Western City September 2012 by Western City Magazine

SEPTEMBER 2012 |

The Monthly Magazine of the League of California Cities

Annual Conference Highlights p.18 Opening Career Doors for Youth p.35 Tomorrow’s Green Workforce p.12

C TIES

GUIDING HEALTHY GOVERNMENT

LEAGUE OF CALIFORNIA CITIES 2012 ANNUAL CONFERENCE & EXPO

www.westerncity.com

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CONTENTS 2 3

Calendar of League Events

Executive Director’s Message

Taking the Long View

By Kyra Ross

By Chris McKenzie

Policy committees play an integral role in the League’s decisionmaking process and influence on statewide policy affecting cities.

The League’s role in advocating for cities has a rich history.

City Forum

Strong Cities | Strong State Brings Home the Value of Cities and City Services

By Eva Spiegel Help your city connect residents with valuable information and reach opinion leaders.

News from the Institute for Local Government

“Shout Out” to Youth About Local Civics and Careers in City Government

Sustainable Cities

Today’s Youth: Tomorrow’s Green Workforce

Cities throughout California are seeking ways to help create jobs and revitalize neighborhoods.

League to Launch a New Communications and Outreach Assistance Program By Jessica Reynolds Cities can tap into the opportunity provided by an increased focus on municipal issues.

California Cities Helen Putnam Award for Excellence

Cathedral City Partnership Program Focuses on Schools 34

By Yvonne Hunter Green training programs that focus on youth also contribute to local economies and job expansion.

The Next Generation of Economic Development Tools: Community Development Corporations By Kevin Payne

By acting now, local officials can build a future pool of committed, prepared public servants.

Join a League Policy Committee and Make Your Voice Heard

Santa Monica Opens Career Doors for Young Girls 35

Annual Conference Highlights

Cities Guiding Healthy Government

Job Opportunities

By Lorraine Okabe

Professional Services Directory

An overview of upcoming highlights at the League of California Cities 2012 Annual Conference & Expo.

Exposition Exhibitors 21

Cover Photo: Courtesy San Diego Convention Center

President Michael Kasperzak Mayor Mountain View

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

Immediate Past President Jim Ridenour Former Mayor Modesto

Executive Director Chris McKenzie

leaguevents

Editor in Chief Jude Hudson (916) 658-8234 email: editor@westerncity.com

SEPTEMBER

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

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

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

Administrative Assistant Anita Lopez (916) 658-8223 email: alopez@cacities.org

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

Bismarck Obando Kelly Plag Ellen Powell Mimi Sharpe JoAnne Speers Dwight Stenbakken

Associate Editors Carol Malinowski Carolyn Walker

Western City (ISSN 0279-5337) is published monthly by the League of California Cities, 1400 K St., Sacramento, CA 95814. Subscriptions: $39.00/1 year; $63.00/2 years; student: $26.50; foreign: $52.00; single copies: $4.00, including sales tax. Entered as periodical mail January 30, 1930, at the Post Ofﬁce, Los Angeles, CA 90013, under the Act of April 13, 1879. Periodical postage paid at Sacramento, Calif. Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2012 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume LXXXVIII, No. 9.

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ED US IN G

League of California Cities 2012 Annual Conference & Expo, San Diego Convention Center 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.

15 – 16

For photo credits, see page 37.

5–7

November

Design Pat Davis Design Group, Inc.

IND EN

Supplied by Community Energy

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

Second Vice President José Cisneros Treasurer San Francisco

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

Magazine Staff

Contributors Dan Carrigg Samantha Caygill Mike Egan Rebecca Inman Mary McCullough John McElligott Sussan Nasirian

First Vice President Bill Bogaard Mayor Pasadena

League of California Cities

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.

28 – 29 Municipal Finance Institute, San Jose This conference provides essential information in a new two-day format for city officials and staff involved in fiscal planning for municipalities.

28 – 30 City Clerks New Law & Elections Seminar, San Jose This seminar covers laws affecting elections as well as many aspects of the clerk’s responsibilities.

Event and registration information is available at www.cacities.org/events. For the latest information on League conferences and events, follow us on Twitter @CaCitiesLearn. For legislative and policy updates and more, follow @CaCities. Follow Western City @WesternCityMag. Join us on Facebook! www.facebook.com/westerncity www.facebook.com/LeagueofCaCities

www.cacities.org

Executive Director’s Message by Chris McKenzie

City officials meet in San Francisco in 1898 to form the League.

Taking the Long View There’s no question that the past couple of years have been fraught with challenges for the cities of California. Most cities are grappling with the serious financial fallout from the governor’s and Legislature’s short-sighted elimination of redevelopment agencies and their diversion of vehicle license fee revenues that has deprived cities, especially our newest ones, of important general revenue. California’s fiscal woes and inability to balance its budget are profoundly impacting cities, as essential public services (for example, higher education, criminal justice, health care and more) are cut to the bone and the state shifts much of the burden associated with providing these services onto the backs of cities and counties. The dismal economy hampers local government’s efforts to rebound from the recession, and the cost of what seemed like reasonable commitments years ago to improve employee pensions are proving unmanageable. In light of these challenges, it is natural to question whether relations with the state government have ever been this stressed. continued www.westerncity.com

Western City, September 2012

Taking the Long View, continued League members gather in Santa Barbara in 1911.

The issues that drew California’s city officials together in 1898 are still valid today.

One way to answer that question is by When the California Legislature met for of California Municipalities taking a step back from the League immediacy of the first time in December 1849, AssemSanta Barbara October 27, 1911 the problems confronting us and examinbly Member P.B. Cornwall introduced a ing how we arrived at this point and how bill to incorporate Sacramento. The next today’s problems compare with those day, Governor Peter H. Burnett’s State facing California’s cities in the past. The of the State address included the need to League’s role in advocating for cities and adopt a “comprehensive system” for prolocal control has a rich history. Underviding city government. He charged the standing this history provides a valuable Legislature with resolving this and other perspective on the issues facing us today. pressing issues.

California Cities’ Origins California became a state in 1850. The Gold Rush drove a population explosion; the state grew from roughly 10,000 people in 1846 to 92,500 in 1850. When California joined the Union, it had to create a regular system of local government from the existing patchwork of miners’ camps and the remnants of Mexican rule. “In brief, the mining camp was a little republic,” wrote Harvard philosopher and Grass Valley-born Josiah Royce in 1886, “practically independent for a time of the regular state officials.” Californians, increasingly dissatisfied with the inability of a series of military governors to create a system of civilian government, essentially ignored them and established their own local institutions. Los Angeles residents claimed that their city had a charter conferred by Mexican law. Sacramento was the first city in the state to formally adopt a charter on Oct. 13, 1849.

League of California Cities

The Assembly Committee on Corporations responded by recommending two bills. The first would be a specific incorporation for Sacramento, and the second would create a uniform procedure for incorporating cities and villages. The committee reasoned that in Sacramento’s case, the procedure for incorporating a “small inland village” did not fit the needs of a “large commercial seaport town.” About a week later, a special incorporation bill for Los Angeles’ incorporation was introduced by Senator Alexander Hope. The Los Angeles bill was the first to reach Gov. Burnett’s desk, and he vetoed it, noting two principal objections: constitutionality and expediency. His veto message cited other states’ experience where special acts had produced “great and serious evils.” He said that special incorporation acts were essentially “the same in substance” and that this redundancy would increase costs and “permit abuses to creep in.” Burnett then offered his own ideas of what a uniform procedure should

comprise. He wanted to distinguish between villages and cities by size. He also argued that inland and coastal cities needed different powers; giving all cities the same powers was unnecessary because some of those powers “would simply remain dormant.” The governor’s other major objection related to the limited power to tax that the bill conferred on city officials. He believed that only the Legislature had the power to tax, based on the 1849 state Constitution. Shortly thereafter, he also vetoed the Sacramento incorporation bill, citing both similar and additional concerns. Nevertheless, both the Senate and Assembly overrode the veto, and Sacramento became the state’s first incorporated city. The Legislature followed up by passing two uniform laws: one for cities and one for towns. The Cities Act required a city to have at least 2,000 residents and a maximum area of four square miles. It also included two procedures for incorporation. Either the Legislature could create new cities or residents could petition the county court. Cities’ property taxes were restricted to 2 percent of the assessed value. The Towns Act was similar, requiring 200 residents and a maximum area of three square miles, but with lower limits on the town’s taxing authority. continued on page 6

www.cacities.org

The League’s Inception The League of California Cities was created in 1898 through the vision and determination of a few young men working in local government. Ben Lamborn, city clerk of Alameda, wrote to city clerks at the more than 100 cities in the state. The Alameda City Council had asked him to inquire about other cities’ experiences with a new mechanical device, a road roller. Lamborn realized that the question left a great deal of blank space on the page, so he asked for additional information from each city, including population, date of incorporation, names of officials and more. Lamborn’s letter reached Haven A. Mason, a community activist, newspaper publisher, practicing attorney and city clerk of Santa Clara. Mason had recently read about the National Municipal League, founded in 1894. Excited about the possibilities Lamborn’s effort suggested, Mason met with Lamborn to discuss an idea: Why not organize city officials and share experience and information not only about road rollers, but also on recordkeeping, tax assessing, coping with the relatively new phenomenon of the electric light and raising money for new services? Mason sought a way to organize California cities and city officials to work together to deal with issues of a growing population and increased demands for service. Lamborn and Mason spoke to Delos Druffel, the energetic young mayor of Santa Clara, who immediately liked the idea and sent a letter to all other mayors in the state asking if they would be interested in attending a meeting to discuss matters of mutual interest. While awaiting responses, the fires of activism were tempered by practical realities. Where would they find funds for such an organization? Mason and Lamborn approached James D. Phelan, wealthy mayor of San Francisco, the largest city in the state. Phelan was not only interested in the idea, he was particularly helpful. He offered San Francisco as a meeting place and advanced $3,000 out of his own pocket to pay for expenses. To supplement the advance, Lamborn wrangled a 3,000mile pass from the Southern Pacific Railroad, which the railroad viewed as an investment in the prospect of collecting cash fares from convention-bound municipal officials once a year. Mayor Druffel received enthusiastic replies to his letter from nearly half of the cities in California. With financing secured, and legal and practical advice provided by C.H. Kirkbride, city attorney of San Mateo, the meeting was becoming reality.

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Several mayors expressed concerns about legislation needed to benefit cities. Consequently the meeting date was set before January 1899, “so that the proposed association could be formed in time to consider such matters of legislation as might be deemed expedient to submit to the Legislature then to assemble.” Thirty cities answered the invitation, and 13 cities sent delegates to the first meeting in San Francisco, on Dec. 14, 1898. Mayor Phelan was elected president, Mason was named secretary and Lamborn was made a member of the executive committee, along with Mayor Joseph Hutchinson of Palo Alto. Mayor Phelan gave the inaugural address: “There is much work that can be done by this League. Many problems of city management remain to be solved. … How shall we best light our cities, purchase our supplies, provide proper sanitation and minister to the general well-being of our citizens? Water works and lighting plants require knowledge. And yet we are all experimenting with these various matters, seeking solutions to the problems confronting us, without system and without direction. “We should come together at least once each year to formulate our needs and relate our experiences for the benefit of all. It may be necessary for the Legislature or charter makers to frame a new street improvement act. Who shall frame it — the street contractors or the cities? The latter most assuredly; and what better agency could have charge of such work than the League of California Municipalities.” Adapted from a history of the League written in 1975 by Winston Updegraff, former editor of Western City.

Western City, September 2012

Taking the Long View, continued from page 4

In 1856 the Towns Act was declared unconstitutional by the California Supreme Court, which held that the power to incorporate towns was improperly delegated to the county courts because they are not part of the legislative branch of government. Instead the court suggested that this power should rest with the county board of supervisors or a similar body. The Legislature repealed the law and replaced it with a new Towns Act that delegated responsibility for incorporation to the county board of supervisors, an arrangement that is still in place today.

Legislature Meddles Egregiously in Local Affairs But once the issues related to incorporation had been resolved, the Legislature bowed to pressure from the private sector and proceeded to meddle extensively in local affairs, passing egregious and abusive special legislation for cities. Four state Supreme Court cases of the time offer excellent examples of this meddling.

The League celebrates its 50th birthday in Long Beach, September 1948.

In Pattison v. Board of Supervisors of Yuba County, (1859), the court upheld a law requiring county supervisors to place a measure on the county ballot, which required the county to invest in a railroad. The court endorsed the concept that the Legislature could do whatever it wanted if not expressly forbidden by the state Constitution. In People v. Burr, (1859), the court held that it was constitutional for the Legislature to authorize the payment of claims against San Francisco despite the fact that this essentially created a debt that exceeded the charter limits on such debt. Ironically those charter debt limits were previously established by the Legislature. In Sinton v. Ashbury, (1871), the court upheld a statute whereby the Legislature directed the county judge to pay private citizens out of the city’s treasury for the cost of extending Montgomery Street.

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League of California Cities

The court ruled that it was permissible for the Legislature to direct city funds for individuals’ gain. In The Stockton and Visalia Railroad v. The Common Council of Stockton, (1871), the court ruled on the Legislature’s direction to Stockton to ask voters to “donate” $300,000 from the city’s treasury to the railroad to pay for building a rail line. Although four Supreme Court justices noted alleged corruption in the Legislature and raised issues of fairness in their opinions, the court cited prior case law and upheld the Legislature’s action. The railroad got the $300,000.

Constitutional Convention Offers Reforms Cities had had enough. The 1879 Constitutional Convention offered a chance to rectify the situation, and convention delegates seized the opportunity. They looked to the Missouri Constitution and adopted its provisions for local control almost verbatim. The California Constitution of 1879 banned special act incorporations, forbade special legislation and gave communities with at least 100,000 people the power to frame freehold charters. The state Supreme Court review of this power noted that it was “manifestly the intention of the [new] Constitution to emancipate municipal government from the authority and control formerly exercised over them by the Legislature.”

www.cacities.org

City Officials Come Together In December 1898, a small group of city officials gathered for the first meeting of the League of California Municipalities — known today as the League of California Cities (see “The League’s Inception” on page 5). Their goals were to share information and experience, seek ways to better serve their residents, and advocate for cities at the state level.

The Same Issues Remain The issues that drew California’s city officials together 114 years ago are still valid today. The governor and the Legislature have difficulty reaching compromises and agreeing on solutions. The key points that create friction between cities and the state are essentially the same now as in the second half of the 19th century: the protection of local revenues, the appropriate role of the state in relation to local government, and the need to protect local control over local matters. The Legislature’s propensity for special legislation that favors private interests has not abated. However, the progress made by the League during the past 114 years is significant. We have achieved a number of successes in recent years: the passage of Proposition 1A in 2004 protecting the property tax and sales tax, the defeat of Prop. 90 in 2006, winning the No on 98/Yes on 99 campaign of 2008 and the passage of Prop. 22 in November 2010. Moreover, each year the League files 25 to 30 friend-of-the-court briefs that advance the cause of home rule and local control. By using a three-pronged approach to defend local control — lobbying in the Legislature, engaging in the statewide initiative process and litigating in the courts — the League’s advocacy program has made strides on behalf of California’s cities. Our members have helped meet the many challenges we’ve faced together by working on their personal time to gather signatures for ballot measures, raise funds and help spread the word about issues that affect our communities. Our regional public affairs managers work in tandem

www.westerncity.com

with local officials and our partners to build grassroots support for our efforts.

Fighting the Good Fight In reflecting on the history and origins of California’s cities and the League, it’s clear that the battles over local control and local revenues have been part of the political landscape for cities since the Golden State joined the Union. While the world has changed a great deal since then, these issues have not. Hard times require hard choices and courage. The challenges that face our cities and our state are tough, but they are not insurmountable. Our history suggests there is always going to be tension in the state-local relationship. The question for cities, however, is whether we can use the current stressful state of affairs to offer ideas for rebalancing the relationship to reflect the views and needs of the people of our state — the same Californians who time and time again have said they trust their community governments to meet their essential needs — perhaps now even more than their remote, at times dysfunctional state government. The League has been bringing people together in search of new solutions and innovative approaches for more than

a century. As we come together for our 2012 Annual Conference & Expo this month, let’s acknowledge the collaborative spirit at the heart of our work together. Thank your colleagues from throughout California for the good work they are doing every day on behalf of their cities. Let’s take this opportunity to renew our commitment to making California stronger and fighting to make grassroots democracy as responsive and independent of state interference as possible. n

More Resources Online In writing this column I drew extensively from an article written by Peter Detwiler, “Home Rule: An Historical Perspective,” that appeared in the January 1997 issue of Western City. His article and two others that appeared in the same issue, “There’s No Place Like Home: The Case for Home Rule” by Michael Jenkins and “The Home-Rule Debate: Why Cities?” by John J. Kirlin, Ph.D., offer further insights into the ongoing issues of local control. They can be read with the online version of this column at www.westerncity.com.

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Western City, September 2012

Strong Cities | Strong State Brings Home the Value of Cities and City Services by Eva Spiegel

f your city hasn’t been profiled yet on www.StrongCitiesStrongState.com, don’t miss this great opportunity to get the word out about your city’s innovative initiatives and dedicated leadership. Participating in Strong Cities | Strong State helps your city connect its residents with valuable information. In addition, you’ll reach opinion leaders and your colleagues throughout California with insights on how your community has successfully tackled challenges. Strong Cities | Strong State is now in its second year, with close to 150 city profiles featuring 750 individual local government success stories. The goal is to raise public awareness about local government’s role in creating a high quality of life for California residents. Strong Cities | Strong State strives to illuminate how California’s cities are essential, willing and

equal partners in the effort to fix California’s problems. Launched by the California City Management Foundation and the League in August 2011, Strong Cities | Strong State was created in the aftermath of the City of Bell scandal. The program was designed to inform the public, opinion leaders and lawmakers about the positive work of California cities through a multiplatform campaign based on the website, robust earned media coverage and social media outreach. In the past 1 3 months, dozens of major California papers and blogs have featured stories about cities joining the campaign. Visit www. facebook.com/StrongCitiesStrongState and click on “like” to receive notification of new rollouts. Each profile features information about the city and its mayor, city council and city

manager, as well as success stories and testimonials. The components of these profiles effectively communicate how the city and its leaders work to provide essential services and create a vibrant community for residents. These success stories include a wide range of programs that address transparency, economic development, educational partnerships, infrastructure improvements, community engagement, public safety and much more. Not only does Strong Cities | Strong State provide opinion leaders and the public with a greater understanding of the work of cities, it also serves as a substantive resource for all California municipalities. City officials who visit the website can learn about the innovative programs implemented by their colleagues throughout the Golden State. Now the largest online repository of California city innovation, Strong Cities | Strong State provides another way for cities to share their knowledge and experience with others.

How to Join Strong Cities | Strong State

Working in Partnership with Local Communities

The League’s regional public affairs managers are working with city managers to compile the profiles for www. StrongCitiesStrongState.com. The League is committed to including every city in this valuable effort to share our successes and demonstrate how cities accomplish the delivery of essential services.

(888) 794-2016 www.csgengr.com

Building Plan Review & Inspection

Staff Augmentation

Digital Plan Review

Code Enforcement

Program & Construction Management

Fire & Life Safety

Civil Engineering Design & Plan Check

Information Technology

Sustainability Programs Services

Public Works Management

San Mateo

League of California Cities

•

Santa Ana

•

Pleasanton

•

Sacramento

•

Salinas

Contact your regional public affairs manager to create your city’s Strong Cities | Strong State profile. Visit www.cacities. org/regionalmanagers to identify your region and find contact information for your regional public affairs manager. n Eva Spiegel is communications director for the League and can be reached at espiegel @cacities.org.

www.cacities.org

TRENDS IN PUBLIC-PRIVATE PARTNERSHIPS SEVEN THINGS TO CONSIDER WHEN PARTNERING WITH THE PRIVATE SECTOR Local governments across the country are facing ever increasing budgetary challenges. When seeking new and innovative ways to cut costs and reduce financial risk, one option creates so much value it can’t be ignored: public-private partnerships.

indicators that contractually obligate them to specific service quality standards. These quantitative and qualitative metrics will provide important data points for partner selection and to track the services provided.

Future Expansion. It is vital, particularly Consider the capabilities A partnership with the private sector can of your private sector in these tough provide you and your Ideally, as your economic times, that partner. citizens with a number workload increases or local governments of benefits including changes, your partner lower costs for services are able to trust their should be able to provide a variety of services to meet and protection from partners. your needs. Evaluating fiscal liabilities such as pensions, workers comp, the competencies of your private sector partner early in the process and workforce management. Creating a provides for future flexibility. partnerships is not without uncertainties, but by being informed and asking the Partner stability. It is vital, particularly right questions, much of the risk can be in these tough economic times, that local mitigated. The following are seven things governments are able to trust their partners. to consider before entering into a publicChoosing a provider with a long history of private partnership, to reduce the risk while maximizing the benefits.

excellent performance and a strong financial position is key. You need associates that will be working just as hard for you in fifteen years as they do today. Exit Strategy. As with any contractual relationship, strategic partnerships require careful planning for a wide range of contingencies. Poor fit, inadequate performance or changing economics can drive the need to end a relationship. Good counsel and strong contract management will provide common sense language so that both partners are treated fairly and provisions are documented to respond to a change in circumstance. So if you’ve been thinking about a private sector partnership, now’s the time to explore your options. Ask questions. Be sure to talk to other city managers about their experiences. With so much to be gained, why wait? ■

Existing Employees. Public-private partnerships often lead to reorganization, which can be challenging, but top-tier private sector partners have the ability to absorb existing staff onto their payroll, while evaluating and realigning staff functions to improve efficiencies and reduce costs. Through industry specific training, employees continue to advance within their chosen field. Liability Management. Shifting the burden of current and future liability is one of the main advantages of engaging a private sector partner. Businesses with local government experience can assist with developing a risk management plan while assuming responsibility for insurance, workers compensation, regulatory compliance, and more. Regulatory Compliance. Experienced full service private partners can cut through red tape by monitoring new legislation and maintaining experts devoted to the navigation of new regulations. Thorough understanding of state mandates allows local governments to avoid costly missteps. Service Agreements. Private sector partners should provide key performance

Private-Public Partnership Solutions For Local Governments For over 20 years, ABM has been helping local governments overcome their budget and infrastructure challenges. Our services include: • Public Works • Capital Improvement & Program Management • Utilities Management • Parks & Recreation • Fleet Management

• Facilities Management • Parking Enforcement & Garage Management • Street Sweeping & Maintenance • And many more

For more information, call us today at 949-330-1548 or visit online at www.abm.com/localgov.

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Thank you to our 2012

League Partners

Platinum

($15,000+)

ABM2 AT&T2 Aleshire & Wynder1,2 American Fidelity Assurance Company Best Best & Krieger LLP1,2 Burrtec Waste Industries Inc.2 Chevron Global Water Fathom HdL Companies Kaiser Permanente Keenan & Associates MuniServices Northern California Regional Carpenters PG&E2 SIEMENS2 SmartCities Prevail.org Solarcity Southern California Edison1,2 Southern California Gas Co./ SDG&E/The Sempra Energy Utilities1 State Farm Insurance Visa Walmart Willdan Group2

Gold

($10,000+)

Burke Williams & Sorensen LLP1,2 Hanson Bridgett LLP1,2 Jenkins & Hogin LLP2 Lewis Investment Company2 Liebert Cassidy Whitmore1 Renne Sloan Holtzman Sakai LLP1 Richards Watson & Gershon1,2 Union Pacific Railroad Wells Fargo

Silver ($5,000+)

Charles Abbott Associates2 Athens California/Nevada Soft Drink Association2 Cardenas Markets Inc.2 Crown Castle2 DW Development2 Dart Container Corp. Dokken Engineering ITRON Interwest Consulting Group INC. JPMorgan Chase & Co. Kronick Moskovitz Tiedemann & Girard1 Majestic Realty Co.2 Management Partners Meyers Nave1,2 Northrop Grumman Prometheus Real Estate Group Inc.2 Republic Services Inc.2 San Manuel Band of Mission Indians2 Starbucks TRANE2 Tribal Alliance of Sovereign Indian Nations2 Union Bank US Bank

Bronze ($3,000+)

Amador Valley Industries2 AndersonPenna Partners Inc. Atkins Best Way Disposal2 California Dental Association-PAC California Grocers Association2 California & Nevada IBEW/ NECA Labor-Management Cooperation Trust California Restaurant Association2 Cerrell Associates Colantuono & Levin Desert Valley Medical Group Inc./Prime Healthcare2 Garaventa Enterprises2 Ghilotti Construction2 Jose Gonzales for Supervisor2 HMC + Beverly Prior Architects Herum\Crabtree Attorneys

Hill International2 Holliday Rock Company Kinsell Newcomb & De Dios Inc. Library Systems & Services LLC Management Partners Morley Brothers LLC Morongo Band of Mission Indians2 Bob Murray & Associates National Community (National Core) Neoteric Entertainment Inc.2 PARS/Phase II Pacific Code Compliance2 Piper Jaffray Regis Homes2 Janice Rutherford for Supervisor2 San Bernardino Police Officers Association Solution Strategies2 SummerHill Homes2 TY LIN International Urban Housing Group2 Zarc Recycling2

Basic ($1,000+)

Advance America Alameda County Industries2 Alcal2 Alvarez-Glasman & Colvin2 Arnold and Associates2 Avery Associates2 Blue Line Transfer Inc.2 CH2M Hill California Association of Physician Groups California Building Industry Association California Contract Cities Association California Hotel Lodging California Refuse Recycling Council California Water Service Company Check into Cash California Christiani Architects2 Civil Justice Association of California Continental Development Corporation Paul Cook for Assembly2 Cost Control Associates Inc. DiMare Van Vleck & Brown LLC

1 â&#x20AC;&#x201C; Institute for Local Government supporter 2 â&#x20AC;&#x201C; CITIPAC supporter Join the Partners Program Today! Contact Mike Egan | (916) 658-8271 | egan@cacities.org

E&J Gallo Ecology Auto Parts Emanuels Jones and Associates Food 4 Less2 Fresno Police Officers Association GHD Inc. Giacalone Design Gresham Savage Nolan & Tilden PC Hall & Foreman Inc. Harris & Associates HydroPoint Data Systems Inc. Johnstone Moyer Jones & Mayer Jones Hall A Professional Law Corporation Kasdan Simonds Weber & Vaughan LLP LaBarge Industries2 Largo Concrete2 Livermore Sanitation Inc.2 Marchetti Construction Inc.2 NASA Services2 Committee to Elect Gary Ovitt2 Pacific Code Compliance Pacific Water Quality Association Parsons2 Peters Engineering2 Philips Precision Concrete Cutting Quad Knopf2 RJP Framing2 Robson Homes LLC2 SNW Securities Corp. S&S Drywall2 Santa Monica Police Officers Association ServePro Sobrato Organization2 Southern California Concrete Producers Southwest Water Co.2 Swinerton Management Teichert Construction2 Top Grade Construction2 Vali Cooper & Associates Inc. Vulcan2 Waste Management2 Zero Waste Energy LLC

Partial list as of 8/1/2012

News from the Institute for Local Government

“Shout Out” to Youth About Local Civics and Careers in City Government

Reaching Out to Youth Local officials and staff can reach out to young people in their own communities to build a better understanding of local government and possibly foster a young person’s future in city hall. Here are a few ideas for local officials to consider:

be the philosophy of government in the next.”

• Contact local schools to arrange for city officials to give presentations about local government roles, responsibilities and jobs;

— Abraham Lincoln

• Participate in school career days;

“The philosophy of the schoolroom in one generation will

• Organize a tour of city hall for youth organizations; Young people typically learn little about city government in middle or high school. They are probably unfamiliar with the roles and responsibilities of local officials and staff, and they may never have considered future employment opportunities or careers in local government. This lack of familiarity reduces the capacity of young people to be knowledgeable, effective citizens now and in the future. It also diminishes the number of individuals who will be interested, ready and available to serve as the next generation of city officials and staff. The need to ensure a future pool of committed, prepared individuals to serve in city government roles is particularly urgent given the large number of Baby Boomers facing retirement. This civics and employment gap can be addressed by actively encouraging young people to learn about local government and consider municipal careers. While this may not seem the best time to be talking about local government jobs, it may be more important than ever to help ensure a better understanding of the work and opportunities inherent in local public sector service.

What Appeals to Young People Young people today have the same ideals as youth of prior generations: They want to build communities, save the planet and make a difference in the world. These values can be met through many interesting and challenging roles and careers in local government. Such jobs offer an opportunity to have a direct impact on communities and residents’ health, safety and well-being. For ideas on resources to connect youth with the emerging green economy, see “Today’s Youth: Tomorrow’s Green Workforce” on page 12. www.westerncity.com

• Develop an internship program for local students; • Establish a youth commission or council if your city doesn’t have one; • Look for opportunities to involve youth on other appropriate city commissions or committees; and • Engage youth in the planning process for issues that specifically concern them, such as designating bike lanes or areas for skateboarding. Examples of communities engaging youth can be found on the Institute for Local Government (ILG) website at www.ca-ilg.org/ post/youth-engagement.

A Role for Youth Commissions If your city has a youth commission or council, ensure that information about the purposes and activities of city government are built into orientations for youth commission members. Involve youth council members in discussions about local issues. Youth commissioners can also learn about municipal careers and act as ambassadors to other young people who may be interested in pursuing careers in the public sector. ILG provides a range of resources to support youth commissions and youth engagement efforts in California at www.ca-ilg. org/youth-commissions-engagement. This includes a roster of youth commissions in California and a series of youth commission briefing papers. The most recent briefing papers, Working for Local Government: Careers That Make a Difference and Youth Engagement and Local Planning: Ideas for Youth Commissions, are posted at www.ca-ilg.org/post/public-engagement-developsbriefing-papers-youth-commissions. n Western City, September 2012

Today’s Youth: Tomorrow’s Green Workforce

by Yvonne Hunter

California’s youth and young adults now have opportunities to learn skills to help them get jobs in the emerging green economy. At the same time, they are learning about energy and climate change through innovative programs that blend academics with hands-on career training. Green training programs that focus on youth and young adults also contribute to local economies and job expansion. Many programs provide local agencies, residents or businesses with interns eager to provide energy audits and retrofits or

help local agencies complete greenhouse gas emissions inventories. Although some programs require modest financial contributions from the participating agencies, the benefits realized help both the local agencies and residents.

Building Job Skills in Energy Efficiency A wide range of programs sponsored by nonprofit organizations and community colleges, often in collaboration with local agencies and one or more of California’s investor-owned utilities, teach youth and young adults about energy efficiency, conducting energy audits and how to install energy-efficient equipment. The City of Pleasanton offers a program, now in its third year, that trains youth to conduct “green house calls” that help residents save energy and water. “Residents save money on utilities while learning about water and energy conservation,”

says Laura Ryan, Pleasanton’s manager of energy and sustainability. “The youth receive in-depth training and paid jobs to prepare them for careers in energy and the environment, and our community reduces its overall carbon footprint. We all win.” The program is made possible through a partnership of Pleasanton, California Youth Energy Services (CYES) and Pacific Gas and Electric Company (PG&E). CYES trains and oversees the Energy Specialist teams, which are located in Pleasanton and 13 other San Francisco Bay Area cities. Pleasanton contributes to the cost of the program, which expanded this summer to include mobile home parks and additional community outreach. CYES offers similar programs in Antioch, El Cerrito, Oakley, Pinole, Richmond and San Pablo. Pleasanton youth teams completed about 300 free energy- and water-efficiency home assessments in summer 2011,

Yvonne Hunter is co-director of the Institute for Local Government’s Sustainability Program and can be reached at yhunter@ca-ilg.org.

League of California Cities

www.cacities.org

top Pratik Mehta and Alicia Brown conduct an energy audit in Pleasanton. bottom Volunteers Jasmine Shepard and Kayla Platt take a break while installing a solar panel on a low-income home in Alameda County.

installing water and energy conservation equipment such as faucet aerators, compact fluorescent bulbs and hot-water pipe insulation. The Alliance to Save Energy, a national nonprofit organization, leads two innovative programs in California to reach K-12 youth and young adults attending community colleges and universities. Its PowerSave Schools Program (formerly Green Schools), funded by Southern California Edison, educates K-12 students about energy and its link to the environment and finances, while engaging them in saving energy at their schools. For example, students calculate the amount of carbon dioxide emissions generated by electricity use, along with the costs of using electricity. Students learn that by saving energy, their schools, families and businesses can also save money and help protect the environment. The program includes presentacontinued

www.westerncity.com

Western City, September 2012

Today’s Youth: Tomorrow’s Green Workforce, continued

tions from green professionals and handson energy audit training that cover using auditing tools, analyzing data and making recommendations to each student’s school and community. On average, PowerSave Schools reduces energy consumption and costs by 10 to 15 percent each year, which saves hundreds of thousands of dollars for school districts. During the 2010–11 school year, 65 schools in three school districts in Southern California reduced their energy use by nearly 13 percent, saving more than $680,000. The alliance’s PowerSave Campus Program (formerly Green Campus), a statewide collaboration with California’s four investor-owned utilities, operates on 16 University of California and California State University campuses. This energy-efficiency workforce training program builds pathways to green careers by generating real energy savings on campus,

infusing energy-efficiency concepts into academic curricula and conducting outreach initiatives. For example, students conduct energy audits and assessments of college campus buildings to identify and facilitate energy-efficiency retrofits and easy-to-adopt behavioral changes for building occupants. Developing Energy Efficiency Professionals (DEEP) is a collaboration between the California Community College State Chancellor’s Office, the Foundation for California Community Colleges and Southern California Edison. “Together, we are helping the next generation take a leadership role as trained professionals,” says Dee Patel, principal of the DEEP program. “The green job training programs empower students to make a difference on issues of sustainability and energy efficiency at the same time that they learn skills to help them find professional jobs in the local green economy.”

Through pilot projects at three Southern California community colleges, DEEP blends academic learning and hands-on projects in energy efficiency and sustainability. DEEP also includes a partnership with the U.S. Green Building Council, which sponsors the Leadership in Energy and Environmental Design (LEED) system, a framework for identifying and implementing practical and measurable green building design, construction, operations and maintenance solutions. Through the partnership, students develop skills needed for a LEED Green Associate certification, a relatively new certificate considered one of the first steps to many green energy jobs. The Alameda County Office of Education offers a new program, Leadership in Energy Efficiency Program (LEEP), that teaches high-school and communitycollege students about energy efficiency continued on page 16

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Tips for Local Officials to Consider Local officials who want to help youth and young adults connect with the emerging green technology and sustainability workforce can consider the following ideas. • Find out if your local community college offers green job training or internships.

The Pleasanton California Youth Energy Services team performs free energy- and water-efficiency home assessments. left to right, back row: Hannah FowlerKimsey, Will Rich (site manager), Deepak Singh, Evan Pendleton (leader in field training), Paul Beinar and Yosef Mirsky; front row: Alicia Brown, Christina Mestas (community outreach manager), Alice Deng, Pratik Mehta and Jason Spooner.

www.westerncity.com

• Are there opportunities for your agency to offer an internship for youth or young adults who participated in college or other green job training programs? Consider sharing your agency’s needs with local professors who teach environmental courses and may be able to match your agency with a student. • Check with your local utility about green job or workforce development programs in which it may be involved, such as energy audits and energy-efficiency programs. • Offer to participate in green job education programs as a “real world” expert.

Western City, September 2012

Today’s Youth: Tomorrow’s Green Workforce, continued from page 14

and equipment, emphasizing skills that are directly transferable to green careers and employment opportunities. “We wanted a program that saves schools money, energy and water at the same time we educate high school and college students in green job skills,” says Yvonne Tom, energy efficiency program manager with the Alameda County Office of Education. LEEP works

with existing Green Academies in Alameda County school districts and is part of PG&E’s Innovator Pilots program. LEEP’s high-school age interns learn about energy audits through hands-on projects like light counts and thermostat checks. Although the engineering firm hired to do the actual audit prepares the

LEEP Program Manager Puck Ananta directs college interns Dunn Rosete and Thida Aung during an energy audit at a Livermore high school.

left to right

data analysis and recommendations to the school board, the green interns attend the school board presentations as observers. If energy-efficiency retrofits are installed, the interns observe the installation.

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Students attending Ohlone and Laney community colleges in Alameda County receive hands-on energy assessment experience as paid interns. They use the U.S. Environmental Protection Agency’s Portfolio Manager software to assess, compare and monitor energy usage in buildings. Based on initial data analysis of buildings in nine school districts, the students recommend where to perform full energy audits and help install energy-efficiency equipment.

Skills Related to Climate Change Several newer programs offer students opportunities to delve deeper into areas related to climate change. The programs provide training and real-world experience as students help cities and counties complete greenhouse gas emissions inventories and prepare climate action plans. The Association of Monterey Bay Area Governments (AMBAG) was one of the first local government associations to use graduate student interns as part of its activities related to climate change. AMBAG worked with students from the Monterey Institute of International Studies and California State University, Monterey Bay, beginning in 2009. Eighteen students learned how to conduct greenhouse gas emissions inventories for continued on page 43

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C TIES

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LEAGUE OF CALIFORNIA CITIES 2012 ANNUAL CONFERENCE & EXPO

San Diego Convention Center, Sept. 5–7 by Lorraine Okabe

The League’s 2012 Annual Conference & Expo offers fresh ideas on how to better meet the needs of your city and residents. Browse cost-saving services and products at the Expo; in the educational sessions, discover practical tools for making tough decisions and ideas that you can put to work immediately upon returning to your city. At the Expo, more than 230 exhibiting companies (including 62 first-time exhibitors) will showcase products and services to help cities accomplish more for less. Visit the Expo show floor and meet vendors face to face, learn about new product applications, discover free services and develop new sources of supplies and services.

Expo Highlights Grand Prize Giveaway Two Grand Prizes will be given away during the League’s Annual Conference & Expo. Entry forms are available in the front of the Expo Hall near the main entrance. One lucky city will win

seven BlackBerry PlayBooks offered by AT&T, and another fortunate city will win an 8x10-foot banner compliments of AAA Flag & Banner. Meet both of these exhibitors during the Expo. (This promotion is not an endorsement of any product or service.) The awards will be presented at the Annual Business Meeting on Friday afternoon, and you must be present to win.

Don’t Miss the League Partner Speaker Theater The League Partner Speaker Theater, located in the League Partner Village area of the Expo, offers sessions that high-

light innovative projects, programs and solutions that have worked in California cities. Learn from elected officials, city staff and industry experts who have found solutions to some of the most challenging problems facing cities. Topics include: • Working Together to Implement New Pipeline Safety Requirements; • Stockton: Report From the Front — AB 506 and Its Aftermath; and • Implementing Solar in Your City.

Come Prepared Visit the annual conference page on the League website at www.cacities.org/AC to help plan your schedule. This year,

Lorraine Okabe is assistant director of education and conferences for the League and can be reached at LOkabe@cacities.org. For more information about the conference, visit www.cacities.org/AC.

League of California Cities

www.cacities.org

Conference attendees enjoy opportunities to network, participate in policy committee meetings and visit the Expo exhibits.

the Host City Reception will coincide with the Grand Opening of the Expo on Wednesday from 6:00 to 8:00 p.m.

Networking Opportunities The conference offers a variety of ways to connect with your colleagues from throughout the state to discuss common concerns, share solutions and exchange ideas. Networking events at the conference include gatherings hosted by the League’s diversity groups and regional divisions.

Diversity Groups The League is committed to promoting involvement for all that reflects the diversity of California’s cities. The board of directors has recognized the following diversity groups: African-American Caucus, Asian Pacific Islander Caucus, the Gay Lesbian Bisexual & Transgender Local Officials Caucus, Latino Caucus and Women’s Caucus. The diversity groups will have displays on the Expo show floor. Be sure to sign up to join one or more of the League’s caucuses and attend their networking events at the conference, which are open to all attendees.

www.westerncity.com

Municipal Departments The League’s professional departments are an integral and important part of the organization, serving as a catalyst for educational events and networking. The 11 departments are: 1. City Attorneys; 2. City Clerks; 3. City Managers; 4. Community Services; 5. Fire Chiefs; 6. Fiscal Officers; 7. Mayors and Council Members; 8. Personnel and Employee Relations; 9. Planning and Community Development; 10. Police Chiefs; and 11. Public Works Officers. The professional departments play an essential role in making League policy and assisting with conference program development; they are also represented on the board of directors. Most depart-

ment business meetings will be held at 2:00 p.m. on Wednesday, Sept. 5.

Regional Divisions The League’s regional divisions function as its grassroots advocacy teams. They offer a great way for city officials to get involved in activities that support the quality of life in their communities. The divisions provide the League board of directors with a diverse range of perspectives from members throughout the state and are staffed locally by the League’s regional public affairs managers. Many League divisions are holding networking events throughout the conference. Contact your regional public affairs manager for more information and costs.

Brown Act Requirements and League Conferences The Brown Act, also referred to as California’s Open Meeting Law, permits the attendance of a majority of the members of a legislative body at a conference or similar gathering open to the public that continued

Western City, September 2012

Annual Conference Highlights, continued

addresses issues of general interest to the public or to public agencies of the type represented by the legislative body. However, a majority of the members cannot discuss among themselves — other than as part of the scheduled program — business of a specific nature that is within the local agency’s subject matter jurisdiction. The League has long been a strong advocate for open government and transparency. Cities throughout California continue to comply with the requirements of the Brown Act even though the Legislature has suspended several of its provisions for a three-year period. City officials believe that this compliance serves the best interests of their communities and helps to foster transparency in local government. n

About the Conference Logo This year’s conference logo was designed by Jenifer Forsythe, web specialist for the City of San Mateo since July 2001. She designed and maintains the San Mateo website (www.cityofsanmateo.org), the San Mateo Police Activities League website (www.sanmateopal.org) and the city’s employee intranet. Forsythe also creates a variety of marketing and print products for San Mateo, including the Annual Community Report and a variety of flyers and posters. “You really have only a few seconds to really catch someone’s attention and convey a story or message — I love the challenge of doing that,” says Forsythe. “The design concept for the League of California Cities Annual Conference & Expo came to me pretty quickly, but I spent hours fine-tuning it. I’m honored to have my design showcased at the event.” Forsythe received a conference shirt, complimentary conference registration, official bragging rights and copies of all related promotional materials.

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Annual Conference Highlights Exposition Exhibitors League Partners appear in bold.

A. Y. McDonald Mfg. Co.

CSAC Excess Insurance Authority

DN Tanks

AAA Flag & Banner

CSG Consultants, Inc.

D R Consultants & Designers, Inc.

ABM

California Association of Code Enforcement Officers

Dapeer, Rosenblit & Litvak, LLP

California Building Officials

Dave Bang Associates, Inc.

AECOM AHA Consulting AP Wireless AT&T2 AbTech Industries, Inc. Academy of Model Aeronautics Aclara

California Communities/U.S. Communities California Consulting, LLC California Contract Cities Association California Department of General Services/ Cal-Card

Dart Container Corporation David Taussig & Associates, Inc. De La Rosa & Co. Delphi Solutions Digital Ally, Inc. Dokken Engineering2

Adams Ashby Group

California Department of Housing & Community Development

AIRCON ENERGY

California Department of Insurance

Dudek

AIRVAC

California Department of Water Resources

E2G2

Alvarez-Glasman & Colvin2

California Fuel Cell Partnership

EDI VRAD© Process

American Fidelity Assurance Company

California Housing Finance Agency

EPS Industry Alliance

Americans Protecting Property Rights

California Infrastructure and Economic Development Bank (I-Bank)

Earth Systems

AmeriNational Community Services, Inc.

California Joint Powers Insurance Authority

AndersonPenna Partners, Inc.

California Prison Industry Authority (CALPIA)

Emergency Services Consulting International

Asphalt Zipper

DriWater, Inc.

eCivis

Evonik Cyro

Association of California Water Agencies (ACWA)

California Product Stewardship Council

FacilityDude

California State Board of Equalization

Atkins

FedBid, Inc.

CalPERS

Avery Associates2

Figtree Energy Resources Company

CalTRUST

Badger Meter, Inc.

First Investors Corporation

Bank of America Merrill Lynch

CalVet - California Dept. of Veterans Affairs

FirstSouthwest

Belgard Hardscapes

Cardiac Science Corp.

Best Best & Krieger, LLP1, 2

Carl Warren & Company

GovDeals, Inc.

Big League Dreams

Carollo Engineers

BigBelly Solar

Caselle Software

Blais & Associates

Charles Abbott Associates2

Bob Murray & Associates

Chevron Energy Solutions

BonTerra Consulting

Citrus Pest & Disease Prevention Program

Boomerang Systems, Inc.

City Ventures

Brown Armstrong CPAs

CleanFleets.net

Bureau Veritas

CleanStreet

Burke, Williams & Sorensen, LLP1, 2

Climatec BTG

Burrtec Waste Industries/EDCO2

Comcate, Inc.

Buxton

Cooper Streetworks

CASE Parking

Coplogic, Inc.

CH2M HILL

Credit Bureau Associates

CMB Regional Centers

Crown Castle, Inc.

CRW Systems, Inc.

Customer Service Advantage, Inc.

GHD, Inc. Granicus Graphic Solutions Greenhouse GO GreenTraks Griffin Structures H & M Gopher Control HdL Companies HEAL Cities Campaign HERO Financing Program HF&H Consultants, LLC HMC+Beverly Prior Architects HR Green, Inc. Harris & Associates HydroPoint Data Systems ING

1 – Institute for Local Government Partner, 2 – CITIPAC supporter. List current as of Aug. 16, 2012. Visit us at www.cacities.org/expo.

continued www.westerncity.com

Western City, September 2012

Exposition Exhibitors, continued

ITEM, Ltd.

Laserfiche

The Olson Company

Impact Plastics

Leotek Electronics USA Corp.

Omni-Means, Ltd.

In God We Trust - America, Inc.

Library Systems & Services

Independent Cities Risk Management Authority

Liebert Cassidy Whitmore1

Otto Environmental Systems North America, Inc.

Information Display Company

Macias Gini & Oâ&#x20AC;&#x2122;Connell (MGO)

International Parking Design Itron, Inc. JT2 Integrated Resources

Overland, Pacific & Cutler, Inc.

MCE Corporation

PARS PERC Water

MAINTSTAR

PLI Global

Matrix Consulting Group

Pacific Gas and Electric Company2

Jackson Lewis, LLP

Merced College Workplace Learning Resource Center

Jamboree Housing Corporation

Meyers Nave1, 2

Jere Melo Foundation

MuniServices

Jones & Mayer

MyCity Mobile

Kaiser Permanente

NBS

KASDAN SIMONDS WEBER & VAUGHAN LLP

National Community Renaissance

Keenan & Associates KemperSports Management, Inc.

Nationwide Payment Solutions MuniciPAY

Keyser Marston Associates, Inc.

Neptune Technology Group

Kimley-Horn and Associates, Inc.

Newport Pacific Capital/Modular Lifestyles

LINC Housing

Nextdoor

PublicStuff

LPA, Inc.

Northern California Carpenters Regional Council

Q-STAR Technology

LSA Associates, Inc.

Pacific McGeorge, Institute for Administrative Justice Paragon Partners Ltd. Parkmobile USA, Inc. PetData Philips Hadco Piper Jaffray

National Industries for the Blind (NIB)

Public Agency Risk Sharing Authority of California (PARSAC) Public Financial Management, Inc. Public Restroom Company PureForge

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Quad Knopf 2

Severn Trent Services

QuickPay Corp.

Sharp Electronics Corporation

R. Schumacher & Associates, Inc.

Siemens 2

RBF Consulting, a company of Michael Baker Corporation

SmartCitiesPrevail.org2

RJM Design Group, Inc.

Solid Terrain Modeling, Inc.

RKA Consulting Group

Southern California Gas Company1 SouthTech Systems

RedFlex Traffic Systems Renne Sloan Holtzman Sakai LLP (Public Law Group)1 Republic Services2

SouthWest Water Company2 Sportsplex USA State Board of Equalization Stone & Youngberg, LLC

SCS Engineers

SyTech Solutions

SSA Landscape Architects, Inc.

TNT Fireworks

SWARCO Traffic Americas

TOTER WASTEQUIP

Safeguard Properties Schaefer Systems International, Inc. SERVPRO

United Storm Water, Inc.

Southern California Edison

Ralph Andersen and Associates

Schneider Electric

U.S. Bank

SolarCity

1, 2

Rain Bird Corporation

USA North USC Price School of Public Policy

Southern CA Concrete Producers

Radio Satellite Integrators, Inc.

Tribal Alliance of Sovereign Indian Nations2

TRAMUTOLA TRANE2 Transtech Engineers, Inc.

University of La Verne Up-Rite Tree Support Systems Vali Cooper & Associates, Inc. Valley Vista Services, Inc. Vanir Construction Management, Inc. Veolia Water North America Vortex Western Sales & Support Office WLC Architects Walker Parking Consultants/Engineers, Inc. Wealth Strategies Group, an Office of MetLife West Coast Arborists, Inc. Westpac (LED) Lighting Inc. Willdan2 Ygrene Energy Fund n

1 – Institute for Local Government Partner, 2 – CITIPAC supporter. List current as of Aug. 16, 2012. Visit us at www.cacities.org/expo.

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Western City, September 2012

Join a League Policy Committee and Make Your Voice Heard by Kyra Ross

he strength of the League’s lobbying efforts lies in the participation of our members, who help shape our policy and advocate with us at the state and federal levels to protect city interests. The League could not be as effective without the voices of city officials throughout California. These members strive to make their cities stronger by working in concert with their colleagues on issues that impact local communities. The League’s policy committees play an integral role in the League’s decisionmaking process and influence on statewide policy affecting cities. The committees meet up to four times per year. The eight policy committees comprise a total of more than 400 elected and appointed city officials who lend their expertise and their city’s perspective in addressing the substantive issues confronting cities. This work culminates each year at the League’s Annual Conference, where the committees examine resolutions submitted for consideration by the League’s General Assembly and make recommendations. Joining a policy committee is one of the easiest and most effective ways to get involved in the League. If you are considering joining a policy committee, early fall is the time to seek an appointment as committee membership for the upcoming year is typically finalized by late fall. Elected officials must constitute the majority of each committee, but the committees also include representatives from city staff, League Partners and affiliates. Kyra Ross is a legislative representative for the League and can be reached at kross@ cacities.org.

www.westerncity.com

Division and Department Appointments

Presidential Appointments

Each committee includes one representative appointed by each professional department (such as city attorneys, city managers and so on) and two representatives appointed by each regional division. These appointees represent their department or division on the committee and keep officers and members of their department or division informed of committee work programs and policy considerations. Contact your division president if you are interested in representing your division. For consideration to represent your department, contact your department president.

The League president may make up to 16 appointments to each committee to ensure that each committee is balanced in its composition, representing member cities geographically and by size, as well as to ensure that mayors and council members constitute a majority of each committee. City officials interested in a presidential appointment should submit a written request for a specific policy committee and a brief, personal background statement. Requests must be submitted by Nov. 9 to Meg Desmond, legislative and policy development secretary; email: mdesmond@cacities.org. Appointments are made in late November. continued

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Join a League Policy Committee and Make Your Voice Heard, continued

League Partner Appointments The League Partnersâ&#x20AC;&#x2122; Executive Committee appoints two nonvoting representatives to each committee. Affiliate Appointments Several statewide associations have been granted affiliate status with the League, including the California Society of Municipal Finance Officers, the California

Association of Public Information Officials and others. Some affiliate organizations may designate one representative to each of the eight policy committees; other affiliate organizations designate a representative only to those committees pertinent to their organization. Certain affiliates may designate a representative but have nonvoting status; these include organizations such as the California Association of Councils of Government,

California Building Officials, California Public Employers Labor Relations Association, California Teachers Association and others. n

The Policy Committees And Their Issue Areas Administrative Services: election law and administration, insurance and tort reform, open meeting law (the Brown Act), the Public Records Act, the Political Reform Act and other conflict-ofinterest laws, and regulation of smoking and tobacco products. Community Services: child care, parks and recreation, libraries, cultural arts and community and human services programs. Employee Relations: human resources management, including employee and labor relations, retirement and workersâ&#x20AC;&#x2122; compensation issues. Environmental Quality: air and water quality, integrated waste management, hazardous materials, coastal issues, noise pollution, utilities, energy and the California Environmental Quality Act. Housing, Community and Economic Development: building regulations and code enforcement, community and economic development, urban renewal, housing, planning, zoning, incorporation, annexation and redevelopment. Public Safety: law enforcement, fire and life safety policies including emergency communications, and emergency services including ambulance and disaster preparedness, nuisance abatement and Indian gaming. Revenue and Taxation: finance administration, taxation reform, revenue needs and revenue sources at the federal, state and local levels.

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League of California Cities

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Transportation, Communication and Public Works: transportation funding, construction, public works, telecommunications and related areas.

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The Next Generation of Economic Development Tools: Community Development Corporations by Kevin Payne

In the wake of the stateâ&#x20AC;&#x2122;s elimination of redevelopment agencies, cities throughout California are seeking alternatives to help create jobs and revitalize neighborhoods. Earlier this year the League Task Force on the Next Generation of Economic Development Tools began examining potential tools for cities to use to promote economic development. Community development corporations (CDCs) are one such tool that has been used successfully throughout the United States to accomplish community revitalization goals.

What Are CDCs?

Functions of a CDC

CDCs are nonprofit, community-based organizations that secure private and public capital through development of both residential and commercial property. These organizations also undertake economic development efforts and offer programs that benefit the community. CDC projects and activities include developing affordable housing; redeveloping properties to create mixed-use, commercial and office projects; implementing economic development and social programs; and, in some instances, providing ongoing property management.

A CDC is a nonprofit entity characterized by its communitybased leadership, which differentiates it from other types of nonprofits. A typical CDC structured to promote redevelopment activities has a board appointed by the supporting governmental entity or city council. CDCs typically produce workforce housing and create jobs for community residents by securing financing and funding and attracting private investment to construct mixed-use and commercial development projects.

Created to provide an alternative mechanism to advance redevelopment and revitalization goals within communities, CDCs have expanded rapidly in size and numbers. An industry survey published in 2006 found that 4,600 CDCs throughout the nation promote community economic stability by developing more than 86,000 units of affordable housing and 8.75 million square feet of commercial and industrial space per year.

CDCs have strongly influenced many of the communities in which they work. A 2002 Urban Institute study (www.urban. org/publications/410638.html) of 23 cities found that CDCs had noticeably improved multiple neighborhoods in eight cities and one neighborhood in each of another 11 cities, with more limited block-by-block impacts in the remaining four cities. Examples of successful CDCs include the Centre City Development Corporation in San Diego and the Portland Development continued

Kevin Payne is vice president of development for the Roseville Community Development Corporation and can be reached at kpayne@roseville.ca.us. This article is adapted from a background report prepared by the City of Roseville as part of the planning process for establishing its community development corporation (CDC). The League gratefully acknowledges the assistance of John Sprague, Roseville CDCâ&#x20AC;&#x2122;s chief executive officer, and report author Kevin Payne, for permission to adapt excerpts from the report to help League members learn more about this important tool. The original background report and the Roseville CDCâ&#x20AC;&#x2122;s Business Plan are online at www.rosevillecdc.com. www.westerncity.com

Western City, September 2012

The Next Generation of Economic Development Tools: Community Development Corporations, continued

Commission in Portland, Ore. Both of these organizations have acted as a private development company, implementing key projects that resulted in achieving the vision established by their individual communities. (The Portland Development Commission is structured and functions like a CDC, but is not a stand-alone 501(c)(3) due to its formation as part of Oregon’s urban renewal program and implementation under the city charter.)

Available Funding Resources Multiple mechanisms are available to fund a CDC. Each CDC can be uniquely crafted to take advantage of a variety of funding sources, including the following. General Funds. Cities can allocate General Fund money to a CDC. The City of Portland funds CDC staffing and administrative costs through its General Fund.

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Gifts and Bequests. Private parties are eligible for tax deductions for donations made to a nonprofit. Funding and/or assets can be gifted to the CDC, and the contributors can reduce their tax obligations in accordance with the tax code. Special Revenue Funds. This includes funds that are typically generated through enterprise zones, Housing and Community Development (HCD) contracts, housing acquisitions and other federal grants. These funds account for the proceeds for specific revenue sources that are dedicated for specific purposes. Generally, these funds account for federal, state and local grant and private activities. Typical grant programs categorized in this revenue source include the HOME Investment Partnerships Program and the Environmental Protection Agency’s brownfields revolving loan program. Tax Credits. CDCs can take advantage of tax credits because they are a substantial provider of affordable workforce housing. New-market tax credits are a relatively new financing mechanism available to a CDC. For CDCs that establish for-profit subsidiaries, limited liability companies or partnerships may be eligible for equity investments by new-market tax credit investors. To structure the use of these funds the CDC extends loans to qualified local businesses, which are then eligible for tax allocation credit to be purchased by private investors. Enterprise Loans. As part of Portland’s approach, this revenue source consists of housing and economic development loan funds, which are self-sustaining through the collection of principal and interest from borrowers. This funding source can also include private lender proceeds. Income and Asset Management Funds. Funding secured through loan repayments, property ownership, development participation and ongoing property management is available to CDCs.

Benefits of Establishing a CDC The City of Roseville anticipated numerous benefits from developing a CDC.

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These included: • Leveraging existing community knowledge and resources that are tied to real estate development, financing and construction; • Establishing a long-term mechanism for promoting revitalization, with no time limit;

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• Creating a development and revitalization scenario sooner than that provided by the private sector market; • Providing additional funding resources not otherwise available; • Entering into agreements for projects with the CDC dictating the business terms, and the CDC entering into financing agreements with developers or developing projects itself; • Having the ability for funds to revolve through the CDC for future downtown development projects and to create revolving loan funds; • Providing a nonprofit that can own and manage assets in the long term while channeling profits for redevelopment purposes; • Enabling charitable donations to the CDC; • Expanding the geographical area for revitalization beyond the redevelopment plan area; • Making it possible to receive financial returns on redevelopment financing using funds that originated as tax-exempt bond proceeds, which was not possible for the city’s redevelopment agency under the Internal Revenue Code; • Establishing the CDC as a business entity expected to operate as such; • Providing for continual reinvestment back into the community; • Promoting a better environment to attract private investment; • Focusing on job creation and expanding the existing tax base; and continued

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Western City, September 2012

The Next Generation of Economic Development Tools: Community Development Corporations, continued

• Allowing for the coordination of multiple housing, economic development and redevelopment activities.

How Other Jurisdictions Use CDCs The cities of San Diego and Portland offer excellent examples of how a CDC

can advance a community’s revitalization strategies. Key points about the Centre City Development Corporation (CCDC) in San Diego include: • Formation. This public nonprofit organization was formed in 1975 to help the redevelopment agency accomplish revitalization goals.

• Governance. A nine-member board, appointed by the city council, governs the CCDC. • Responsibilities. The CCDC is responsible for strategic planning, urban design, property acquisition and development, affordable housing, development permitting, business and resident relocation, public improvements and securing public financing. • Major Projects. The CCDC’s major projects include the San Diego Convention Center, Horton Plaza shopping center, and improvements associated with the Gas Lamp District and Petco Park. • Investments in the Community. As of April 2012, the CCDC had invested a total of $12.3 billion dollars locally, including $1.7 billion dollars in public improvements. • Job Creation. The CCDC had created 23,000 permanent jobs and 63,000 construction-related jobs as of April 2012. A brief summary of the Portland Development Commission (PDC) includes: • Formation. Voters approved the formation of this nonprofit in 1958. • Governance. A five-member board, appointed by the city council, governs the PDC. • Responsibilities. The PDC is responsible for housing, promotion and development associated with revitalization efforts and economic development, as well as the approval of urban renewal districts, bond sales, development projects and major economic development initiatives.

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• Major Projects. The PDC’s major projects comprise the development of Museum Place, Pioneer Courthouse Square, light rail to the airport, Walnut Park Retail Center and the redevelopment of the North Park Blocks. In addition, the PDC has renovated and converted numerous historic structures into affordable housing and made thousands of homeowner repair loans.

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• Economic Development. The PDC has implemented a variety of economic development projects, including recruitment of major companies such as Qwest Communications.

Forming a CDC Forming a nonprofit entity under section 501(c)(3) of the Internal Revenue Code requires several steps. Each is a critical component of meeting the requirements for designation as a nonprofit. The first steps include: • Incorporating;

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• Creating a board of directors; • Obtaining insurance; • Obtaining tax-exempt status;

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• Setting up payroll and tax filings;

• Opening bank accounts; • Establishing annual audits and bookkeeping; • Developing procedures for conducting meetings and taking minutes; and • Creating a business plan. The basic documents required to incorporate a CDC are bylaws and articles of incorporation. Bylaws set out the structure of the board, frequency of board meetings, how the board members are chosen and other details about the board, its committees and its officers. Articles of incorporation include the general purpose or mission, procedure for convening the board of directors, legal address, and other government-related accountability details. With a 501(c)(3) designation the organization will be eligible to obtain grants and gifts from any government agency, corporation, foundation or individuals. For cities seeking new ways to promote economic development and create jobs, CDCs offer numerous opportunities and advantages. For additional information and links to related resources, read the online version of this article at www.westerncity.com. n

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Western City, September 2012

League to Launch a New Communications And Outreach Assistance Program by Jessica Reynolds

Do your residents really know what is happening in their city? Do they fully understand the statewide and local challenges facing our communities and governing institutions? How often do you communicate with residents? How do they interact with the city? Communication and outreach are more than just webcasting the council meetings, taking public comments from a few residents or issuing a press release. Real public communication involves talking to residents on different platforms using messages and facts that they can understand and relate to directly. Unfortunately, most public documents are ordinances or staff reports that just don’t serve as

effective communication vehicles for the average resident. When the public focus on cities is heightened, for better or worse, it presents an excellent opportunity to proactively engage residents on current needs and issues. Events such as California’s budget crisis, the redevelopment money grab and even municipal bankruptcies have clearly demonstrated the external funding

Jessica Reynolds is owner of Reynolds Strategies and can be reached at Jessica@reynoldsstrategies.com.

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threats facing cities. While fresh media attention and an active blogosphere can help to make problems more obvious to constituents, such communications are not directed by the city, and they can often be misleading or inaccurate. Cities can tap into the opportunity afforded by a heightened focus on municipal and state issues and communicate with residents to engage them in a meaningful way. Cities under ever-increasing fiscal pressure may wish to proceed with implementing new revenue measures or cutting programs or projects, but now more than ever they must first focus on raising residents’ awareness of current conditions. This is especially true if cities will be implementing future ballot measures or infrastructure projects that require a high level of public participation to be truly responsive to community needs. The Importance of Consistent, Ongoing Communication

For example, when planning to place a second local finance measure on the ballot in a two-year period, the City of El Cerrito relied on a well-established communication program initiated three years earlier. As part of its proactive outreach program to explain to residents the condition of city streets and the need for repair, El Cerrito had implemented a system of direct, interactive communication that included monthly mailings, key stakeholder updates, public forums and presentations leading up to the placement of the first ballot measure and through the election. After voters approved that measure, the city continued communicating regularly with residents through newsletters and updates on the progress of the streets pro-

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gram and other municipal issues. When the second finance measure was placed on the ballot, El Cerrito already had an established line of communication with residents. The people in the community had relevant, factual information and background about the city’s needs and issues. Armed with real information El Cerrito residents were engaged and ready to partner with the city to address challenges and celebrate successes. Court rulings and public perception have created legal and practical challenges for cities in their efforts to effectively communicate with residents about issues related to budget, services and revenue — and especially local ballot measures. Although some cities ultimately hire consultants to help facilitate communication efforts around a specific program or initiative, for many cities money is so tight that hiring a consultant is simply not possible and can become its own political issue.

large or small, urban or rural, north, central or south, the ability to design and implement outreach customized for its individual capacity and constituency. For

more information, contact your regional public affairs manager to take advantage of this new program; you can find contact information at www.cacities.org/regional managers. n

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Program Kicks Off This Fall

To help cities address their communication and outreach needs, this fall the League is launching a comprehensive assistance program facilitated by the regional public affairs managers. This program is specifically designed to help cities regularly communicate with residents to educate and inform them about municipal affairs and local and statewide issues. A communication and outreach program can be implemented simply to engage residents, to address a specific project or as part of the impartial information provided on ballot measures. The League’s assistance program includes specific communications strategies, samples and templates, and guidelines on how to customize local messages and identify key priorities. Although every city is different, city officials and staff share many of the same challenges and can learn from the successes of others. The goal of this League program is to give each city, whether

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Western City, September 2012

Cathedral City Partnership Program Focuses on Schools

The Cathedral City Environmental Conservation Division (ECD) and Cathedral City Elementary Schools Partnership Program began with a series of activities focused on children’s recycling and conservation projects in local neighborhoods. Today it has blossomed into a burgeoning element of the city’s environmental and beautification program.

Located in Southern California’s Coachella Valley, Cathedral City is home to a large number of outdoor enthusiasts. Most residents, ranging in age from young adults to retirees, share a passion for preserving the environment. For more than a decade, the ECD has been creating and implementing a variety of refuse and recycling programs. Local adults wholeheartedly participate in citywide recycling. A community forum held in 2006 revealed that schoolchildren were tossing cans, bottles and trash on the ground on 30th Avenue next to the James Workman Middle School. Along this path and citywide, children were also stealing trash receptacles

All Cathedral City elementary and middle schools have recycling programs run entirely by students.

and vandalizing them with graffiti. “We needed to find a creative solution to raise awareness of the need to recycle and be responsible,” says Brad Sauer, the school’s principal. Thus began the ECD and Cathedral City Elementary Schools Partnership Program. “In the past, we’ve found that when kids actively participate in a project they take pride in their work and are invested in the success of the program,” says Deanna continued on page 38

Cathedral City won a Ruth Vreeland Award for Engaging Youth in City Government in the 2011 Helen Putnam Award for Excellence program. For more about the award program, visit www.HelenPutnam.org.

League of California Cities

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The Rosie’s Girls program is inspired by Rosie the Riveter, left, a World War II icon who represented women working in factories.

Santa Monica Opens Career Doors for Young Girls Adolescence can be a difficult time — particularly for girls, who often feel mounting pressure to follow trends and be like their friends. At the same time, a strong sense of self starts to emerge, often in direct opposition to the need to be accepted as “normal.” The resulting internal conflict ultimately can have a ripple effect on academic achievement and aspirations. To help girls navigate this sometimes challenging phase, in 2001 the City of Santa Monica adapted a national model program created for private nonprofits and added civic engagement to the curriculum.

The City Becomes a Classroom

Each summer, as part of the Rosie’s Girls Santa Monica program, more than 60 girls between the ages of 11 and 13 don hard hats, wield hammers and take blowtorches in hand as they go behind the scenes to find out what it really takes to run a city. Over the course of three intense weeks, the girls actively take part in nearly all city functions from carpentry to

plumbing, tree trimming and more. They also sit in the hot seat behind the dais at a mock city council meeting. The combination of creative expression and daily challenges increases leadership capacity, stimulates critical thinking about gender equity and has participants looking forward to more. “Our program takes the original Rosie’s Girls model one step further by trans-

forming the participants’ hometown into a classroom,” says Julie Rusk, human services manager for the City of Santa Monica and co-founder of Rosie’s Girls Santa Monica. “Learning about a city from the inside out creates an extraordinary opportunity to connect girls with their community, while having lots of fun.” continued on page 40

The City of Santa Monica won a Ruth Vreeland Award for Engaging Youth in City Government in the 2011 Helen Putnam Award for Excellence program. For more about the award program, visit www.HelenPutnam.org.

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Western City, September 2012

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

Call Pam Maxwell-Blodgett at (800) 2621801 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.western city.com or contact Anita Lopez, administrative assistant; email: alopez@ cacities.org; phone: (916) 658-8223.

Did You Miss the August Issue? Read it online at www.westerncity.com

We are passionate about local government and recruiting talented professionals with an affinity for public service! n n n

The City Of Chino is accepting applications for:

DIRECTOR OF COMMUNITY DEVELOPMENT $9,525 - $12,859 /per month (DOQ) The Director of Community Development strives to proactively enhance the quality of life in Chino by maintaining a safe, high quality, wellbalanced community. The Department is responsible for building, planning, code enforcement, housing, and economic development. The typical candidate will possess a bachelor’s degree in Planning or a related field. A master’s degree in Planning, Public Administration, or a related field is highly desirable. Competitive benefit package. APPLICATION DEADLINE: Monday, October 1, 2012, 5:30 P.M. To apply visit: www.cityofchino.org or call (909) 591-9807

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MuniTemps will Save Your City Money! Assistant City Manager City of West Hollywood, CA The City of West Hollywood, CA (population 34,000) is located in the heart of Los Angeles’ metropolitan region and is known as a young, vibrant community. West Hollywood is now seeking an Assistant City Manager to assist the City Manager in overseeing an operating budget of $90 million and a staff of over 205 professionals. The City of West Hollywood embraces a non-bureaucratic, entrepreneurial, and broadminded culture; therefore, candidates looking for an organization that embraces originality, inventiveness, and diversity will do well in this position. The ideal candidate will demonstrate an optimistic approach to challenges and investigate alternative solutions when obstacles are encountered. Candidates for this position must possess a Bachelor’s degree in Business Administration, Public Administration, or a related field; a Master’s degree is highly desirable. Candidates must also possess a minimum of 5 years of highly responsible municipal management experience, preferably at the local government level. The salary for the Assistant City Manager is open and dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Bob Murray or Judy LaPorte at (916) 784-9080 should you have any questions. Brochure available. Closing date September 21, 2012. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

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City Manager

City of Burlingame, CA Blessed with charming and historic neighborhoods, safe streets, quality schools, and vibrant downtown areas, Burlingame offers its 28,000 residents an outstanding quality of life on the highly desirable San Francisco Peninsula. The dynamic, five-member City Council is seeking a creative and visionary leader and communicator with strong interpersonal, mediation, and facilitation skills to lead this highly collaborative organization of 194 FTE’s ($100M total budget). The successful candidate will bring proven experience in economic development, finance/budget, and labor relations. A Bachelor’s degree in public/business administration or a related field is required; a Master’s degree is preferred. Salary DOQ; 2.5% @ 55 PERS.

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: September 24, 2012.

City Manager City of Pismo Beach, CA One of California’s most desirable coastal communities is seeking a new City Manager. Located on the Central Coast in San Luis Obispo County, the City of Pismo Beach is home to a permanent population of 7,655 and up to 32,000 seasonal residents. City operations and services are supported by 89 full-time and 35-50 part-time staff and a General Fund FY2012-13 budget of $15.9 million (total budget $30 million). The ideal candidate will be a visionary and results-oriented leader with a history of admirable fiscal stewardship. He/she will be guided by a management style that supports a collegial culture and cohesive teamwork. Superior interpersonal and communications skills will also be expected. Ten (10) years of municipal management or administrative experience and a Bachelor’s degree are required. A Master’s degree is preferred. Salary will be DOQE. Salary is supplemented by an attractive benefits package. This recruitment will close on Sunday, September 16, 2012. For detailed recruitment brochure and to apply online, visit www.tbcrecruiting.com.

Teri Black-Brann • 310.377.2612 Carolyn Seeley • 949.487.7606

Pages 3, 4, 6 : Courtesy League of California Cities Page 5, Caitlin Mirra/Shutterstock Page 11, L to R: Jenkedco, Konstantin Chagin, Mike Flippo; all Shutterstock

Page 20, Courtesy San Diego Convention Center and Corporate Helicopters Page 25, L to R, Pedro Monteiro, Egd, Nito, Drserg; all Shutterstock Page 27, Dim Dimich/Shutterstock

Page 13, Courtesy City of Pleasanton (top), Courtesy San Mateo County (bottom)

Pages 28–31, i3alda/Shutterstock

Page 15, Courtesy City of Pleasanton

Pages 34, 38, 39, Courtesy Cathedral City

Page 16, Courtesy Alameda County Office of Education

Pages 35, 40, 41, 42 Courtesy City of Santa Monica

Page 19, Courtesy San Diego Convention Center and League of California Cities

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Director of Finance

The City of Huntington Park is seeking a Director of Finance. This executive position performs highly responsible and complex professional work. Plans, directs, supervises and coordinates financial planning, accounting, revenue administration, data processing, purchasing, preparation of payroll, investments, telecommunications accounts, billing and collection of water utility and other user charges; provides highly responsible professional and technical staff assistance to the City Manager, City Council, and departments; and performs other related work as required. The Finance Director is also designated to be the City Treasurer. The candidate should have at least five (5) years of increasingly responsible experience involving financial management with a governmental agency. A BA/ BS Degree in Accounting, Public Administration or related field is required. The salary is $126,732 - $155,592 and offers an attractive benefits package. The filing deadline is Thursday, September 13, 2012 or until the position is filled. A fully completed City application and resume must be submitted to the Human Resources Division. To request an application packet please contact:

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CITY OF HUNTINGTON PARK

Pages 32–33, Vasabii/Shutterstock

CITY OF HUNTINGTON PARK Human Resources Division 6550 Miles Ave., Huntington Park, CA 90255 M-TH 7 a.m.- 5:30 p.m.

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Western City, September 2012

Cathedral City Partnership Program Focuses on Schools, continued from page 34

Pressgrove, environmental conservation manager for Cathedral City. One such project was the year 2000 revitalization of the Dinah Shore Bridge. Aided by the ECD and the nonprofit Student Creative Recycle Art Program (SCRAP) Gallery, Agua Caliente Elementary School students designed and created colorful panels to J

cover the bridge using recycled materials. The kids were thrilled to see their artwork displayed in the community. Building on Success

Based on the successful principles of the bridge project, the city developed a trash

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Chief Financial Officer (Budget Director) County of Sacramento, CA The County of Sacramento, population of approximately 1.4 million, is seeking a dynamic individual with solid budget experience and a thorough understanding of municipal finance to serve as the next Chief Financial Officer. The ideal candidate will successfully build effective working relationships with all departments. Successful candidates will possess strong interpersonal skills and be able to work well with individuals at all levels of the organization. The selected candidate will be a hands-on manager who will meet regularly with Department Heads to review budget estimates and revenue projections. The next CFO will be a strong leader who will not hesitate to delve into budget related matters to ensure accuracy of the data and transparency in reporting. The ideal candidate will have experience working in a large organization with a complex budget including multiple funding sources. Experience preparing agendas and agenda items is a plus. A Bachelor of Arts degree in public financial management, business/public administration, economics, governmental accounting or other fields directly related to the budget, fiscal, and management duties of this class and four years of experience at a senior management level or higher is required. Master’s Degree, and professional certifications, such as the Certified Government Finance Manager (GFM), and the ability to qualify for a fidelity bond are desirable. The approximate annual salary range for the Chief Financial Officer is $157,206 - $173,304. The County offers an attractive benefits package. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Ms. Judy LaPorte at (916) 784-9080 should you have any questions. Brochure available. Closing date September 17, 2012.

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

CITY OF SANTA BARBARA — PRINCIPAL CIVIL ENGINEER The City of Santa Barbara is seeking an experienced Principal Civil Engineer to manage and oversee the technical aspects of the City’s Capital Program and engineering projects. Requires the ability to solve and communicate controversial and complex technical and logistical problems; present to the City Council and Boards and Commissions; and effectively communicate with assigned staff, developers, builders, and the general public. This position will receive general direction from the City Engineer, and will be responsible for oversight of both design and construction, with an initial focus on transportation infrastructure projects. The City offers a yearly salary of $102,537 - $124,635, as well as a full benefits package, including a PERS retirement plan. Application must be received by 5:30pm on Thursday, September 27, 2012. For more details, see the City’s Job Flyer under Current Job Openings at www.santabarbaraca.gov/Government/Jobs/

League of California Cities

can decorating project to help discourage youth from littering and defacing garbage receptacles. Students draw pictures with environmental themes, including globes, trees and wildlife, that are placed on trash cans with slogans such as “A Clean Planet Is a Happy Planet.” First implemented at the James Workman Middle School, this program has been extremely popular with schoolchildren. More than 100 of these decorated trash receptacles can be seen at city parks, squares and schools. The trash can project’s success inspired local kids and school administrators to seek help from the ECD to design an in-school recycling program run entirely by students. Recycling bins are provided, and kids separate their recyclable items into one of four bins. All Cathedral City elementary and middle schools now have a recycling program, launched with the 2010–11 school year. Another partnership program that unites the ECD and local elementary school-

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The ECD and Cathedral City Elementary Schools Partnership Program works to create a strong bond between city youth and local government. Through action and education, kids and teens can have a

positive impact on the environment and develop a passion for community service. Contact: Deanna Pressgrove, environmental conservation manager, Cathedral City; phone: (760) 770-0369; email: dpress grove@cathedralcity.gov. n R T

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Current opportunities . . . Vandalism and littering decreased sharply when Cathedral City involved students in designing the signage for trash receptacles. below A student-designed bollard helps the city save money.

children is the Community Garden and Beautification Project, launched in 2010. Using recycled materials and paints, elementary students refurbish community buildings and revitalize neglected school gardens. Rio Vista Elementary School students were the first to beautify their garden using recycled materials to create tiles that adorn garden beds. New desert plants and recycled glass were added to the interior of the garden. The students named the project Crystal’s Garden in honor of a schoolmate who was the victim of a fatal hit-and-run accident. The garden stands today as a symbol of the healing power of friendship and community. Fostering a Passion for Community Service

“The Partnership Program brings youth and city government together to solve community issues,” says Deanna Pressgrove. A few years ago, a car accident destroyed the Rio Vista Welcome sign and surrounding landscape. With help from SCRAP Gallery artists, Rio Vista students designed an orb-shaped bollard made from recycled tiles. By replacing the landscaping around the bollard and throughout the median with decomposed granite and recycled glass, the city saves an estimated 43,800 gallons of water and $3,120 in maintenance costs annually. www.westerncity.com

City Manager

City of Pismo Beach

City Manager

City of Laguna Niguel

Finance Director City of Concord

Budget Officer City of Concord

Police Chief

City of Menlo Park

Development and Resource Management Director City of Fresno Coming in October . . .

Director of Finance City of San José

For more information, contact:

Teri Black-Brann • 310.377.2612 Carolyn Seeley • 949.487.7606 Steve Parker • 949.322.8794

Western City, September 2012

Santa Monica Opens Career Doors for Young Girls, continued from page 35

Building Decision-Making Skills

A financial literacy section is just one way Rosie’s Girls Santa Monica makes this happen. This program component helps girls develop an understanding of munici-

pal budgetary issues and fiscal decisionmaking, which are especially important lessons given the current economic climate. During a mock city council meeting in council chambers, participants debate social and economic issues. Representatives from the City Manager’s Office

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City Manager City of Eureka, CA

The City of Eureka, with a population of 28,600 (with another 14,000 just outside city limits) is located on Humboldt Bay, with the Pacific Ocean to the west and mountains and forests to the east, north, and south. It is the North Coast’s largest coastal town north of San Francisco and the principal city and county seat of Humboldt County. Appointed by the Mayor and City Council, the City Manager will oversee 274 FTE’s and FY 2011/12 total revenues of $71.6 million. The ideal candidate will have proven experience in economic development, downtown and waterfront development, housing and neighborhood improvements, public safety, and transportation management. Bachelor’s required, Master’s preferred. Salary will be commensurate with the experience and qualifications of the selected candidate and the City offers an excellent benefits package.

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. A detailed brochure is available at www.peckhamandmckenney.com. Filing deadline: September 30, 2012.

General Manager, Mid-Peninsula Water District The Mid-Peninsula Water District is located in the Bay Area city of Belmont, CA and has been functioning as a public utility since 1930; the District supplies water to approximately 28,000 people the City of Belmont and portions of San Carlos, Redwood City, and unincorporated San Mateo County. The District’s Board of Directors is now seeking a new General Manager who will be committed to continuing the District’s established tradition of high-quality operations and customer service. Candidates should demonstrate excellent communication skills and the ability to work effectively with Board members; the Board is also seeking an individual who is ready to take an active role in regional water issues and in the community. The ideal candidate will be a skilled leader who has the ability to develop a compelling vision that will inspire the confidence and support of District staff. A strong candidate will possess a Bachelor’s degree in Public Administration, Business Administration, Engineering, or a related field. The salary for the General Manager is open and 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 September 28, 2012. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

League of California Cities

give the girls an overview of the budgeting process and simulate dilemmas that council members and city administrators may encounter. CityTV works with the girls to film a mock council meeting; the footage is used to help them evaluate their public speaking and problemsolving skills. By the time they complete the program, the girls’ real-world view into local government gives them a better understanding of their role as citizens and how divergent community perspectives influence city work. From finance to fire protection and everything in between, staff throughout the city contribute time and expertise. About 80 city staff and members of community organizations participate each year. CityTV Manager Robin Gee says, “I’m proud to be part of a program that removes boundaries and stereotypes.” Program Includes Community Service

Involving the business, nonprofit, arts and education communities helps round out the program with community service. Rosie’s Girls have worked on projects

www.cacities.org

A Rosie’s Girls Santa Monica participant enjoys the opportunity to handle a high-pressure hose. About 80 city staff and members of community organizations are involved in the program each year.

The combination of creative expression and daily challenges increases leadership capacity, stimulates critical thinking about gender equity and has participants looking forward to more.

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Accounting Services Manager City of West Hollywood, CA

involving a domestic violence shelter, a child and family development center and a senior center, all of which are funded by the city’s Human Services Grants Program. These projects help the girls understand the connection between the public and private sectors. As Rosie’s Girls Santa Monica has grown, so has its scope. Several leadership opportunities now extend beyond the core summer program, allowing alumnae to participate year-round. Each step on this leadership ladder offers chances to further hone skills while mentoring younger program participants. “It has been fulfilling to witness the transformation of these young girls as they nervously practice public speaking at the mock city council meeting, and then a year later as they stand confident before our city council members and commissioners to discuss what they feel is important in their community,” says Jennell Maze, a licensed clinical social worker who has participated in the program for several years.

The City of West Hollywood, CA (population 34,000) is located in the heart of Los Angeles’ metropolitan region and is known as a young, vibrant community. West Hollywood is now seeking a new Accounting Services Manager to oversee a $16.9 million budget and a staff of three. The City is seeking a skilled administrator and leader with a strong governmental accounting background to serve as the next Accounting Services Manager. Strong candidates for this position will have demonstrated governmental finance and accounting experience and the ability to work “hands-on” to implement internal procedures and strategies that will improve the effectiveness and efficiencies of the Finance and Technology Services Department. Minimum qualifications include a Bachelor’s degree in a related field and four to five years of progressively responsible, related experience; a Master’s degree is highly desirable. Candidates with public sector finance experience and/or CPA certification, along with experience in Tyler’s Eden Financial System, are strongly preferred. The salary range for the Accounting Services Manager position is $120,860 - $154,343; placement within the range is dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Bob Murray or Judy LaPorte at (916) 784-9080 should you have any questions. Brochure available. Closing date September 14, 2012. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

City Manager

City of Belvedere, CA Enjoying spectacular views of San Francisco, Angel Island, the Golden Gate Bridge, Sausalito, and Mt. Tamalpais, Belvedere’s 2,000+ residents appreciate a high quality of life in a community known for its volunteerism. Incorporated in 1896, Belvedere has a Council/Manager form of government and provides services through 24 staff in the areas of public safety, administration, public works, and planning and building ($6.9M total budget). The desired candidate for City Manager will possess broad experience in local government, particularly in the areas of planning and building, finance, and budget. Bachelor’s degree in public/business administration, planning, or a related field is required; Master’s degree preferred. Salary open DOQ; 2% @ 55 PERS.

Please send your cover letter and resume electronically to:

continued

www.westerncity.com

Western City, September 2012

Santa Monica Opens Career Doors for Young Girls, continued

Empowering and Inspiring Girls

A recent study of the Rosie’s Girls past and present found that 96 percent of respondents reported increased overall confidence, with 97 percent indicating that the program made them believe they could do and be whatever they wanted.

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Fire Chief

CITY OF REDONDO BEACH

City population approximately 67,000 FIRE CHIEF - $10,383-$14,839 per month. The Fire Chief is a department head position appointed by, and reporting to, the City Manager. The Fire Chief is accountable as a team member for performing executive level work directing all Fire Department emergency and non-emergency operations, paramedic services, disaster preparedness and Harbor Patrol operations in addition to managing projects and complex tasks to achieve results in support of the City’s mission, goals, policies and objectives. The Fire Chief must possess knowledge of leadership, management practices, and techniques to accomplish the City’s goals and objectives. Requires graduation from an accredited college or university with a Bachelors’ degree in public administration, business administration or a related field. A masters’ degree in a relevant field is highly desirable. Five years of municipal fire agency experience at the rank of Battalion Chief or higher. Experience as a Fire Chief is highly desirable. For full job announcement visit www.redondo.org/humanresources. To apply submit your resume and cover letter to Bertha.Guzman@redondo.org by 5:00 p.m. on Monday, September 10, 2012. City of Redondo Beach, 415 Diamond Street, Redondo Beach, CA 90277. (310) 318-0659. EOE.

CHIEF OF POLICE

Salary Range: $106,288.00 – $129,188.80 APPLY BY: Original application must be received in our Office by September 28, 2012, 4:30 p.m. Visit our website at www.spcity.org to obtain a recruitment flyer with detailed information and an employment application. Additional questions regarding this opportunity can be emailed to hr@spcity.org.

League of California Cities

The City of Santa Paula, with a population of 29,321 residents, located in the geographical center of Ventura County’s rich agricultural Santa Clara River Valley. The City is seeking an, innovative and astute leader with a strong command presence to oversee a budget of $4.7 million and 45 sworn and non-sworn authorized positions. The ideal candidate is a positive individual who is trustworthy, honest and capable of motivating and developing Staff. A Bachelor’s Degree from a four-year college or university in criminal justice, public administration, or a related field is required. Candidates must possess at least five years of progressively responsible administratively and supervisory experience. Experience in a municipal police department in a supervisory or administrative rank or above in comparable jurisdiction is also required. POST certifications through the advanced level, completion of the FBI Academy, and a Master’s degree are highly desirable. The salary range for the Chief of Police is $106,288.00 – $129,188.80 and is dependent upon qualifications. The City also offers an attractive benefits package.

Participants learn how to operate municipal equipment, top, and debate social and economic issues in a mock city council meeting, bottom.

Parents often notice this change in their daughters. Eugene, a Rosie’s Girls father, believed he could see confidence building in his daughter thanks to the program; he was sure it would benefit her throughout her life. Kawal, a Rosie’s Girls mother, reported that her daughter had become more helpful at home and more outgoing when communicating with others. The program has also created a stronger community. Among past participants, 90 percent reported increased community service and advocacy and 88 percent assumed leadership roles in various settings. By exposing young women to civic functions, professional careers and technical trades, Rosie’s Girls Santa Monica encourages them to expand their view of what they can achieve and enhances their sense of community at a particularly vulnerable time in their development. Contact: Carla Fantozzi, principal supervisor, community services programs, Human Services Division, Community and Cultural Services Department, City of Santa Monica; phone: (310) 458-8688; email: carla.fantozzi@smgov.net. n

www.cacities.org

Today’s Youth: Tomorrow’s Green Workforce, continued from page 16

local government operations, and many of them subsequently launched careers that use this training. The program was a collaboration of AMBAG Energy Watch, PG&E, ICLEI-Local Governments for Sustainability (formerly known as the International Council for Local Environmental Initiatives), the Monterey Institute of International Studies and California State University, Monterey Bay.

(RICAPS). These tools, developed by the City/County Association of Governments of San Mateo County, help cities prepare climate action plans and track their progress in reaching the plan’s goals. “It’s a win-win experience,” says Susan Wright, resource conservation specialist with San Mateo County’s Energy Watch Program. “Climate Corps Bay Area members provide a valuable service for resource-strapped cities and learn marketable job skills at the same time.”

In the San Francisco Bay Area, Climate Corps Bay Area focuses on reducing greenhouse gas emissions. Each year Climate Corps Bay Area places 30 AmeriCorps National Service members with local governments and nonprofits to help implement greenhouse gas reduction projects. For example, a Climate Corps member works with the cities in San Mateo County to prepare greenhouse gas emissions data that are added to a set of online tracking tools, the Regionally Integrated Climate Action Planning Suite P

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In the San Diego region, 12 undergraduate and graduate students hired as climate fellows led data collection and analysis to complete greenhouse gas emissions inventories for 17 local governments. With support from the San Diego Foundation, Kaiser Permanente and San Diego Gas & Electric, staff from ICLEI-Local Governments for Sustainability worked with the interns and agency staff to complete the inventories in two phases; the first phase N

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William Avery & Associates, Inc. Labor Relations / Executive Search / Management 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

started in 2009. “The skills I learned doing greenhouse gas inventories helped me immediately on my thesis project. The climate change experience with local governments was highlighted on my résumé when applying for jobs after graduation,” says Allison King, a former climate fellow.

Paths to a Brighter Future These efforts to teach youth the skills needed to thrive in the new green economy illustrate how California’s communities are combining creativity, innovation and vision to produce a brighter future. n

More Resources Online For more information and links to the programs described here, read the online version of this article at www.westerncity.com.

Bobbi C. Peckham

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