. Doing so now will save money in the future, and it still leaves the city with a $6 million reserve, equal to 50 percent of the annual General Fund budget — way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Association.”

Expenses continue to escalate dramatically, especially in pensions, retiree health care and public works infrastructure. It’s worth noting that Lafayette has some financial advantages that most other California local agencies do not. In addition to its ability to maintain reserves well above best practices recommendations, the city provides retirement programs that do not include defined benefit plans.

Conclusion California’s economy is improving, even in the Central Valley and inland areas where the recovery has been slowest, and local revenues are picking up. But fiscal challenges

remain, especially in the area of escalating costs. More cities are heading into financial peril. The better city officials can see these problems coming and understand where they are coming from, the better they will be able to manage them and avoid financial distress. “What you don’t know can hurt you,” says League Past President Ron Bates. “And what you try to ignore will likely only get worse and more difficult to deal with.” The diagnostic tool can be found at http://californiacityfinance.com/index. php#MANAGING. ■

“Your time in public service may well be one of the most interesting and challenging times of your life.” -Donald Rumsfeld You serve others and LCW is honored to serve you. Proudly representing California’s municipalities for nearly 35 years in all areas of: Employment Law, Litigation, Labor Relations, Public Safety, Retirement, Wage & Hour, and Preventative Training

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Western City, November 2014

The Balanced Triangle and the City Clerk’s Role in Local Government by Lee Price Like most working professionals, when I’m introduced to someone new at a community event or social gathering, I’m often asked, “What do you do?” When I tell them, “I’m a city clerk,” I usually get a blank stare, followed by a brief, awkward pause in the conversation. That’s when I realize that my new acquaintance has no idea what a city clerk is or does. In fact, most people — unless they are very active in local government — don’t understand the city clerk’s role. Even though the city clerk’s profession is one of the oldest in local government, elected and appointed leaders may not fully understand its importance. This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight. The clerk’s profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes. Numerous articles appeared in the local press, and uninformed opinions were expressed in blogs about it. This incident suggested a need for more public education about the role of the clerk. In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville, he offered this football analogy: “You never notice the snapper and the holder for a field goal when they do their job well, but you sure notice it when they do their job poorly.”

Defining the Role As an active member of the City Clerks Association of California (CCAC) and

a technical trainer for clerks, I work with other clerks in the state to facilitate CCAC’s mission, which is to promote the city clerk’s profession through education, support and communication. In response to the media attention given to the city clerk who didn’t produce council meeting minutes and to set the record straight, I wrote an article for the CCAC monthly publication, the Official Word. This excerpt documents the clerk’s responsibility to produce minutes: As municipal clerks, we are bound by a professional code of ethics, which includes tenets to be neutral and impartial, and to record that which is true. It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local government, especially in light of today’s technology, which includes online access to agendas and video archives. The California Government Code requires: 1) that the “council shall cause the clerk to keep a correct record of its proceedings” (Gov’t. Code Section 36814); and 2) that the “clerk shall keep an accurate record of the proceedings of the legislative body” (Gov’t. Code Section 40801). Even though many agencies are using webpages to post meeting agendas and host video archiving, this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act, nor does it eliminate the state law mandate that formal, written minutes be prepared to accurately record the actions of the legislative bodies. continued on page 24

Lee Price is certified as a master municipal clerk (MMC). She retired as the San Jose city clerk in 2010. Price now serves as a special adviser with Management Partners, provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors. She can be reached at flprice@gmail.com.

League of California Cities

www.cacities.org

City of Vallejo Dept. of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project. below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event. above

Vallejo’s Participatory Budgeting

Builds Public Involvement, Generates Results In the mid-2000s, things were looking up for the City of Vallejo, a community of more than 115,000 residents from diverse backgrounds, located northeast of the San Francisco Bay Area. The city was enjoying a decade-long economic recovery following the 1996 decommissioning of Mare Island, a large naval base that had long been a mainstay of the local economy. Vallejo’s proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy.

However, city-funded services were fiscally unsustainable. The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008, resulting in a drastic reduction in city services and programs. Vallejo’s image suffered alongside its credit rating, and residents’ frustration with their government became the new norm. Even as Vallejo emerged from bankruptcy in 2011, the city continued to face public distrust due to a lack of transparency,

accountability and resident involvement. In an effort to restore city revenues and services, in November 2011 Vallejo voters narrowly passed Measure B, a 1 percent sales tax increase to restore and enhance services. Then a city council member proposed something audacious: inviting residents to help decide how to spend 30 percent of the first 15 months’ worth of tax revenue, approximately $3.2 million. In response, the city council established the citywide Participatory Budgeting (PB) program on April 17, 2012. continued

The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust, Ethics & Community Involvement. For more about the award program, visit www.helenputnam.org.

www.westerncity.com

Western City, November 2014

Vallejo’s Participatory Budgeting Builds Public Involvement, Generates Results, continued

PB enabled residents to work with city government to help make budget decisions by involving them in a unique and innovative method of managing public budgets. Community participant Patricia Kutza says that she and her fellow volunteers got a taste of “the challenges city departments face with limited funds and high expectations.” PB also offered an opportunity to empower residents, rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the city’s quality of life. At a public meeting, Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit. left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot.

above

Getting the Program Off the Ground The PB Steering Committee, appointed by the city council and composed of representatives from diverse local civic organizations, ensured the process would reflect the city’s diversity, needs and interests. The steering committee, along with continued on page 21

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A technician installs a camera at the Ferry Terminal. The resident-developed and voter-approved Public Safety Camera Repair project was created through the Participatory Budgeting program.

League of California Cities

www.cacities.org

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

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DEPUTY DIRECTOR OF ENGINEERING SERVICES $113,369 – $138,152 annually plus excellent benefit package City of Commerce is a vibrant industrial city in the heart of Los Angeles County; incorporated in 1960 with a residential population of approximately 13,000. The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division. Bachelor’s Degree in Civil Engineering, or Construction Management; and five years’ experience in a senior level management position, with focus in Engineering Services, construction projects and project management. Submit application by 6:00 p.m., November 20, 2014. Applications available on-line or by contacting the City at (323) 887-4417. www.ci.commerce.ca.us EOE

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Western City, November 2014

General Manager Cordillera, CO

Experience the U.S. Communities Difference U.S. Communities is the leading cooperative purchasing program for a reason. • Dedicated Public Agency Resources to Identify Solutions and Provide Support

Cordillera is a luxury, gated community in Colorado with over 7,000 acres nestled in the beautiful Vail Valley. Cordillera offers five unique neighborhoods, wrapping around four championship golf courses and all enjoying spectacular mountain views. The Metropolitan District provides road maintenance, landscaping, snow plowing and removal, community building maintenance, trails and ponds management, healthy forest management and wildlife management. The Property Owners Association manages many functions for the homeowners including marketing, communications, homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community. With over 50 staff and operating budgets totaling roughly $7 million, the General Manager reports to both Board Presidents. Bachelor’s degree required, Master’s degree preferred.

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

Filing deadline will be early December, 2014.

Public Works Director City of Poway, CA

• Transparency Protecting Public Agency Interests

ocated in the center of San Diego County, Poway is known for being one of the most family-friendly and safest cities in California. The City offers an incredible quality of life for its nearly 50,000 residents who enjoy the atmosphere of a “City in the Country” which is amplified by the feel of a traditional American hometown. The Public Works Department encompasses the Utilities Maintenance and Operations, Maintenance Operations, and Environmental Program divisions and is supported by 81 full-time staff.

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The ideal candidate will be an empowering leader known for developing and maintaining strong teams. He/she will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community. At least ten (10) years of increasingly responsible professional public works operations and maintenance experience, which include five (5) years of supervisory/ management experience along with a Bachelor’s degree or equivalent are required.

• Lowest Price Commitment

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

Salary range $137,694 to $167,358. Salary is supplemented by a competitive benefits package. This recruitment will close at midnight on Sunday, November 23, 2014. For detailed recruitment brochure and to apply online, visit www.tbcrecruiting.com. Teri Black • 424.296.3111 Carolyn Seeley • 949.487.7606

Photo/art credits Cover: Feng Yu/Shutterstock.com

Page 15: Oorka/Shutterstock.com

Page 3: Digital Storm/Shutterstock.com

Page 16: ChameleonsEye/Shutterstock.com; back-

Page 6: Digital Storm/Shutterstock.com

ground, Melamory/Shutterstock.com

Page 7: Ldprod/Shutterstock.com

Pages 17, 18, 22, 23: Courtesy of the City of Vallejo and

Page 10: Sacura/Shutterstock.com Page 11: Marekuliasz/Shutterstock.com Pages 12, 13: Amnarj Tanongrattana/Shutterstock.com

Please send your cover letter and resume electronically to:

League of California Cities

the League of California Cities; background, Amgun/ Shutterstock.com Page 26: Sacura/Shutterstock.com

www.cacities.org

Vallejo’s Participatory Budgeting Builds Public Involvement, Generates Results, continued from page 18

city staff and consultants, outlined three goals for Vallejo’s PB process: 1. Improve the City of Vallejo; 2. Engage the community; and 3. Transform democracy. John De La Torre, a steering committee member, noted early on that PB would create a “fundamental change in how the community and city work together.” The PB process comprised five phases that involved budget assemblies, budget delegates, project expos, voting, and funding and implementation. Budget Assemblies (November through December 2012) — The city convened nine budget assemblies held in locations throughout the city, where residents conversed in small groups to generate public project ideas. To encourage broad representation of Vallejo’s residents, child care was provided at several meetings, and one assembly was conducted entirely in Spanish. A website also provided a way for residents to submit project ideas online, complementing the assemblies. Budget Delegates (January through March 2013) — Residents who volunteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility, prioritizing ideas based on public benefit and needs, and developing those ideas into detailed proposals for a public vote. Two additional committees, composed of youth and Spanish-speakers, helped reduce language and age barriers. Project Expos (April 2013) — Three Project Expos provided an opportunity for the community to learn about proposals, developed by budget delegates, that would appear on the PB ballot. Project proposals were displayed in a science fair format. Voting (May 2013) — The PB ballot listed 33 projects, and each resident could vote for up to six projects. Voting took place over eight days in various locations, including supermarkets, places of worship, schools and Vallejo City Hall. Any Vallejo resident age 16 or older could vote in the PB election.

The Participatory Budgeting process offered new ways for people to have a voice in community issues affecting the local quality of life.

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Engineering 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 is now seeking an Engineering Manager. Reporting to the Deputy General Manager and leading a staff of three Professional Engineers, the Engineering Manager is responsible for strategic planning and analysis regarding the District’s existing and future capital assets and for providing day-to-day direction and oversight of the District’s engineering activities and functions, in order to ensure cost-effective, reliable and sustainable projects and operations. Candidates must possess at least ten years of progressively responsible experience in civil engineering, including five years in a supervisory capacity, with substantial exposure to water systems and a B.S. degree in Civil Engineering or a closely related field (M.S. preferred). Registration as a Professional Engineer in the State of California is required for consideration as a candidate; possession of a valid California Class C Driver’s License is required upon hire. The current salary range for the Engineering Manager is $115,460.80$140,379.20; placement within the range is DOQ. Interested individuals may apply online at www.bobmurrayassoc.com. Please contact Fred Freeman at (916) 784-9080 should you have any questions. Brochure available. Closing date November 14, 2014. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

New opportunities . . .

Development Services Director City of Murrieta

Deputy Director of Finance & Administrative Services Assistant Director of Public Works/City Engineer City of Daly City

Visit the TB&Co. website for the latest information. Teri Black • 424.296.3111 Carolyn Seeley • 949.487.7606

continued www.westerncity.com

Western City, November 2014

Vallejo’s Participatory Budgeting Builds Public Involvement, Generates Results, continued

To encourage broad representation of Vallejo’s residents, child care was provided at several meetings, and one assembly was conducted entirely in Spanish. J

Police Chief, City of Benicia, CA The City of Benicia, a San Francisco Bay waterfront city of 29,000, is nestled on the east bay shoreline in the southeast Solano County. The City is known for its small town charm and quality of life. Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy. The City is seeking a forward-thinking and visionary individual with strong leadership and management skills. Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work. A Baccalaureate degree in an appropriately related field is required. A Graduate degree and graduation from FBI and/or Command College is highly preferred. All candidates must possess, or be able to obtain within two years of appointment, POST Advanced and Management certifications, as well as a valid California Operators License. The salary range for the Police Chief is $132,768-$161,388 annually, DOQ. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Regan Williams at (916) 784-9080 with questions. This position is open until filled. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Funding and Implementation (June 2013 onward) — The Vallejo City Council approved the top vote-winning projects, which totaled $3.28 million. This timeline changed slightly for the second PB cycle. The 2014 vote for projects totaling $2.4 million took place in early October.

Reaching the Community The city’s first PB cycle engaged more than 5,000 residents and generated over 800 project ideas. More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote, suggesting that PB engaged residents typically not involved in civic affairs. African-Americans, Hispanics and residents younger than 35 who participated in the assemblies were less likely to have previously interacted with their local government officials. The PB process offered new ways for people to have a voice in community issues affecting the local quality of life. Youth voters below Volunteers

register Participatory Budgeting program voters and provide a ballot listing proposed projects. right The Dept. of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo! project.

PLANNING DIRECTOR, CITY OF MALIBU, CA

The City of Malibu (population 12,700) is a coastal beach community consisting primarily of residential development. The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices, including local coastal planning, to oversee the Planning Department, including administering current and long range planning activities; serving as project manager for complex development applications; administering complex and sensitive activities in such areas as zoning, redevelopment, housing and advanced planning. Candidates must possess a Bachelor’s degree with major coursework in urban planning, community development, business or public administration, or a related field and 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: $124,440 – $161, 772 annually plus excellent benefits. Apply online at www.malibucity.org/jobs. Final filing date: November 14, 2014, at 4:00 PM. EOE

League of California Cities

www.cacities.org

(16 to 17 years of age) accounted for 18 percent of the total votes cast. The PB voting phase turned out 3.4 percent of the total population, a higher percentage than other PB processes conducted in Chicago (1.3 percent) and New York (1.9 percent). The city council approved 12 projects that provide funding and support for capital improvements, programs and services including street repairs, parks improvements, public safety cameras, community gardens, small business grants and college scholarships.

Program’s Impact Is Far-Reaching PB is about building community capacity and social capital. Vallejo residents who participated in PB reported that their circles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues. PB has become a catalyst for Vallejo’s transformation, and residents have a restored sense of pride.

Ultimately PB is not about the dollar amount or even the finished projects. Volunteer budget delegate Kim Thomas says, “When I saw how many people were actively engaging in the community, I realized it was worth far more than whatever we end up spending the $3 million on. Genuine community engagement is priceless.” J

Contact: Joanna Altman, administrative analyst, Office of the City Manager; phone: (707) 648-4362; email: jaltman@ci.vallejo.ca.us. ■

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Community Development Director City of Rancho Cordova, CA

n emerging gem in Northern California, the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing, diverse community with unlimited potential. With 10 miles of beautiful American River parkway, Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco, Napa Valley and Lake Tahoe. Incorporated in 2003, with a current population of 67,000, the City is the 2nd largest job base in the region with 55,000 jobs. The City has projected growth to nearly 180,000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nation’s youngest, dynamic municipalities. The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive. Superior leadership, management and communication skills will be expected. Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably. Seven (7) years of increasingly responsible relevant experience and a Bachelor’s degree are required. Base salary up to $168,293 plus potential for annual performance bonus. Salary is supplemented by attractive benefits package which includes CalPERS 2.7% @ 55 for Classic members. This recruitment closes Sunday, November 16, 2014. Check the TBC website for the latest information.

Teri Black • 424.296.3111 Carolyn Seeley • 949.487.7606

Chief Operating Officer Oakland Housing Authority, CA The Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland, providing homes to more than 16,500 families and individuals, while supporting healthy communities in neighborhoods all across the City. The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHA’s strategy, mission, culture, and vision. A candidate with significant experience in the management of public housing programs, Section 8 programs, and resident and community services, as well as experience in capital improvement projects is particularly desirable. Extensive knowledge of housing authority administration, including budget development, policy, procurement regulations, and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential. A Bachelor’s degree in Business, Political Science, Finance, Urban Planning, Economics, Public Administration or a related field is required. A Master’s degree is preferred. Candidates must 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 Chief Operating Officer is open and dependent upon qualifications. Apply online at www.bobmurrayassoc.com. Contact Valerie Phillips at (916) 784-9080 should you have any questions. Position is open until filled. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

www.westerncity.com

Western City, November 2014

The Balanced Triangle and the City Clerk’s Role in Local Government, continued from page 16

City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act. J

Planning Bureau Manager Department of Development Services City of Long Beach, CA

Boasting amenities few cities can offer, Long Beach blends big city convenience with the friendly, relaxed atmosphere of an ocean-side community. With a diverse population of nearly 470,000, Long Beach provides exciting development opportunities to entice exceptional planning career professionals. Within Long Beach Development Services, the Planning Bureau Manager oversees a staff of 20 FTE’s and a $4.5 million budget in the divisions of Advance Planning and Current Planning. The ideal candidate brings proven leadership and management skills as well as handson technical planning and zoning knowledge; coastal zoning and Coastal Commission experience is highly desired. A Bachelor’s degree in planning or a related field and seven years experience are required; Master’s degree is preferred. Salary range and appointment is DOQ.

Please send your cover letter and resume electronically to:

Peckham & McKenney apply@peckhamandmckenney.com

Resumes acknowledged within two business days. Call Bobbi Peckham at (866) 912-1919 for more information. A detailed brochure is available at www.peckhamandmckenney.com. Filing deadline: November 24, 2014.

Public Works Director City of Los Altos, CA

ome to a population of 29,431 on the San Francisco Peninsula, the City of Los Altos is a premier residential community in the Silicon Valley. Los Altos is known for its distinctive community oriented character that is influenced by the Bay Area’s desirable cultural, recreational and business attractions. The Public Works Department is supported by 38 full-time staff and is organized among three divisions – Engineering, Transportation and Maintenance. Los Altos has a robust CIP currently consisting of 46 active projects. An enthusiastic leader who is well-versed in all aspects of Pubic Works, the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting. He/she must exhibit outstanding interpersonal skills along with the ability to communicate effectively. Seven (7) years of increasingly responsible public works experience, which include a minimum of five (5) years of management experience, and a Bachelor’s degree are required. Registration as a Civil Engineer and a Master’s degree are desirable.

Of course, preparing minutes is not the city clerk’s only duty. Numerous others are mandated by state law, a city’s charter and/or other policies. Conducting municipal elections, complying with the Political Reform Act, the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerk’s typical responsibilities.

The Public Policy Triangle Buena Park City Clerk Shalice Tilton, MMC, provides public policy training in Orange County. In her sessions, she illustrates the importance of the city clerk’s role with the Public Policy Triangle (see graphic below). In a municipality where the city council, city clerk, city manager and city attorney understand and respect each other’s roles and share in the obligation to maintain this balance, successful public service is achieved. The clerk’s role is to ensure proper process and open, transparent government. As professional managers, clerks are uniquely qualified to do just that.

Policy

Product City Council

Process Policy

Establishes vision and direction for the community’s future. City Manager

Product

Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves. City Clerk

Process

Ensures that the decision-making process:

Salary range $96,720 - $182,700. Salary is supplemented by attractive benefits package. This recruitment closes Sunday, November 16, 2014. Check the TBC website for detailed information.

• Is transparent to the public;

Teri Black • 424.296.3111 Carolyn Seeley • 949.487.7606

• Is properly recorded.

League of California Cities

• Complies with federal, state and local regulations; and

www.cacities.org

Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled “The Top Five Things to Know About the Municipal Clerk Position,” published in the International City/County Management Association’s PM Magazine: Clerks are selected for their attention to detail, as well as their ability to be forward-thinking and to anticipate problems. ... A strong, positive professional relationship between the clerk and the manager is important for effective service delivery to residents. Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly. City councils, city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regulations and deal with numerous processes.

Acknowledging a Job Well Done Vallejo City Manager Daniel Keen offers some observations about the clerk’s role, based on his experience working with Vallejo City Clerk Dawn Abrahamson, MMC. “Having a professional city clerk like Dawn is so important these days,” says Keen. “Whether she is dealing with the intricacies of election laws, conflictof-interest reporting or public records, there’s no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff. We live in an age when the public demands much higher levels of transparency and access to city records, and Dawn has helped restore the faith of our community in its local government. Her willingness to assist our residents has also instilled greater confidence in the city.” There is no greater compliment than an elected official’s expression of appreciation for a job well done by the city clerk. The Rancho Cordova City Council nominated City Clerk Mindy Cuppy, MMC, as City Clerk of the Year for 2014, and then-CCAC President Nanci Lima presented her with the title in April. In his letter nominating Cuppy,

www.westerncity.com

Mayor Dan Skoglund referred to her as a “relationship builder and super clerk” and described her leadership abilities, various achievements and many contributions to the City of Rancho Cordova. Several city

clerks were nominated for this honor by their city managers or city councils, who noted the nominees’ hard work, dedication, professionalism and the ability to “go above and beyond.” continued on page 27

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Mariposa County, CA Mariposa County, with a population of nearly 18,250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains. The County has an area of 931,200 acres of which nearly half are publicly owned and occupied by Yosemite National Park, the Bureau of Land Management, and the Sierra and Stanislaus National Forests. As you can imagine, with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm, dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations. There are no incorporated cities in Mariposa County (and no permanent traffic lights!), and the community of Mariposa serves as the county seat. The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis. The following four opportunities are all appointed positions reporting directly to the Board of Supervisors.

County Administrative Officer, Salary: $138,000 The CAO serves both the legislative and executive functions of the Board by providing research, information, and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board, in particular the budget. Bachelor’s degree required, Master’s preferred.

County Health Officer, Salary: $150,000 – 80% Perm. Pt/Ft Requires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department, including air pollution and environmental health issues. Graduation from an accredited medical school with an M.D. degree/ license to practice medicine in the State of California required.

Human Resources Director/Risk Manager, Salary: $86,945 The Director leads the department in providing an array of human resources services such as recruitment, class and comp analysis, labor relations and negotiations, personnel policies, legal compliance as well as risk management functions and advising the Board. Bachelor’s degree required, Master’s preferred.

Director Of Public Works, Salary: $123,584 The Public Works department is comprised of Administration/Fiscal, Airport, Engineering, Parks & Recreation, Fleet Maintenance, Facilities Maintenance, Solid Waste, and Road Maintenance and is a large department with nearly 80 employees. Bachelor’s degree required, Civil Engineer license in California preferred. Closing deadlines in late November and mid-December 2014. Visit www.peckhamandmckenney.com for Position Profiles on each opportunity. Please send your cover letter and resume electronically to:

Peckham & McKenney apply@peckhamandmckenney.com

Resumes acknowledged within two business days. Call Phil McKenney at (866) 912-1919 for more information.

Western City, November 2014

CalTRUST Offers a Safe, Convenient Investment Pool for Local Agencies, continued from page 10

Participating public agencies do not need to be a member of the JPA to invest in CalTRUST. J

Fire Chief, City of Marina, CA The City of Marina, CA (population 20,000) is located on the Monterey Peninsula along the Central California coast, minutes away from the world-renowned Monterey Bay Aquarium. Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member. The Fire Department provides an all-risk emergency response service to Marina’s residents, as well as significant commuter and visitor populations within the City’s ten square miles. Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying; a typical candidate will possess six years of increasingly responsible fire suppression experience, including two year of administrative and supervisory responsibility, and a Bachelor’s Degree in Fire Science, Public Administration, Business Administration, or a related field. Candidates must possess or be able to obtain an appropriate California Driver’s License, a Hazardous Materials On Scene Commander Certificate, and a valid California State Chief Office Certificate. The annual salary for the Fire Chief’s position is open, up to $145,008; the selected candidate’s salary will be dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Bob Murray at (916) 784-9080 should you have any questions. Brochure available. Closing date November 21, 2014. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Financial Services Manager THE CITY OF PACIFICA, CALIFORNIA

Is a coastal community on the Pacific coast side, five miles south of San Francisco. It encompasses 12.5 square miles, population of approximately 39,000. Financial Services Manager directs and supervises Finance Division activities; participates in Citywide finances; performs professional accounting work; member of the City Manager’s department management team; supports departmental policy development and administrative planning. Requires a bachelor’s degree and five years of progressively responsible work experience at a professional accounting level, including supervisory responsibilities, in a public agency or government accounting firm. A commitment to excellent customer service and to a cooperative, ‘teamwork’ oriented workplace a must. The annual salary range: $105,444 - $121,152 THE IDEAL CANDIDATE: Will have thorough knowledge of finance operations, accounting, budget, financial management and reporting, auditing, forecasting, supervision, project management and purchasing. CPA preferred; solid understanding of State laws governing the financial administration of municipal government, (including GASB ), ordinances and procedures. APPLY: https://www.calopps.org/profile_agency.cfm?id=28: Resumes will be reviewed as submitted, through November 28, 2014. http://www.cityofpacifica.org (650) 738-7303

League of California Cities

RFP process. Following the investment policy direction established by the board, the investment adviser’s three primary objectives are to: 1. Safeguard the principal; 2. Meet the liquidity needs of the participants; and 3. Maximize the yield in a manner consistent with the first two objectives. Whether or not a public agency has an in-house professional investment staff, CalTRUST meets the investment needs of large and small public agencies alike. John Colville, chief investment officer for the City of Sacramento and a CalTRUST board member, relies on CalTRUST as an important tool in managing the city’s investment portfolio. “CalTRUST allows me to be extremely flexible in managing the city’s investable cash,” says Colville. “The money market provides me daily liquidity to meet city liabilities, while the short- and mediumterm portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer. Having the city’s money managed by CalTRUST’s experienced investment adviser gives my investment board confidence that the city’s money is being carefully invested.” Similarly, Larkspur City Manager Daniel Schwarz indicates that for smaller cities, CalTRUST “has proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flow.”

For More Information Co-sponsored by the League, California State Association of Counties and California Special Districts Association, CalTRUST’s investment performance meets or exceeds comparable investments. Before investing funds in any program, a thorough review of the program and its Information Statement should be undertaken. For portfolio information and to learn how to join CalTRUST, call (888) 422-8778 or visit www.caltrust.org. ■

www.cacities.org

The Balanced Triangle and the City Clerk’s Role in Local Government, continued from page 25

Supporting Transparency and Open Government

Secure your access to the publication read by California’s leaders

City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act. In addition, as the local elections official, a clerk also provides information to the public on candidates and local ballot measures. Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative, referendum or recall processes.

Western City is the pre-eminent source featuring California city government. The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals, with concise feature articles and in-depth series focused on statewide issues. Subscribe online at www.WesternCity.com or call us at (916) 658-8223.

The city clerk’s office is best suited for disseminating information to residents and the media about local elections, including measures qualified for the ballot. It is especially important that this information be communicated without any appearance of bias or advocacy. This is best accomplished when there is a clear understanding of the clerk’s role in these critical processes, and good communication among core managers and between city hall and local residents. ■

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Assistant City Managers City of Pleasanton, CA

nown for its outstanding quality of life, the Bay Area’s City of Pleasanton (pop. 72,000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior services. The City’s FY2014-15 total operating budget is $167 million (General Fund $93.1 million). Due to upcoming retirements, Pleasanton will be in the unique position of having two Assistant City Manager vacancies. Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities. A proven ability to work collaboratively and efficiently while being nimble will be considered favorably. Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected. Current or previous experience as an Assistant/Deputy City Manager, and/or department or division head in a municipality of similar complexity is required. A Master’s degree is preferred.

The clerk’s role is to ensure proper process and open, transparent government.

The midpoint of the salary range is $163,973. ACMs can earn up to $196,768 based on years of service and performance. Salary is supplemented by an attractive benefits package that includes 2.7% @ 55 CalPERS for Classic Members. This recruitment will close at midnight on Sunday, November 23, 2014. Detailed recruitment brochure available at www.tbcrecruiting.com. Teri Black • 424.296.3111 Carolyn Seeley • 949.487.7606

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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

www.westerncity.com

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Bobbi C. Peckham • Phil McKenney

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

866.912.1919

Western City, November 2014

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