Western City September 2013 by Western City Magazine

SEPTEMBER 2013 |

The Monthly Magazine of the League of California Cities速

Annual Conference Highlights p.22 Historic Preservation: A Springboard for Economic Development p.15 Summer at City Hall: Partnership Focuses on Youth p.27

www.westerncity.com

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CONTENTS 2

Calendar of League Events

Executive Director’s Message

Annual Conference Highlights By Anna Swanson

The Conversations We All Need to Have, Again and Again

A look at what’s coming to Sacramento Sept. 18–20. Exposition Exhibitors 24

By Chris McKenzie Rather than have a national “conversation” about race, President Obama suggested, in effect, that we have

millions of conversations about it over the next few years.

By Bina Lefkovitz, Jonathan Raymond and Jay Schenirer An enriching summer program em-

City Forum

Institute Offers Programs And Resources at the League Annual Conference

phasizes teen learning and leadership.

The Institute for Local Government is offering several educational opportunities for city officials Sept. 18–20.

News from the Institute for Local Government

Pondering Innovation At the Local Level

Participants get training and support.

Bright Ideas for Connecting Youth and Sustainability A broad range of activities helps youth understand and become involved in issues related to sustainability.

Historic Preservation: A Springboard for Economic Development By Yvonne Hunter Local agencies are using historic preservation to promote financial vitality.

California Cities Helen Putnam Award for Excellence

A Tale of Two Cities: Pleasant Hill and Walnut Creek’s Community Service Days

Sustainable Cities

By the Institute for Local Government Team

California Cities Helen Putnam Award for Excellence

Redlands Emergency Services Academy Gives Youth A Taste of Service

How does innovation occur in local government?

Summer at City Hall: Partnership Focuses On Youth

These projects increase civic pride and produce remarkable results.

Job Opportunities

Professional Services Directory On the Cover: Sacramento Convention Center and sculpture by Stephen Kaltenbach Photo: Tom Myers, courtesy of the Sacramento Convention & Visitors Bureau

President Bill Bogaard Mayor Pasadena

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

First Vice President José Cisneros Treasurer San Francisco

Second Vice President Tony Ferrara Mayor Arroyo Grande

Immediate Past President Michael Kasperzak Mayor Mountain View

Executive Director Chris McKenzie

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

Magazine Staff

leaguevents

Editor in Chief Jude Hudson, Hudson + Associates (916) 658-8234 email: editor@westerncity.com Managing Editor Eva Spiegel (916) 658-8228 email: espiegel@cacities.org

SEPTEMBER

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

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

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

City Clerks’ Workshop, Sacramento The workshop focuses on “Legislative Advocacy and Process: The Good, the Bad and the Ugly.” Please note: The cost to attend this workshop is not included in the fee for attending the League’s 2013 Annual Conference & Expo.

Contributors Dan Carrigg Norman Coppinger Tim Cromartie Sarah Cuneo Rebecca Inman Lorraine Okabe JoAnne Speers Randi Kay Stephens

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.

Associate Editors Jim Carnes Carol Malinowski Carolyn Walker

18 – 20

League of California Cities 2013 Annual Conference & Expo, Sacramento 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.

Design Taber Creative Group Advertising Design ImagePoint Design For photo credits, see page 39. Western City (ISSN 0279-5337) is published monthly by the League of California Cities, 1400 K St., Sacramento, CA 95814. Subscriptions: $39.00/1 year; $63.00/2 years; student: $26.50; foreign: $52.00; single copies: $4.00, including sales tax. Entered as periodical mail January 30, 1930, at the Post Office, Los Angeles, CA 90013, under the Act of April 13, 1879. Periodical postage paid at Sacramento, Calif.

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Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2013 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume LXXXIX, No. 9.

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

League of California Cities

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

Executive Director’s Message by Chris McKenzie

The Conversations We All Need to Have, Again and Again

When President Obama spoke in late July about the recent verdict in the Trayvon Martin case and the state of race relations in our country, he seemed to speak for literally everyone. Certainly he explained what it is like to be an African-American man and have other Americans react fearfully to you by locking their car doors or clutching their purses closely. He described the humiliation of being followed while shopping in a department store. He also seemed to be speaking for many other Americans who fear anyone who does not look like them. And he captured the frustration of young African-Americans who know they are likely to be a victim of crime, discrimination and racism in their lives. The president closed his speech by talking about the hope he has for improving relations among the races because of what he witnesses in the interactions of his www.westerncity.com

daughters and their friends. Anyone who observes youth today can appreciate what the president was talking about. Rather than have a national “conversation” about race, President Obama suggested, in effect, that we have millions of conversations about it over the next few years. He knows that no national conference or national report on the state of race relations can substitute for the multiple conversations that need to happen in families and communities every day, week and year for a long time to come. continued

In our family there was only one word that would ever lead to having one’s mouth washed out with soap.

Western City, September 2013

The Conversations We All Need to Have, Again and Again, continued

How Our Family’s Values Inform Our Perspectives Reflecting on these issues, I realized that my parents frequently discussed the importance of racial, ethnic and religious diversity with my siblings and me long

before it was a common topic of conversation with other people I knew. My parents regarded tolerance as a core value and often expressed this explicitly in a positive way. They believed that diversity of races, ethnicities, cultural traditions, styles, ideas, appearances and so forth enrich us, rather than threaten us.

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My parents’ friends spanned a broad range of cultures and ethnicities. My siblings and I didn’t give it much thought at the time. To us, the world seemed an interesting place full of very different individuals. Visitors to our home frequently included people of other races, cultures and beliefs. My parents counted Mahatma Gandhi and Martin Luther King Jr. among their personal heroes. Looking back now, I see what an influence my parents had on me in this regard. It didn’t mean I was devoid of prejudice, but I was predisposed to tolerance.

Unacceptable Language In our family my father was renowned for his colorful, frequent cursing when he was angry. While my mother discouraged her children from talking the same way, we knew that in our family there was only one word that would ever lead to having one’s mouth washed out with soap. It was a word my father never used, and it begins with “N.” My parents made us feel ashamed to judge people by the color of their skin, their language or other differences. Although my mother and father are no longer with us, to the very end of their lives it was clear that racial and ethnic differences never mattered one whit to them — except to the extent it could be helpful in understanding the context of someone’s cultural and historical story. President Obama talked a lot about that in his excellent speech, too.

The League’s Diversity Caucuses Provide a Conduit for Conversation

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League of California Cities

California’s population is incredibly diverse. It could be argued that, in a state with such diversity, the need for conversations about race relations is even more important so that we may build communities of tolerance. Some of the most essential elements of effective local government include working together, building trust and identifying common goals that help improve the quality of life for all residents. Acceptance, tolerance and respect are fundamental to these efforts. www.cacities.org

Within the League, our diversity gives us greater insight and strength. We have worked, albeit imperfectly at times, to be an inclusive organization. This means listening to all of our members and creating new avenues for city officials to participate in the organization. One way we have done this is through our diversity caucuses, which are the: • African-American Caucus;

I encourage you to visit the diversity caucuses in the Expo Hall and at their networking receptions to learn more about their members. Join us in our efforts as we work together to build trust, tolerance and stronger communities for all Californians. As President Obama’s speech so eloquently reminded us, we need to have these conversations on an ongoing basis. Let’s begin now. ■

More Resources Online For links to the League’s diversity caucuses and articles on how to reach out to diverse populations and involve them in the civic life of the community, read the online version of this article at www.westerncity.com.

• Asian-Pacific Islander Caucus; • Gay, Lesbian, Bisexual and Transgender Local Officials’ Caucus;

Working in Partnership with Local Communities

• Latino Caucus; and • Women’s Caucus. The caucuses are important parts of the League, serving as incubators for new League leaders and providing a forum for discussing issues of importance to cities. We have been enriched by their involvement. During the League’s 2013 Annual Conference & Expo in Sacramento, Sept. 18–20, the diversity caucuses will be hosting informational tables in the Expo Hall (on the center aisle between the rows labeled 9th and 10th streets) and holding networking events Thursday evening, Sept.19.

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No conference or national report on the state of race relations can substitute for the multiple conversations that need to happen every day, week and year for a long time to come.

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Western City, September 2013

Institute Offers

PROGRAMS AND RESOURCES at the League Annual Conference

Beacon Award program participants celebrate their accomplishments at the 2011 League Annual Conference workshop.

The Institute for Local Government (ILG) has organized several sessions at the League of California Cities 2013 Annual Conference & Expo in Sacramento, Sept. 18–20, to provide educational opportunities for city officials. ILG is the nonprofit research affiliate of the League and the California State Association of Counties, and it provides practical, impartial and easy-to-use resources for elected officials, staff and community members.

Advancing Sustainability Through Local Leadership, Recognition and Networking. On Friday, Sept. 20, from 10:30 to 11:45 a.m., this interactive workshop will highlight the accomplishments of Beacon Award and Spotlight Award winners. Join your colleagues to share ideas, hear about the accomplishments of cities participating in the Beacon Award program and learn about resources to support your city’s sustainability efforts.

Learn More About the Beacon Award Program

Serving Children and Families

The Beacon Award: Local Leadership Toward Solving Climate Change (www. ca-ilg.org/BeaconAward) is a statewide program recognizing cities and counties that are working to reduce greenhouse gas emissions, save energy and adopt policies and programs that promote sustainability. The Beacon Award program is part of the Statewide Energy Efficiency Collaborative (SEEC), an alliance to help cities and counties reduce greenhouse gas emissions and save energy. SEEC (www.californiaseec.org) is a collaboration of three statewide nonprofit organizations, including the Institute for Local Government, and California’s four investor-owned utilities. Beacon Award Presentation. On Thursday, Sept. 19, the achievements of a Beacon Award winner will be recognized during the General Session from 8:00 to 9:30 a.m.

League of California Cities

A session titled “Community Schools Partnerships: Helping Local Children and Families” will be offered Friday, Sept. 20, from 9:00 to 10:15 a.m. Community school partnerships bring together cities, schools, counties and community-based and private organizations to provide services and enrichment to children and families. Learn about innovative programs in California and how your city can engage in partnerships to improve the quality of life for children and families in your community. This session is presented in collaboration with the Cities Counties Schools (CCS) Partnership, a collaboration of the League, California State Association of Counties and California School Boards Association. The CCS Partnership is dedicated to improving the conditions of children, families and communities at the local level by promoting collaboration and encouraging coordination among cities, counties and schools.

Speakers include Bill Bogaard, mayor, Pasadena; Ed Honowitz, board member, Pasadena Unified School District; and Lisa Villarreal, chair, Coalition for Community Schools and program officer for education, San Francisco Foundation.

Inclusive Community Engagement ILG will host a discussion at 10 a.m. on Wednesday, Sept. 18, on how interested local agency officials can help legal permanent residents become citizens and actively engage in their communities. The conversation is part of ILG’s work on inclusive community engagement, supported by the Zellerbach Family Foundation, the California Endowment and the Werner-Kohnstamm Family Fund.

Share Your Ideas on the Ethics Program As part of its commitment to evaluation and impact assessment, ILG is convening a group of conference attendees to offer their advice on ILG’s current and future efforts around public service ethics. The meeting will start at 10 a.m. on Wednesday, Sept. 18.

Explore ILG Programs and Resources Be sure to stop by the ILG tabletop display in the Expo Hall to learn about ILG’s program areas and how to access the wealth of free materials and resources available to local officials and staff. ■

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News from the Institute for Local Government

Pondering Innovation at the Local Level How does innovation occur in local government? What can local officials interested in seeing their agencies engage in innovation do to support innovation? The Institute for Local Government (ILG) board of directors considered these topics at its May meeting. A recent report by the New America Foundation’s California Civic Innovation Project provided the basis for this discussion. A six-month study based on surveys and interviews with city managers and county administrators in California, the report addresses how local government administrators perceive innovation and the role that knowledge-sharing plays in the spread of innovation from one locale to another. According to the report: • The most important innovations adopted in communities are internal organizational changes to improve service delivery while reducing costs; and • Personal contacts — especially those in nearby communities — are by far the most valuable source of knowledge for city and county administrators who are investigating and implementing new approaches. Another key finding was the role that support from local elected officials plays in an agency’s pursuit of innovation.

Barriers to Innovation Drawing on their collective experiences as local agency officials and those who work closely with local agencies, the board members mulled over the barriers to innovation. Failure — and the fear associated with its potential consequences — topped the list of such barriers.

More About the Report ILG acknowledges researcher Rachel Burstein, author of the New America Foundation’s April 2013 report, for sharing the report’s findings with the board. Titled The Case for Strengthening Personal Networks in California Local Government: Understanding Local Government Innovation and How It Spreads, the report is available at http://bit.ly/localgovinnovate.

League of California Cities

One of the private-sector members of the ILG board noted the distinctions between the private and public sector when it comes to risk. In the private sector, innovation is encouraged; trial and error are key parts of successful innovation. In the public sector, on the other hand, the “error” component of innovation can be characterized by the media and others as incompetence.

Roles for Local Leaders This suggests a key leadership role that local officials and the public can play: supporting the organization in responsible risk-taking, including the risks associated with doing new things or the same things in different ways. As Board Member Mike Kasperzak noted, “Failure is a learning opportunity.” Another role that local officials and their communities can play is to support their colleagues and staff in participating in networking. Such activities can help local agency leaders learn from their colleagues about what is working in other jurisdictions and share lessons learned from the agency’s own efforts at innovation. Learning which approaches worked for other jurisdictions can help reduce the risks associated with trying new things — this is the difference between being an early adopter and being an early adapter. Both are worthy roles to play in the innovation process. ■

www.cacities.org

Bright Ideas for

Connecting Youth and Sustainability by the Institute for Local Government Team

Mark Twain said,

“There is no sadder sight than a young pessimist.”

ocal agencies throughout California are helping empower their community’s youth to make a difference while learning about sustainability. These creative activities and the resulting interest from youth surely will reduce the number of young pessimists and would likely have met with Twain’s hearty approval. Involving a community’s youth in local agency activities is not new; cities and counties have been doing this for years.

What is relatively new, however, is the range of activities that help youth become involved in and understand issues related to sustainability. The suggestions presented here highlight ways to connect sustainability and youth and are drawn from participants in the sustainability and climate-change recognition program, the Beacon Award: Local Leadership Toward Solving Climate Change (www.ca-ilg.org/ BeaconAward), as well as other communities. continued

The Institute for Local Government (ILG) Team members who contributed to this article include Jennifer Armer, Jessica Aviña-Tong, Karalee Browne, Lindsay Buckley, Yvonne Hunter, Christal Love Lazard, Steve Sanders and Randi Kay Stephens. For more about ILG’s sustainability program, visit www.ca-ilg.org/sustainable-communities. www.westerncity.com

Western City, September 2013

Bright Ideas for Connecting Youth and Sustainability, continued

Energy Efficiency and Alternative Energy • Work with schools and nonprofits to provide students opportunities to learn about energy efficiency. • Invite students to accompany agency public works staff in evaluating energy-efficiency retrofit options for agency buildings or invite student interns to work on agency energy projects. • Involve youth in designing and retrofitting buildings, emphasizing energy efficiency and alternative energy-related opportunities. For example, the City of Benicia works with a local nonprofit that teaches students how to perform energyefficiency and water-conservation assessments for community residents. And the City of Indio’s Teen Center includes a solar photovoltaic system, thanks to recommendations from Indio’s Youth Advisory Council.

Healthy Food • Use vacant public land in an underserved neighborhood for a community garden where children and youth can grow fruits and vegetables, learn where produce comes from and have access to healthy food. • Collaborate with schools, a local food bank or an after-school nonprofit group to support neighborhood gardens where community youth can volunteer. • Invite youth groups to conduct “food audits” of local grocery stores as a way to educate them about healthy food options.

Library-Centered Activities • Use the library as a central place for youth to learn about sustainability through books, lectures and other activities. For example, in 2011 the Sacramento Library’s community book club, The Big Read/One Book

Sacramento, featured Mark Twain’s The Adventures of Tom Sawyer. In related community events, participating youth from low-income areas in the city planted trees in their neighborhoods, with quotes from Mark Twain attached to the tree stakes. And Rancho Cucamonga’s library features a Kill-A-Watt program that allows patrons to borrow a kilowatt meter to measure home energy use. The library’s Going Green series teaches children about ecosystems and the environment. One such event featured an eco-magician and an environmentally themed puppet show.

Parks and Recreation • Involve youth as volunteers to help keep parks clean. • Offer after school “energy efficiency” camps at neighborhood centers or parks. For instance, the County of San Diego Department of Parks and Recreation, in partnership with continued on page 12

Local agencies can work with schools and nonprofits to help educate youth about sustainability.

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Youth volunteers help clear open space in Walnut Creek. To learn more about this project, see page 36.

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Western City, September 2013

Bright Ideas for Connecting Youth and Sustainability, continued from page 10

San Diego Gas & Electric, offers the Energy Saving Adventures (ESA) program at two teen centers in Spring Valley and Lakeside. The ESA program teaches teens about the practices and principles of energy efficiency and sustainability through activities, field trips, outdoor adventures and community events. Designed to inspire San Diego youth to practice and promote energy-saving initiatives in their own homes and communities, the ESA program also teaches young people to be environmental stewards for future generations.

Community Planning

• Include youth in planning-related advisory committees, such as General Plan updates and climate, sustainability and energy action plans. • Collaborate with schools, transit agencies and the county to develop “Safe Routes to School” programs, thus increasing safe biking and walking options for schoolchildren.

Plant a Tree • Involve neighborhood youth in treeplanting programs, especially in underserved areas. • Collaborate with local Arbor Day associations or tree-related organizations to involve local youth in education and tree-planting programs.

• Involve youth in conducting a “walk audit” of the community to identify opportunities for and barriers to walking and biking.

Climate Change

• Ask Planning Department staff to brief the agency’s youth commission about local planning issues and challenges, especially those that affect youth, such as park-related topics and bicycleroute plans.

• Work with schools and nonprofits to involve youth in conducting agency and community greenhouse-gas inventories and identifying options to save energy and reduce greenhouse-gas emissions.

League of California Cities

• Ask the agency’s youth commission to identify options for adapting to the impacts on the community from climate change. For example, the cities of San Carlos and Manhattan Beach involved youth in developing their climate-action plans. And youth in the City of Fremont participated in a community event to prioritize recommendations from a green task force and signed pledges to reduce their own greenhouse-gas emissions.

Learning about energy efficiency can kindle students’ interest in finding ways to save resources and money.

Participatory Budgeting • Invite youth to participate in the agency’s budget-planning process to identify spending priorities important to them. For instance, youth involved in Vallejo’s participatory budgeting process helped suggest budget priorities of interest to local youth, such as increasing the number of bike lanes, installing outdoor fitness equipment continued

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Western City, September 2013

Bright Ideas for Connecting Youth and Sustainability, continued

High-school students bring creativity to bear on local issues related to sustainability.

on the waterfront, resurfacing tennis courts, creating community gardens and improving local parks.

Waste and Recycling • Partner with schools and waste haulers to educate youth about “reduce, reuse and recycle.” For example, RecycleWorks, a San Mateo County program, partners with other local agencies, schools, nonprofits and the waste industry to educate students about

waste and recycling through the Green Star Schools program. And the City of La Mesa partners with a local nonprofit to make presentations to schools about pollution prevention and recycling. • Implement a “trash-free lunch” challenge in local schools. Students often offer excellent suggestions. Along these lines, high-school students learning about sustainability in the City of Sunnyvale asked for additional trash

cans on a route the students take back to school after buying lunch off-campus. The city complied, and litter along the route declined.

Empowering Through Education and Involvement Author Pearl S. Buck observed, “The young do not know enough to be prudent, and therefore they attempt the impossible — and achieve it, generation after generation.” Involving youth in sustainability not only educates tomorrow’s leaders and community members, it also empowers them to get involved and make a difference now and for future generations. ■

More Resources Online For more information about the topics and examples included in this article, read the online version of this article at www.westerncity.com.

League of California Cities

www.cacities.org

Historic Preservation: A Springboard for Economic Development by Yvonne Hunter William J. Murtagh, the first keeper of the National Register of Historic Places, wrote in 1988, â&#x20AC;&#x153;It has been said that, at its best, preservation engages the past in a conversation with the present over a mutual concern for the future.â&#x20AC;? This remains true today as local agencies throughout California use the past to promote economic development and financial vitality in their communities for the future.

Pasadena Builds a Sense of Community Thirty years ago, many viewed historic preservation as an obstacle to progress. But according to Pasadena Mayor Bill Bogaard, in the 1980s historic preservation was recognized as a significant factor in determining what type of community the City of Pasadena wanted to be. Rather than demolish the cityâ&#x20AC;&#x2122;s historic continued

Pasadena voluntarily participates in the Mills Act program, which provides property-tax savings for owners of historic properties that meet specific criteria.

Yvonne Hunter is co-director of the Sustainability program for the Institute for Local Government (ILG) and can be reached at yhunter@ca-ilg.org. For more about ILG, visit www.ca-ilg.org. The Castle Green was built in 1898 in Old Pasadena. Today it serves as a venue for special events and also houses 50 individually owned residential units.

Historic Preservation: A Springboard for Economic Development, continued

downtown area and make it a corporate corridor, an approach opposed by a number of local activists, the city worked with the community to retain the downtown area’s historic nature. Over time, by involving the community and adopting policies and programs designed to encourage the preservation of historic properties, the city saved historic Old Pasadena, the Colorado Street Bridge and the Pasadena Playhouse, among other properties. Today about 4,000 Pasadena properties are designated historic, either by the National Register of Historic Places or the city. “Historic preservation combines with other factors, such as urban design and creating a sense of place, to build strong communities,” says Bogaard. “It also

connects with jobs, property values, heritage tourism and downtown revitalization.” To effectively undertake such an effort, a community needs incentives to support historic preservation and balance real or perceived barriers, according to Kevin Johnson, a planner with the City of Pasadena’s Planning and Community Development Department. Pasadena voluntarily participates in the Mills Act program, which provides property-tax savings for owners of historic properties that meet specific criteria. The average tax savings is about 54 percent, and the impact on the city’s budget is minimal. Pasadena also waives certain development standards, such as two-car parking requirements, for eligible properties to facilitate restoration and reuse of historic

sites. In addition, federal incentives help Pasadena property owners preserve their buildings. For example, preservation easements allow the property owner to receive a tax benefit by “donating” the building’s facade to a local historic nonprofit organization.

New Economic Realities According to Laura Cole-Rowe, executive director of the California Main Street Alliance, communities are looking for ways to connect historic preservation with economic development, especially after the Great Recession. The California Main Street Alliance is a nonprofit association that supports participants in the California Main Street Program. This program is part of a national movement to improve

Investing in historic restoration has an economic multiplier effect.

The City of Pasadena uses a variety of incentives to support historic preservation and economic development.

League of California Cities

the quality of life in America’s towns, cities and neighborhoods by reinvigorating the economic health of their historic Main Street central business districts. It often is less expensive to save a building and retrofit it than to tear it down and construct a new building, says Cole-Rowe. Furthermore, reuse is often more “green” than starting from scratch. With the demise of redevelopment, historic preservation options for reuse are becoming more attractive. Investing in historic restoration has an economic multiplier effect. The National Main Street Center reports that in 2012, for every $1 that communities participating in the California Main Street Program invested in supporting the program’s operation, $22 were invested by both the public and private sectors, exceeding the national average reinvestment ratio. continued

Heritage tourism is a key component of economic activity for many cities. Pasadena’s efforts to save its historic properties included extensive community involvement and adopting policies to help preserve sites that reflect the city’s past.

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Western City, September 2013

Historic Preservation: A Springboard for Economic Development, continued

Livermore’s Downtown Embraces Its History The City of Livermore has made a strong commitment to its historic downtown. “We see our historic buildings and locations as telling our story,” says Rachael Snedecor, executive director of Downtown Livermore, Inc., a nonprofit public-private partnership. “Elected officials, city staff, property owners, heritage guild members, historic preservationists and business owners all share the core value of maintaining our heritage while bringing hip, modern uses to the area.”

above Livermore’s Casse-Croûte Bakery, housed in a historic building, features bread and pastries created in the French traditional style. below Widening sidewalks and adding greenbelts made Livermore’s downtown area more attractive to visitors.

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Like many other cities, Livermore felt the impact of suburban sprawl and a four-lane highway that funneled traffic through its downtown. The city embarked on a downtown revitalization effort, investing $12.5 million in roadway

and public space improvements. This effort transformed downtown into an area with shops, restaurants and a public plaza that reflects the city’s historic cattle and wine industries, which helped create the city. Between 1986 and 2009, downtown Livermore added 194 new businesses, 974 new jobs, 82 building rehabilitations and 12 new buildings and realized a 17 percent drop in the vacancy rate along with $55 million in public investment and $112 million in private investment. Livermore received the Great American Main Street Award® in 2009 for its efforts.

unique locations and provide additional attractions for residents and visitors. “I often wonder if any of these spots are haunted by ghosts of the past,” says Snedecor with a smile. “If they are, how fun it must be for folks from years ago to see the vitality and life continuing today in downtown Livermore!”

The City of Livermore has made a strong commitment to its historic downtown.

continued

In downtown Livermore, a historic blacksmith shop now houses a bistro, winetasting room and local olive oil boutique. A historic butcher shop comprises a French bakery, fashion boutique and portrait studio. The businesses benefit from these

above Blacksmith Square features live music and shops that sell local goods, including olive oil and balsamic vinegars, left. Livermore’s pedestrian-friendly improvements drew retail and restaurants in large numbers to the downtown area, below.

Visit us at Booth #623 at the League’s Annual Expo!

(909) 594-9702 www.rkagroup.com

www.westerncity.com

Municipal Engineering Building and Safety Construction Administration NPDES Compliance Traffic Engineering Land Development Plan Checking

Western City, September 2013

Historic Preservation: A Springboard for Economic Development, continued

Arcata Blends the Arts, Preservation and Economic Development The City of Arcata has a vibrant historic preservation community that has designated 104 buildings citywide as historic. Over the years, Arcata has completed a facade rehabilitation program around its downtown plaza and encouraged adaptive reuse projects that turn aging, distressed historic buildings into centers of activity. The Arcata Theatre, a historically

significant movie house built in the combined Art Deco and Art Moderne styles, was transformed into a multifunctional entertainment venue. The project breathed new life into this old building while helping to invigorate Arcata’s downtown nightlife. Another effort, the Robert Goodman Winery Adaptive Reuse Project, included remodeling an existing historic home for offices and an owner’s apartment and renovating the former machine shop to create a wine-tasting room, juice bar and restaurant.

Playhouse Arts, a grassroots initiative led by the arts community, received a grant in 2012 from the National Endowment for the Arts’ Our Town program to help plan a creative industry corridor in Arcata’s Creamery District. “Arcata has a vibrant artists’ community,” says Arcata Vice-Mayor Mark Wheetley. “We want to blend and build on the energy of that community with pragmatic business concepts to stimulate economic vitality.” The city is a partner in the Creamery District and has begun to explore mixeduse zoning criteria, street lighting, signage and trail improvements to promote the Creamery District’s revitalization. Wheetley advocates hands-on community collaboration to achieve historic preservation and economic vitality goals. The community participated in an intensive effort to gather design options and creative ideas for the Creamery District. “Ultimately, community engagement helps promote neighborhood awareness

Arcata’s plaza hosted a parade in the late 19th century, left. Today it draws crowds with performing arts and family-oriented events, below.

The Best Procurement Solution for Public Agencies

Leaders in Providing World Class Procurement Resources and Solutions

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League of California Cities

and shared ownership in a successful outcome,” says Wheetley. “When everyone rolls up their sleeves and goes to work, you can integrate compatible goals that pave the way for the city to adopt supportive and sustainable policies. This lays the foundation for the private sector to support future historic preservation and capture economic opportunities.”

Conclusion Recognizing the importance of historic preservation to a community’s identity and sense of place, along with a desire to strengthen their community’s economic base, California’s local leaders are having conversations with residents and businesses to identify opportunities to combine historic preservation and economic development. The results reflect the variety among California communities, creating more dynamic places in which to live, work and play. ■

Residents play an active part in Arcata’s historic preservation planning efforts.

For over 40 years, IPD has been the industry leader providing parking structure design and consulting services.

More Resources Online For links to the examples described here and resources related to historic preservation and economic development, including sustainability, read the online version of this article at www.westerncity.com.

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Western City, September 2013

Annual Conference Highlights

League of California Cities

2013 Annual

Conference & Expo Sacramento Convention Center, Sept. 18–20

- 2 0

20 13

UAL CONFE

by Anna Swanson

The Expo will showcase nearly 230 exhibitors, including more than 50 first-time exhibitors. Make time to meet the vendors and learn how your city can benefit from their products, services and resources. The Expo Grand Opening, held in conjunction with the Host City Reception, is slated to run from 5:00 to 7:00 p.m. on Wednesday, Sept. 18. The Expo will be open on Thursday, Sept. 19, from 10:00 a.m. to 3:00 p.m. A Grand Prize will be given away during this year’s conference. Your city could win a language-interpretation system

($4,000 value), provided compliments of SmartCitiesPrevail.org. These systems are typically used for city council meetings. The drawing will be held Friday, Sept. 20, during the Annual Business Meeting, which begins at noon. Be sure to look for entry details inside the Expo Hall entrance. You must be present at the Annual Business Meeting to win.

League Partner Speaker Theater The League Partner Speaker Theater, located in the League Partner Village area of the Expo Hall, presents speakers and sessions of interest to cities statewide.

Expo and Grand Prize Giveaway

Join hundreds of city officials at the League’s 2013 Annual Conference & Expo for educational sessions and speakers that will provide innovative ideas to better serve your city and residents. Visit the Expo Hall to find state-of-the-art products and cost-saving services and explore the League Partner Speaker Theater.

SEPTEM

Elected officials, city staff and industry experts will provide a wealth of knowledge on many topics, including infrastructure, economic development and community safety.

Networking Opportunities The conference offers attendees a multitude of ways to connect with colleagues and experts from throughout the state to discuss common concerns, exchange ideas and share solutions. Networking events will be held throughout the conference and will include gatherings hosted by the League’s diversity caucuses, regional divisions and League Partners.

Municipal Departments Eleven professional departments make up the League, all of which play an integral part in the development and delivery of

Anna Swanson is conference marketing coordinator for the League and can be reached at aswanson@cacities.org.

League of California Cities

www.cacities.org

educational events and networking. These departments comprise: 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

Regional Divisions The League’s regional divisions function as its grassroots advocacy team and provide an opportunity for city officials to become more involved in activities that reinforce the quality of life within their communities. The divisions provide the League board of directors with a diverse range of perspectives and give a voice to member cities throughout the state. All divisions are staffed locally by the League’s regional public affairs managers. Some of the League divisions hold networking events during the conference. Contact your regional public affairs manager for more information.

11. Public works officers.

Brown Act Requirements and League Conferences

Each professional department is represented on the board of directors and plays a key role in League policy-making. Most department business meetings will be held on Wednesday, Sept. 18.

The Brown Act, also referred to as California’s Open Meeting Law, permits a majority of the members of a legislative body to attend a conference (or similar gathering open to the public) that

www.westerncity.com

addresses issues of general interest to the public or 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 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.

More Information Online Visit the annual conference page on the League website at www.cacities.org/AC to plan your conference schedule. ■

Western City, September 2013

Annual Conference Highlights

Exposition Exhibitors League Partners appear in green. AAA Flag & Banner

California Prison Industry Authority

Fieldman, Rolapp & Associates, Inc.

ABM

California Product Stewardship Council

Fire Recovery USA

AECOM

California State Board of Equalization

First Investors Corporation

AT&T

CalPERS

FirstSouthwest

AbTech Industries, Inc.

CalTRUST

Fuelmaster/Syn-Tech Systems, Inc.

Adams Ashby Group

CalVet – California Dept. of Veterans Affairs

George Hills Company, Inc.

AIRVAC

Campus California

GovDeals, Inc.

American Fidelity Assurance Company

Car2Go

GovTeller

American Red Cross Bay Area

Cartegraph

Grand Canyon University

American Traffic Solutions

Champions Funding, LLC

Ameron Pole Products

Charles Abbott Associates

AndersonPenna Partners, Inc.

Chevron Energy Solutions

GreenTraks

Asphalt Zipper

Citrus Pest & Disease Prevention

Griffin Structures

Association of California Water Agencies

City Clerks Association of California

HdL Companies

Atkins

City Ventures

HEAL Cities Campaign

Avery Associates2

CityGovApp, Inc.

HF&H Consultants, LLC

BSA Architects - Bull Stockwell Allen

CleanStreet

HR Green, Inc.

Badger Meter, Inc.

Climatec BTG

Hall & Foreman, Inc.

Bay Area Plug-In Electric Vehicles

Comcate, Inc.

Harris & Associates

Belgard Hardscapes by Oldcastle

Construction Testing Services

Hello Housing

Best Best & Krieger, LLP1,2

Cooper Streetworks

ICLEI/Resilient Communities for America

Blais & Associates

Coplogic, Inc.

ING

Bob Murray & Associates2

Credit Bureau Associates

ITEM, Ltd.

Brown Armstrong Accountancy Corporation

Crown Castle International, Inc.1,2

iCity Corporation

Bureau Veritas

DN Tanks

In God We Trust - America, Inc.

Burke, Williams & Sorensen, LLP

Dapeer, Rosenblit & Litvak, LLP

Insurance Information Network of California

CAD Masters, Inc.

Dart Container

CH2M Hill

David Taussig & Associates, Inc.

International Municipal Signal Association Far West Section

CRW Systems, Inc.

Davis Instruments Corporation

CSG Consultants, Inc.

De La Rosa & Co.

California Air Resources Board

Diesel Technology Forum

California Building Officials

Digital Ally, Inc.

1,2

California Communities/U.S. Communities

Digital Gear

California Consulting, LLC

Discount Audio, Inc.

California Contract Cities Association

Dr Pave

California Dept. of General Services/Cal-Card

Dudek

California Dept. of Housing & Community Development

E2G2, Inc.

California Dept. of Insurance

Earth Systems

1,2

California Dept. of Water Resources California Fuel Cell Partnership California Infrastructure and Economic Development California Joint Powers Insurance Authority California Nevada Cement Association

ESRI EcoCentre eCivis Evonik Cyro, LLC Ferguson Waterworks Meter and Automation

Graphic Solutions 2

Green Alternative Systems

International Parking Design Itron JD Franz Research, Inc. JM Eagle Jamboree Housing Corporation Jefferies, LLC Jere Melo Foundation Jive Communications, Inc. Johnson Controls Jones & Mayer Junar Kaiser Permanente Kasdan Simonds Weber & Vaughan, LLP Keenan & Associates Keyser Marston Associates, Inc Kitchell

1 – Institute for Local Government Partner, 2 – CitiPAC supporter. List current as of Aug. 15, 2013. Visit us at www.cacities.org/expo.

League of California Cities

www.cacities.org

At the Expo, you can learn about products and services for your city, network with colleagues and enter the Grand Prize giveaway. Kosmont Companies & Auction.com

MuniServices

PERC Water

Kronick Moskovitz Tiedemann & Girard1

MY BARK CO, INC.

Pacific Gas and Electric Company

LINC Housing

MyCommunity Mobile, LLC

Paragon Partners, Ltd.

LPA, Inc.

NBS

PetData

Laserfiche

NECA & IBEW of California

Piper Jaffray

Library Systems & Services

National Community Renaissance

Planet Aid, Inc.

Liebert Cassidy Whitmore1

National Construction Rentals

Plastic Safety Systems

Live Earth Products, Inc.

National Public Finance Guarantee

Point & Pay

Local Search Association

NEOGOV

Precision Civil Engineering, Inc.

Lucity, Inc.

Newport Pacific Capital/Modular Lifestyles

Precision Concrete Cutting

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

Next 10

PsomasFMG2

Matrix Consulting Group

Northern California Carpenters Regional Council

Public Agency Risk Sharing Authority of California

Omni-Means, Ltd.

Public Financial Management, Inc.

OpenGov.com

Public Restroom Company

PARS

Q-STAR Technology

MCE Corporation MRC, Inc. Meyers Nave1,2 Mountain States Wholesale Nursery

Solutions for Success

continued

For more than thirty years, we have been keeping our promise to provide quality construction management services specifically tailored toward each client. We will do the same for you.

www.westerncity.com

Western City, September 2013

Exposition Exhibitors, continued

Tribal Alliance of Sovereign Indian Nations2

Quad Knopf

Sims Recycling Solutions

RBF Consulting, a Michael Baker Corp.

SmartCitiesPrevail.org2

RJM Design Group, Inc.

Sol, Inc.

RKA Consulting Group

SolarCity

RSG, Inc.

Southern California Edison

RWP Landscape Materials

SouthTech Systems

Ralph Andersen and Associates

Spohn Ranch Skateparks

RedFlex Traffic Systems

Sportsplex USA

Renne Sloan Holtzman Sakai LLP (Public Law Group)

Springsted, Inc.

Renovate America

SyTech Solutions

US Auctions U.S. Bank 1,2

Republic Services

Rouditor, LLC SCS Engineers SSA Landscape Architects, Inc. Schneider Electric Security Lines US Sensus SERVPRO Severn Trent Services Siemens

State Water Resources Control Board TIAA-CREF TBWB Strategies

U.S. Citizenship and Immigration Services Union Pacific Railroad University of Southern California, Price School of Public Policy VacantRegistry.com Vali Cooper & Associates, Inc. Vanir Construction Management, Inc. Vision Internet Wacker Neuson

TNT Fireworks

Walker Parking Consultants/ Engineers, Inc.

TeamCalifornia

Wavetronix

The Citadel Group

Wells Fargo

The U.S. Conference of Mayors

West Coast Arborists, Inc.

TOTER WASTEQUIP

Western Pacific Signal, LLC

TRAMUTOLA

Willdan

Transtech Engineers, Inc.

William Baker & Associates ■

Trend Micro, Inc.

1 – Institute for Local Government Partner, 2 – CitiPAC supporter. List current as of Aug. 15, 2013. Visit us at www.cacities.org/expo.

League of California Cities

www.cacities.org

Youth participants enjoy a field trip to the city’s corporation yard facility, left. Students work together in a team-building activity, right.

Summer at City Hall:

Partnership Focuses on Youth by Bina Lefkovitz, Jonathan Raymond and Jay Schenirer

raditional summer school for teens has all but vanished in cities such as Sacramento over the past several years as a result of funding cuts during the recession. The lack of summer learning opportunities can be especially damaging to low-income teens, who often return to school in the fall having lost academic gains made the previous year.

The Summer at City Hall program was launched in 2010 by Sacramento City Council Member Jay Schenirer in partnership with the Sacramento City Unified School District (SCUSD) and youth advocate Bina Lefkovitz. Since then, the Sacramento County Office of Education has joined the partnership. Summer at City Hall focuses on teen learning and leadership and provides a model for other communities seeking to create an engaging and enriching summer program for youth. The program offers four key benefits for participants. Summer at City Hall:

they gain work experience and explore careers in local government; 3. Gives these students, most of whom come from the city’s most at-risk neighborhoods, a safe, constructive place to be during a portion of their summer break; and 4. Reminds local elected officials and city staff how important young people are to the city’s future and helps dispel negative stereotypes about teens.

The Program Grows Rapidly

1. Provides approximately 85 high-school students with a six-week, five-credit summer course that combines civics, leadership and work-readiness skills development;

Summer at City Hall has grown from 30 students and one SCUSD teacher in its first year to 85 students and three SCUSD teachers in 2013. Each year, four “returning youth” are also recruited to participate in the program’s planning and delivery.

2. Offers those students a five-week internship of 27 hours (with a stipend of $270) in a city department where

Youth participants are recruited by SCUSD’s Youth Development staff, which operates the year-round after-school

The partnership is seeking funding and exploring options for expanding the program.

programs for the district and summer programming for almost 5,000 students. Summer at City Hall is one of the few programs in the school district currently that serves the 16- to 18-year-old age group. The program recruits students from all five of the district’s comprehensive high schools, one continuation school and several of the smaller high schools. continued

Bina Lefkovitz is a youth advocate and can be reached at blefkovitz@gmail.com. Jonathan Raymond is superintendent of the Sacramento City Unified School District and can be reached at jraymond@scusd.edu. Jay Schenirer is a council member for the City of Sacramento and can be reached at jschenirer@cityofsacramento.org. www.westerncity.com

Western City, September 2013

Summer at City Hall: Partnership Focuses on Youth, continued

District Five student interns evaluate the summer timeline for the council office.

Students file online applications, including a cover letter stating their reasons for wanting to participate and what they hope to learn, a résumé and application form. Workshops are offered to help students with applications, which are reviewed by a committee of city staff, district representatives and the returning youth. This year 160 students applied for 85 slots. The screening process focuses on finding students who could benefit most from this experience and not those who already

have exemplary résumés and a wealth of summer opportunities. A set number of students are selected from each school so that all the district’s high schools are represented, ensuring broad diversity.

Program Structure During the six-week program, SCUSD Nutrition Services provides breakfast at Sacramento City Hall from 8:00 to 8:30 a.m. Classes are held at city hall in the council

Providing Executive Search, Consulting and Compensation Services Since 1972

Visit us in Sacramento (Booth #810)

League of California Cities

Starting in the second week, students participate in internships twice a week in the afternoons, totaling six hours a week. Students are placed in various city departments including the offices of the mayor and city council, city manager, city attorney, city clerk, transportation, Regional Transit, police, fire, continued on page 40

A Tradition of Excellence

Ralph Andersen & Associates

chambers and in city conference rooms from 8:30 a.m. to noon each day, followed by lunch, which is also provided.

Evaluations revealed that 98 percent of the city departments participating in the internship program asked to host interns again the following year.

(916) 630-4900 www.RalphAndersen.com

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Redlands

Emergency Services

Academy Gives Youth a Taste of Service

he City of Redlands (pop. 69,498) in Southern California has long sought ways to attract talented recruits to its public safety services. In 1999 the Redlands Fire and Police Departments, Crafton Hills College and the Redlands Unified School District looked for a way to encourage, train and mentor local students interested in emergency services careers. The program was designed to provide a positive influence on local youth, give local high-school graduates a start in job training and foster a talented pool of local recruits.

The Redlands Emergency Services Academy (RESA) was created as a partnership of the Police and Fire departments, school district and community college as a proactive effort. Its goal is to provide graduating high-school seniors with positive exposure to the challenges, benefits and rewards of a career in law enforcement or emergency fire services. The week-long live-in academy stresses the development of leadership skills and teamwork and the value of making a meaningful contribution to oneâ&#x20AC;&#x2122;s community.

Participants are exposed to the types of tasks and responsibilities required of safety personnel, as well as the training, education and physical standards that must be met.

Students in the Redlands Emergency Services Academy get hands-on training in police procedures.

The City of Redlands won the Ruth Vreeland Award for Engaging Youth in City Government in the 2012 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

League of California Cities

www.cacities.org

How the Process Works Graduating seniors from each of the cityâ&#x20AC;&#x2122;s high schools compete for the opportunity to attend the academy. Recruitment begins in the spring of senior year. Interested students must obtain two teacher recommendations, complete an application and write an essay. Qualifying students give an oral interview before a panel of Redlands firefighters, police officers and staff from local schools. Only 20 to 25 students and two alternates are selected. Since RESAâ&#x20AC;&#x2122;s founding, approximately 320 students have completed the program. There is no cost to RESA students to participate. Many local businesses and other institutions provide support throughout the weeklong academy. The University of Redlands provides a dormitory to house participants, food services at a reduced rate, classrooms and recreational opportunities. The San Bernardino County Sheriff â&#x20AC;&#x2122;s and Fire departments open their Academy Training Center and facilities for instruction in weapons orientation, vehicle pursuit driving and live firefighting. Many businesses donate money, food or other necessities. A San Bernardino County Schools grant and donations from the Kiwanis Club of Redlands provided initial funding for RESA. A donation of nearly $200,000 from the San Manuel Band of Serrano Mission Indians has supported the program for the past four years.

A Detailed Look at the Academy Employees of the Redlands Fire and Police departments act as RESA instructors. For eight full days, participants are exposed to the types of tasks and responsibilities required of safety personnel, as well as the training, education and physical standards that must be met to achieve and maintain employment in these fields. Participants begin each day at 5:30 a.m. with extensive physical fitness challenges, continued

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Western City, September 2013

Redlands Emergency Services Academy Gives Youth a Taste of Service, continued

followed by classroom instruction on technical and ethical aspects of the public safety profession and hands-on training in the challenges of firefighting, emergency medical response and law enforcement. Regardless of career preference, students are exposed to aspects of both police and fire training. Classes have included live fire training for structural and wildland fires, active shooter scenarios simulating a SWAT rescue operation, emergency vehicle operation, high-rise firefighting, felony traffic stops, swift water rescue, rappelling, crime scene investigation, aerial ladder operations, search and rescue, firearm safety and arson investigation. Participants also join ride-along patrols with uniformed police officers or firefighters. The studentsâ&#x20AC;&#x2122; experiences serve as tangible motivation to pursue careers in public safety. The program introduces core values that will remain with them

League of California Cities

Training provided by the Redlands Emergency Services Academy includes firearms safety and skills.

throughout their prospective careers: discipline, teamwork, pride, loyalty, honor and integrity. A major incentive for RESA graduates interested in following a fire services

career path has been guaranteed admittance to Crafton Hills Collegeâ&#x20AC;&#x2122;s two-year regional fire academy. There is a significant waiting list to attend this training continued on page 34

www.cacities.org

Thank you to all of the 2013 League Partners

Platinum ($15,000+) 1,2

1,2

2 2 AAGIE

Apartment Association Greater Inland Empire

1,2 BUILDING AMERICA®

Gold ($10,000+) Hanson Bridgett LLP1,2 Jenkins & Hogin LLP2

Lewis Investment Company2 Liebert Cassidy Whitmore1 Meyers Nave1,2

Renne Sloan Holtzman Sakai LLP1,2 Republic Services Inc.2 Richards Watson & Gershon1,2

Willdan Young Homes2

Silver ($5,000+) Charles Abbott Associates Athens California & Nevada IBEW/ NECA Labor-Management Cooperation Trust California/Nevada Soft Drink Association2

California Grocers Association2 Cardenas Markets Inc.2 DW Development2 Dart Container Corp. Greenwaste Recovery Inc. Interwest Consulting Group Inc.

4 Creeks2 Alvarez-Glasman & Colvin2 American Red Cross Atkins Best Way Disposal2 CMTC California Dental Association-PAC CalPortland2 Cerrell Associates Colantuono & Levin

Desert Valley Medical Group Inc./Prime Healthcare2 Edgewood Partners Insurance Center Fieldman Rolapp & Associates Fulbright & Jaworski Garaventa Enterprises2 Ghilotti Construction2 Goldfarb & Lipman LLP Jose Gonzales2 HMC + Beverly Prior Architects

Alcal2 Amador Valley Industries2 Architects Orange2 Ashwood Construction Alameda County Industries2 Arnold and Associates2 Avery Associates2 Berliner Cohen Blue Line Transfer Inc.2 California Association of Physician Groups California Building Industry Association California Consulting2 California Contract Cities Association California Debt & Investment2 California Hotel Lodging

California Refuse Recycling Council California Water Service Company Christiani Architects2 City Ventures2 Civil Justice Association of California Classic Communities2 Continental Development Corporation Paul Cook for Assembly2 Cost Control Associates Inc. Desert Valley Builders2 DiMare Van Vleck & Brown LLC Dokken Engineering2 E&J Gallo Ecology Auto Parts Emanuels Jones and Associates

JPMorgan Chase & Co. Kronick Moskovitz Tiedemann & Girard1 Majestic Realty Co.2 Management Partners Morongo Band of Mission Indians2

Northrop Grumman The Olson Company2 Pena’s Disposal2 Prometheus Real Estate Group Inc.2 San Manuel Band of Mission Indians2

Santa Ynez Band of Mission Indians2 Schiff Hardin LLP Starbucks Tribal Alliance of Sovereign Indian Nations2 Union Bank US Bank

Bob Murray & Associates Pacific Code Compliance2 Pacific Rail2 PARS/Phase II Piper Jaffray2 Psomas2 James Ramos2 Recology2 Regis Homes2 Robson Homes LLC2 Janice Rutherford2

San Bernadino County Safety Employees2 San Bernardino Police Officers Association Seifel Consulting, Inc. ServPro2 Solution Strategies2 Stradling Yocca Carlson & Rauth SummerHill Homes2 TREH Development2 Zarc Recycling2

LaBarge Industries2 Largo Concrete2 Livermore Sanitation Inc.2 Marchetti Construction Inc.2 NASA Services2 Gary Ovitt2 Pacific Water Quality Association Parsons2 Peters Engineering2 Potential Industries Precision Concrete Cutting Quad Knopf2 Riverside Construction2 RJP Framing2 SNW Securities Corp. S&S Drywall2 San Mateo County Association of Realtors2

Santa Monica Police Officers Association Severn Trent Environmental2 Sobrato Organization2 Southern California Concrete Producers Specialty Solid Waste & Recycling2 Studio T SQ2 Swinerton Management Top Grade Construction2 UCLA Government & Community Relations Urban Futures2 Vali Cooper & Associates Inc. Waste Management2 WaterMarke Properties2 Zero Waste Energy

Bronze ($3,000+) Herum\Crabtree Attorneys Hill International2 Holliday Rock Company Kinsell Newcomb & De Dios Inc.2 Library Systems & Services LLC Marin Sanitary Service2 Molycorp2 Morley Brothers LLC2 Morongo Band of Mission Indians2

Basic ($1,000+) Fard Engineers2 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. Innisfree Ventures2 Jamboree Housing Corporation Johnstone Moyer Jones Hall Jones & Mayer J.R. Roberts/Deacon Inc. Kasdan Simonds Riley & Vaughan LLP

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

Partial list as of 8/1/2013

1 – Institute for Local Government supporter 2 – CITIPAC supporter

Redlands Emergency Services Academy Gives Youth a Taste of Service, continued from 32

program, which is mandatory for those wishing to enter the fire service. RESA graduates seeking law enforcement careers have also been guaranteed admittance to Crafton Hills College’s two-year Administration of Justice associate degree program. Donna Ferracone is a trustee for the San Bernardino Community College District and has served as a RESA coordinator since the program’s inception. “From an educational standpoint, aside from the actual camp, this program allows students the advantage of early registration into college classes at Crafton Hills College and offers them the availability of a mentor to help them choose classes and answer any questions they may have,” says Ferracone. “After RESA they are better prepared to understand the expectations of the fire and police academy staff when they enter those academies. My personal satisfaction from RESA is the

accomplishments of the youth during and after their participation in the academy.” Police Corporal Cindy Gourlay helped start the RESA program and has been a lead coordinator and instructor ever since. “I am proud of the program’s growth and the achievements of the graduates,” says Gourlay. “This year’s graduating class motto said it best: ‘We Are the Future.’ I love being a part of an academy that mentors young adults whom I watch grow and become successful adults.” The benefits of RESA are many. Six RESA graduates have been hired by the Redlands Fire Department and two have been hired by the Redlands Police Department. Numerous other RESA alumni are employed full time by other local fire and police departments. Approximately 40 percent of RESA graduates have jobs in emergency services in some capacity. Others have attended major universities or entered the military. Only 10 percent have dropped out of the program completely. Redlands Firefighter Jason Dressel is a RESA graduate who now serves as a program instructor. “RESA is a great program,” says Dressel. “My own career proves that. My experience in RESA and the mentoring I received to become a firefighter will always be with me. I can’t think of a better way to give back to the community that gave me so much than being a RESA advisor and a mentor to future members of the Redlands Fire and Police departments.”

Graduating seniors from each of the city’s high schools compete for the opportunity to attend the academy.

Redlands Police Officer Chris Mead, another RESA instructor, graduated from the first RESA class in 1999. “RESA has been a life-changing experience for me,” Mead says. “The program opened my eyes to which profession I wanted to pursue. I have been working for the Redlands Police Department as an officer for more than five years. It is because of RESA that I reached my goal. This is why I participate in the program now as an officer with hopes that these new cadets find and achieve their goals in life pursuing a career in law enforcement or the fire service.” ■ Contact: Jeff Frazier, fire chief; phone: (909) 798-7600; email: jfrazier@confire.org; or Cindy Gourlay, police corporal; phone: (909) 798-7681; email: cgourlay@redlandspolice.org.

The program offers students practical experience in fire services and a better understanding of career opportunities in public safety.

League of California Cities

www.cacities.org

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Pleasant Hill and Walnut Creek’s Community Service Days n this era of technological solutions, is there a way to create the effect of a citywide “barn raising” that mobilizes hundreds of people on a single day to help with dozens of projects that benefit the community? The answer is a resounding “yes.” Pleasant Hill and Walnut Creek — two neighboring cities in the East San Francisco Bay Area with a combined population of 98,000 — have struggled in recent years to maintain services and support many worthwhile local causes. At the same

time, community members were increasingly interested in filling the gap through volunteerism.

A City-Sponsored Community Day of Service Under the leadership of Mayor Michael Harris in 2005, Pleasant Hill launched its inaugural Community Service Day, which gave community members of all ages an opportunity to volunteer their time for a variety of worthwhile community causes. About 400 volunteers worked on

The cities of Pleasant Hill and Walnut Creek won the Award of Excellence in the Community Services and Economic Development category of the 2012 Helen Putnam Award for Excellence program. For more about the award program, visit www.helenputnam.org.

League of California Cities

www.cacities.org

12 cleanup and painting projects for local schools and community facilities and repaired bikes for the needy. Seven years later, the event has grown in size and popularity; more than 1,000 volunteers worked on 25 projects in 2011.

Comprehensive Planning. With several years of experience, Pleasant Hill organizers have a clear planning template. Work begins each year in the spring and ramps up in August and September, when the school year begins and it’s time to sign up volunteers. Taking a lesson from Pleasant Hill, Walnut Creek organizers begin work in February to ensure that outreach continued on page 46

- CEO of Public Agency

Volunteer-Led Effort. Volunteer community members lead both cities’ events. In Pleasant Hill, Mayor Harris has been the driving force behind the program with assistance from the seven-member Civic Action Commission. In Walnut Creek, Mayor Silva created a Community Service Day Organizing Committee of 15 community members.

“From acquisition to property management and relocation, Paragon Partners IV NN ERS is an essential contributor to the A success of our major project.”

The two cities’ Community Service Days use similar approaches but unique components.

Right of Way & Real Estate Consulting: • Program/Project Management • Acquisition • Relocation Assistance • Property Management • Title Research • Right of Way Engineering • GIS Mapping • Data Management/Project Tracking • In-lieu Staff

Putting It All Together

Community Service Days offer opportunities for volunteers of all ages, including seniors.

Inspired by Pleasant Hill’s success, Walnut Creek launched its first Community Service Day in October 2011, led by Mayor Cindy Silva. Taking a cue from Pleasant Hill, Walnut Creek’s event featured a variety of 42 half-day work projects that were open to volunteers of all ages and interests.

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understanding of unique challenges faced by California Cities and provides effective solutions to all of their Labor & Employment issues.

Don’t miss the Conference presentation by LCW Partner, Richard S. Whitmore:

Labor & Employment Litigation Update Friday, Sept. 20 at 10:30 AM booth #809 or visit: www.lcwlegal.com

For more information, stop by Local youth make improvements to a community garden.

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Los Angeles | San Francisco | Fresno | San Diego Western City, September 2013

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.

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

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Don’t Miss the Top Hits on Our Website! 1 The Bay Delta Conservation Plan: An Overview and Local Perspectives – July 2013

2 How the Arts and Cultural Tourism Spur Economic Development – May 2013

3 The Power of Groupthink: The New Denial – March 2012

4 Jurupa Valley: The Last City in California? – August 2012

5 The Brown Act and the Perils of Electronic Communication – June 2011

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Temporary staff help is just a phone call away! Associate Water Resources Engineer, Monterey County Water Resources Agency, CA The mission of the Monterey County Water Resources Agency is to manage, protect, and enhance the quantity and quality of water and provide specified flood control services for present and future generations of Monterey County. The Agency is seeking an Associate Water Resources Engineer who will be responsible for large scale, complex engineering assignment and projects within the Operations and Maintenance Division. The goal of the Agency is to do things better, faster, and at less cost. A visionary with a broad knowledge of precedents in the water resources engineering area and a solid knowledge of principles and practices of related specialties will be of value. The incoming Associate Water Resources Engineer will supervise and participate with civil engineering staff and be responsible for planning, design, development, construction, operation, implementation and maintenance of the Agency’s programs and capital improvement projects. Inspection and monitoring of the facilities such as dams, reservoirs, hydroelectric generating plants for structural and operational integrity is an integral part of this position. The selected candidate will be involved in negotiation and administration of contracts from consultants and professional services. The ideal candidate will be a highly organized self-starting team player who is capable of multitasking. Someone who is flexible and comfortable with changing priorities will be successful in this position. Candidates with two (2) years of experience a Bachelors’ degree in Water Resources, Civil Engineering, or a closely related field is required. A valid registration as a Civil Engineer is desirable. The salary ranges from $67,152-$91,668 and is dependent upon qualifications. The Agency also offers an attractive benefits package. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Mr. Bob Murray at (916) 784-9080 should you have any questions. Brochure available. Closing date September 27, 2013.

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

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City Manager City of Antioch, CA

Located in the East Bay region of the San Francisco Bay Area along the San Joaquin-Sacramento River Delta with its 1,000 miles of inland waterways, the city of Antioch with a population of over 102,000 is home to 31 parks and 600 acres of open space and is considered by many a recreational paradise. For FY2013/14 total expenses are budgeted at $127 million with 284 fully funded positions. The new City Manager will possess excellent interpersonal skills and will be able to provide the leadership necessary to help the community shape its future and move it forward as it rises out of difficult economic times. Bachelor’s degree required, Master’s preferred. Salary from $190,000 to $240,000 DOQE with benefits.

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, 2013.

City Manager, City of Albany, CA Albany, California, is a city of 18,800 residents located in the greater San Francisco Bay Area. Its proposed FY2013/2014 budget is $18.1 million, and the city currently employs approximately 105 staff members. The city council seeks a city manager candidate who values and is committed to maintaining Albany’s small-town atmosphere. A candidate who demonstrates open communication and is responsive and approachable will do well in this position. An individual who exhibits a compassionate and sincere approach to every aspect of the city manager’s role is highly valued. Candidates for the position of city manager should possess a strong background in financial and economic development issues. Candidates must possess a Bachelor’s degree in Public Administration, Business Administration, Management, or a related field and five years of prior experience as a city manager, assistant city manager, or department head in an organization of similar size and complexity to Albany; a Master’s degree is desirable. The salary for the city manager is competitive and under review. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. If candidates have any questions, they should call Mr. Regan Williams at (916) 784-9080. Brochure available. Closing date September 20, 2013. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Photo/art credits Cover: Courtesy of Sacramento Convention & Visitors Bureau

Pages 18 & 19: Yvonne Hunter

Pages 3 & 5: Warren Goldswain/Shutterstock.com Page 6: Courtsey of the Institute for Local Government

Page 23: Courtesy of Sacramento Convention & Visitors Bureau

Page 8: Nagy-Bagoly Arpad/Shutterstock.com

Page 25: Courtesy of League of California Cities

Page 9: My Good Images/Shutterstock.com

Pages 27 & 28: Courtesy of Summer at City Hall

Page 10: RyFlip/Shutterstock.com

Pages 30, 32 & 34: Courtesy of League of California Cities and City of Redlands

Page 11: Courtesy of League of California Cities and cities of Walnut Creek & Pleasant Hill Pages 12 & 13: Goodluz/Shutterstock.com Page 14: George Dolgikh/Shutterstock.com Pages 15, 16 & 17: Courtesy of City of Pasadena

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Pages 20 & 21: Courtesy of City of Arcata

Page 36: Kate Vogel/Shutterstock.com Page 37, 46 & 47: Courtesy of League of California Cities and cities of Walnut Creek & Pleasant Hill

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Western City, September 2013

Summer at City Hall: Partnership Focuses on Youth, continued from page 28

The screening process focuses on finding students who could benefit most from this experience.

New opportunities . . .

Library Services Director City of Newport Beach

City Manager City of Lompoc

Visit the TB&Co. website for the latest information – www.tbcrecruiting.com Teri Black-Brann • 310.377.2612 Carolyn Seeley • 949.487.7606 Steve Parker • 949.322.8794

Police Chief, City of Chandler, AZ The City of Chandler (population approx. 242,000) is located in the southeast part of the Phoenix metro area. The City is now seeking a Police Chief to oversee a Department that employs over 320 sworn and 163 professional staff members and has an adopted FY2013/2014 budget of $68.4 million. Candidates for this position must possess a Bachelor’s Degree in Police Administration, Criminology, or a related field, with extensive experience in contemporary police work that has afforded a progressively responsible background in a variety of police functions, or any equivalent combination of education, training, and experience that provides the knowledge and abilities necessary to perform the work. The successful candidate will be required to have or obtain an Arizona POST certification within 6 months following placement and must have a valid Arizona Driver’s License at the time of placement. Residency in the City of Chandler is required. The salary range for the position of Police Chief is $124,956 to $174,937; 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 Fred Freeman at (916) 784-9080 should you have any questions. Brochure available. Closing date September 20, 2013. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

League of California Cities

Students assigned to the District Five city council office for their internship take inventory of businesses in Sacramento that employ youth.

animal control, parks and recreation, finance, neighborhood services and the Crocker Art Museum. Several students take a bus to their internship; the program provides free bus passes. Summer at City Hall also provides field trips to various city facilities where speakers from city departments and community partners conduct tours and answer questions. During the six-month pre-planning period, city staff and the SCUSD teachers develop a detailed set of learning objectives for each day of the program. Week 1 entails developing “soft” skills to prepare for internships. In Week 2, skill development continues, and students learn about local government functions and services. This continues into Week 3, which also focuses on the elements of active citizenship: voting, volunteering, philanthropy, leadership and advocacy. In addition, the third week covers the limitations of government and the role of continued on page 42

www.cacities.org

Share Your City’s Story Is your city involved in a successful partnership with a county, school or nonprofit? Share your city’s outstanding experiences and lessons learned with the Cities Counties Schools Partnership. Contact: Randi Kay Stephens, program coordinator, Institute for Local Government; phone: (916) 658-8207; email rstephens@ca-ilg.org.

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Town Manager

Town of Snowmass Village, CO The Town of Snowmass Village (TOSV) is a thriving community of nearly 2,900 people located 9 miles north of Aspen in the heart of the Snowmass Maroon Bells Wilderness Area and the West Elk Mountain Range. The Snowmass Ski Area is the largest of the four ski areas operated collectively as Aspen/Snowmass and recently Viceroy and Westin properties have opened in the TOSV. With a staff of nearly 90 full-time and 50 seasonal/part-time employees and revenues of approximately $26 million, the Town seeks a strong leader with excellent interpersonal skills who can successfully manage up to the Council, down to the staff, and out to the community. A Bachelor’s degree required, Master’s degree preferred. Competitive salary with a 3200 sq. ft. home provided.

Please send your cover letter and resume electronically to:

Filing deadline: October 7, 2013.

CITY OF EL CAJON Summer at City Hall teaches students about a range of job-related topics and covers employer expectations, punctuality, dressing professionally, customer service, interview and presentation skills, teamwork, conflict resolution and consensus building.

Assistant to the City Manager

Deadline: 5:00 pm on Wednesday, September 18, 2013 $80,537 - $98,134/year DOQ plus Competitive Benefits Package Located 15 miles from downtown San Diego, El Cajon is an established, diverse and vibrant community with more than 100,000 residents. El Cajon is a full-service city with 449 full-time budgeted positions and a General Fund budget of $57 million and an overall budget of $143 million. The City seeks an Assistant to the City Manager to provide complex and highly responsible administrative staff support to the City Manager, and perform varied professional level administrative and research work related to such areas as legislative analysis, budget oversight, special events administration and risk management. The selected candidate will excel in dealing with the business community, the public, the City Council and City staff. He/she will have the utmost integrity and ethical standards and will be expected to work both independently and in a group environment. Requirements: Five years of full-time experience in a professional, non-clerical capacity, one year of supervisory experience, and the equivalent of a Bachelor’s degree in public or business administration or a related field. A Master’s degree is desirable. For more detailed information about the position and the application process, visit www.cityofelcajon.us or contact the Human Resources Department at (619) 441-1736.

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Western City, September 2013

Summer at City Hall: Partnership Focuses on Youth, continued from page 40

partners like nonprofits and associations in supporting neighborhood stability. Week 4 helps students understand what it means to advocate for changes that make a neighborhood a better place and the role of cultural facilities in a city’s quality

of life. Week 5 focuses on developing a deeper understanding of how to advocate for a neighborhood solution by learning about the role of stakeholders and how to influence decision-makers on an issue of concern to the students. During

www.bobmurrayassoc.com

Week 6, students present their advocacy issue at a mock council meeting, participate in a service project developed by the returning youth, and celebrate what they have learned.

Students liked working as a team and finding solutions to the issues they identified as problems in their communities.

Watch for these Upcoming Opportunities: • San Diego State University, CA Police Chief • Sewer Authority Mid-Coastside, CA General Manager • City of Redlands, CA Natural Resources Manager For more information and filing deadlines, please contact: Bob Murray and Associates, 1677 Eureka Road, Suite 202, Roseville, CA 95661 Phone: (916) 784-9080, Fax: (916) 784-1985, E-mail: apply@bobmurrayassoc.com

Finance Director Town of Hillsborough Serving a population of approximately 11,000, the residential community of Hillsborough is located slightly south of San Francisco in San Mateo County. Although bordered by urban amenities, the Town’s leadership has effectively preserved Hillsborough’s quiet rural charm and relaxed country feel. The community is known for its incomparable quality of life, superior municipal services and outstanding schools. The City’s total FY2013-14 budget is $35 million ($18 million General Fund). The ideal candidate will be an empowering people manager who enjoys mentoring and developing staff as a regular business practice. In addition to being well versed in all aspects of municipal finance, he/she will exhibit exceptional interpersonal skills and demonstrate a strong team and customer orientation. A minimum of five years of progressively responsible experience in municipal finance and a Bachelor’s degree are required. An MBA or MPA is desirable and CPA certification is strongly preferred. Salary range $147,862 - $179,712 supplemented by competitive benefits package. Candidates are encouraged to apply immediately for prompt consideration. Screening interviews will begin on September 13th. This recruitment will close no later than Sunday, September 22, 2013. For detailed brochure and to apply online, visit www.tbcrecruiting.com.

Teri Black-Brann • 310.377.2612 Cariolyn Seeley • 959.487.7606

League of California Cities

Summer at City Hall teaches students about a range of job-related topics and covers employer expectations, punctuality, dressing professionally, customer service, interview and presentation skills, teamwork, conflict resolution and consensus building.

Returning Youth The four returning youth are actively engaged in the six months of program planning meetings and the development of the year’s curriculum. They assist with participant recruitment and selection. During the six-week program they mentor students, help with the many administrative tasks associated with Summer at City Hall, assist in the classroom with team-building activities and provide support to teachers.

The Partnership SCUSD has approximately 47,000 students in 80 schools. The majority of students come from low-income neighborhoods, with 72 percent qualifying for a free or reduced-price lunch. Recognizing how summer learning loss affects students, SCUSD has developed extensive summer programming for students from kindergarten through 9th grade via its

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Youth Development office. Summer programming is primarily paid for through grants and Title I funding. In addition, for the past 10 years SCUSD has been developing Linked Learning programs in its high schools to make learning more relevant and better prepare students for college and career. Summer at City Hall is funded in part by the Linked Learning Alliance and the Youth Development office. The program’s partners hope that over time Summer at City Hall will become more closely tied to the career academies, providing an extension of the school-year learning through class work at city hall and summer internships. In 2013 the Sacramento County Office of Education collaborated with Summer at City Hall and SCUSD to support one of the teachers in the program, with a commitment that the Sacramento County Office of Education’s court-school students would have spots reserved in the program. The city’s interest in creating the Summer at City Hall program stems from its desire to foster active citizens who care about and want to engage in making their neighborhoods better places to live. Sacramento has a City Management

The program provides free bus passes. Summer at City Hall also provides field trips to various city facilities where speakers from city departments and community partners conduct tours and answer questions.

Academy to teach adults about how local government operates. In some ways, Summer at City Hall is the youth version of this academy. Furthermore, because Sacramento is one of the top three most

violent cities in the state, the city has launched concerted efforts to reduce gang violence and increase prevention programs for youth. The mayor’s continued

E S

CITY MANAGER — City of Colfax The City of Colfax, CA is seeking a City Manager. Colfax has an approximate population of 1,800 with a $6 million annual budget. The City Council is seeking a versatile, hands-on generalist with experience working with federal, state, and local agencies. The City Manager is responsible for providing stability and continuity while overseeing all departments. The candidate must have a solid understanding of government at all levels and the skills necessary to manage a small city. Total compensation package of $100,000 depending on education and qualifications. For more information go to: www.colfax-ca.gov

Fire Chief

CITY OF HOLLISTER, CALIFORNIA (Salary: $8,422 - $10,237/month plus Outstanding Benefits)

HOLLISTER is located in San Benito County southeast of San Jose just fifteen minutes south of Highway [101] along Route [156]. With a population presently at 37,000, Hollister maintains a rich agricultural and ranching heritage in a strong community and business-friendly environment. THE IDEAL CANDIDATE possesses highly-developed technical, presentation, communication and interpersonal skills with the necessary in-depth knowledge and experience required to successfully manage and direct the operations of the City’s Fire Department as part of the City’s Management Team. EXPERIENCE & QUALIFICATIONS include a minimum of seven years of increasingly responsible experience in an organized Fire Department that include at least three years of administrative and command-level supervisory responsibilities. Any combination of the equivalent experience and training demonstrating the required skills, knowledge, and abilities may be substituted for consideration. Educational requirements include the equivalent to a Bachelor’s Degree from an accredited College or University with major course work in Fire Science, Public Administration or a related field. INTERESTED APPLICANTS can apply directly by October 4th, 2013 by 5:00 pm. Applications are available from the City’s Human Resources Office (375 Fifth Street, Hollister, CA, 95023, [831] 636-4308) or electronically at www.hollister.ca.gov.

The City of Hollister is an Equal Opportunity and Affirmative Action Employer.

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Western City, September 2013

Summer at City Hall: Partnership Focuses on Youth, continued

The Partnership Expands

Gang Prevention Task Force has identified the need for more prevention programs and seeks to strengthen educational outcomes for students in Sacramento. Summer at City Hall satisfies both of these objectives.

The nonprofit Reading Partners and the Boys and Girls Clubs provided volunteer training and opportunities to Summer at City Hall students in 2012 and 2013. City Year, a leadership program, joined the partnership in 2013 and will host a O

City Manager, City of Chino Hills, CA The City of Chino Hills (population 76,000) is located in Southwestern San Bernardino County. The City is seeking a skilled and seasoned individual to serve as City Manager and oversee the City’s FY 2013/2014 General Fund budget of $37.8 million and a full-time staff of 156. A collaborative team player who is personable and committed to the City will be valued. A candidate who can lead with a global perspective and yet not miss the details, who can provide balanced recommendations to the City Council, and who can focus on both immediate and future needs will be well-suited for this position. An ability to effectively and transparently communicate with the Council, staff, and citizens is essential for the incoming City Manager. Candidates should possess significant experience in municipal government. A Bachelor’s Degree in Public Administration, Business Administration or a related field is required; a master’s degree is preferred. The salary for this position is open, depending upon qualifications. The City also offers an attractive benefits package. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Mr. Bob Murray at (916) 7849080 should you have any questions. Brochure available. Closing date October 25, 2013. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Assistant Public Works Director San Juan Capistrano

The City of San Juan Capistrano, population 34,593, is a captivating community with an engaged citizenry located in south Orange County between Los Angeles and San Diego. The City seeks a dynamic and experienced professional to lead a staff of 11 in Engineering and Inspection Services. The new Assistant Public Works Director will be highly experienced with a hands-on management style and strong interpersonal skills in working with appointed officials, department heads, staff and the community.

The Bottom Line In total, the program costs about $1,000 per student, including cash and in-kind donations. This cost includes: • Teachers (planning and summer class time); • Snacks, materials and supplies; • Bus passes and transportation for field trips; • Student stipends; and • City and school district staff time. SCUSD and the Sacramento County Office of Education cover the costs of Summer at City Hall teachers, buses for field trips, supplies, breakfast and lunch. The school district and the county run student recruitment and provide staff to coordinate district support during the summer. The City of Sacramento provides student stipends, bus passes for all students, parking for teachers and facilities. The city also coordinates all daily logistics; arranges internships, field trips and speakers; and coordinates the overall program planning and implementation on behalf of the partnership.

The Results To date, 150 students have participated in Summer at City Hall. According to student evaluations from 2012, the program is very popular: • 35 percent rated the program excellent;

Candidates must be able to apply his/her broad experience and understanding of engineering functions and manage large and complex capital projects in leading a diverse team of professionals. This position reports to the Director of Public Works and Utilities with responsibilities in the areas of water engineering, stormwater, wastewater, development and transportation.

• 50 percent rated the program very good;

To apply for this unique opportunity, visit www.sanjuancapistrano.org

In addition to favorably rating the instructors, students liked working as

The City desires a professional with at least five years of experience and a Bachelor’s Degree in engineering, public administration or related field. A Master’s Degree and a licensed professional engineer are highly desirable.

team-building and career-awareness day. Other partners include the Crocker Art Museum, the Downtown Partnership, Senate President Pro Tem Darrell Steinberg’s office, the Partnership for Children and Youth, and more.

League of California Cities

• 88 percent felt the program prepared them for their internships; and • 58 percent felt their knowledge of local government improved as a result of the program.

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a team and finding solutions to the issues they identified as problems in their communities. Students reported that their most improved skills included team building, networking, communication, developing professional relationships, presenting ideas and accepting criticism. Even after having completed an internship in a city department, students expressed a desire for more information about how government operates. That finding led to the creation of a more formal curriculum with a heavier focus on local government’s functions and impact on neighborhoods where students live. The program evaluations revealed that 98 percent of the city departments participating in the internship program asked to host interns again the following year. Typical evaluation comments from supervisors included: • “Students seemed prepared with basic knowledge of dress, work behavior and attitude.” • “We enjoyed teaching our students about local government.” • “Students helped us catch up on projects that we had put on the back burner due to staffing shortages.” • “We were able to keep a student on as a volunteer after the program to help with other projects.” In some cases staff indicated that they did not have sufficient time to find projects for interns or to mentor students who

Students learn about the elements of active citizenship: voting, volunteering, philanthropy, leadership and advocacy.

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had no prior work experience. Some staff asked for more details about what the students were learning during class time so they could align their internship with those learning objectives. Most wanted student internships to last more than 27 hours. Regional Transit offered to pay J

students beyond the 27 hours to extend the internship experience. The partnership is seeking funding and exploring options for expanding the program. ■ For more information about Summer at City Hall, contact Jay Schenirer at jschenirer@cityofsacramento.org. R

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Police Chief

City of Springfield, OR Springfield, 104 miles south of Portland, is a home rule charter city with a council-manager form of government and 59,403 residents. The Police Department is comprised of 123 FTE’s and has a total FY 2013 budget of $19.7 million, including the 100 bed municipal jail. The Department is well supported by the community as evidenced by the passage of a General Operating Levy in 2002, since renewed in 2006 and 2012. The next Police Chief has been described as a visionary leader and strong manager with significant experience yet open to new ideas and capable of taking a high performing department to the next level. Bachelor’s degree in related field and 7-10 years of management experience required. Hiring range is $109,699 to $127,254 DOQE with excellent benefits.

Please send your cover letter and resume electronically to:

Director of Administrative Services, City of Lincoln, CA The City of Lincoln, CA (population 44,000) is located at the edge of the Sierra Nevada foothills in Northern California, 27 miles northeast of Sacramento. Lincoln is now seeking a Director of Administrative Services to oversee a staff of 15.5 fulltime employees; the Department has a FY2013/2014 budget of $298,540. The City desires a candidate who will maintain and support the Department’s positive working environment. Any combination of education and experience supplying the necessary knowledge, skills, and abilities for this position will be qualifying; a typical candidate will possess at least five years of broad and extensive experience in financial or business management, including at least three years in a responsible management capacity, as well as a Bachelor’s Degree in Finance, Accounting, Business Administration, or a related field. Candidates possessing a Master’s Degree in a financial field are preferred. The salary for the Director of Administrative Services is $101,271-$135,714; 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 Valerie Phillips or Bob Murray at (916) 784-9080 should you have any questions. Brochure available. Closing date September 20, 2013. phone 916•784•9080 fax 916•784•1985 www.bobmurrayassoc.com

Western City, September 2013

A Tale of Two Cities: Pleasant Hill and Walnut Creek’s Community Service Days, continued from page 37

Taking a cue from Pleasant Hill, Walnut Creek’s event featured a variety of 42 half-day work projects that were open to volunteers of all ages and interests.

Bay Area openings . . . Finance Director Public Works Director

to community groups is well under way before the school year ends. Organizers spend March through July recruiting and formulating projects with community groups and August through September recruiting volunteers and organizing the day. Involving Community Organizations. Offering many projects that appeal to diverse ages, abilities and interests is a key element. Schools, youth groups, churches, social service organizations, community gardens and senior centers help to identify projects that would benefit from volunteer work. This requires significant outreach to community groups.

Community Development Director

Communication Strategies. For both cities, communication is essential — both to publicize the event and its projects and to recruit volunteers. Communication tools used include:

Police Captain

• Notices in city newsletters;

Visit our website for detailed information.

• Publicity on the cities’ websites and social media;

City of Fremont

City of San Mateo

City of East Palo Alto Teri Black • 310.377.2612 Carolyn Seeley • 949.487.7606 Steve Parker • 949.322.8794 Joe Brann • 310.265.7479

• Articles and advertising in local print and broadcast media; • Banners at community facilities; • Speaking engagements at service clubs and other groups; and • Posters and flyers at farmers markets and other community events.

Volunteers clean library book covers.

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League of California Cities

www.cacities.org

• Hundreds of plants and trees added to parks and gardens;

Numbers Reflect the Results

In addition to web and email announcements, the cities use online tools for groups to submit projects and for volunteer sign-ups.

Community Service Days have accomplished significant results, including:

• Housing for the needy cleaned, painted and repaired; and

• More than 15 tons of food collected for the Contra Costa Food Bank;

T-Shirts and Pancakes. To ignite community spirit, both Community Service Days start with a morning rally and pancake breakfast, sponsored by the local Lions Clubs. Volunteers receive a commemorative t-shirt.

• Pleasant Hill Senior Center beautified with a new garden.

• Hundreds of pints of blood donated to the American Red Cross;

“In both cities, Community Service Day has increased civic pride. It has proved that people want to get involved and give back to their community. Community Service Day demonstrates that the power of human energy is unbeatable,” says Mayor Harris. ■

• More than 600 bikes repaired and donated to the needy;

The One-Day Event Has a Lasting Impact

• More than 40,000 children’s book covers cleaned and sorted for local libraries;

“The bottom-line objective for both of our cities was to create a single-day event that would engage our communities, introduce volunteers to new opportunities, and create lasting impact,” says Mayor Silva.

• Creeks and open space areas cleared of brush and debris;

Contact: Martin Nelis, public information officer, Pleasant Hill; phone: (925) 671-5229; email: mnelis@ci.pleasant-hill.ca.us.

• 19 schools cleaned and painted; • Organic and instructional gardens cleared, prepared for winter or planted;

The results clearly demonstrate to all involved that Community Service Day is an exceptional investment: • Total number of volunteers over eight years — approximately 10,500; • Total number of volunteer hours — more than 28,000 in Pleasant Hill and 8,000 in Walnut Creek;

Walnut Creek volunteers make improvements to a bridge over a local creek.

• More than 20 businesses in each community have either sponsored or supported the event through financial or in-kind contributions; and • A total of 19 local schools, the Rotary, Kiwanis and Lions clubs and 23 other community organizations have participated.

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Western City, September 2013

Beacon Award:

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Toward Solving Climate Change

Congratulations to These Spotlight Award Winners AGENCY GREENHOUSE GAS REDUCTIONS Palo Alto

Platinum Level 52% Reduction

Sonoma County Platinum Level 29% Reduction

Chula Vista

Gold Level 13% Reduction

Benicia

Platinum Level 21% Reduction

San Carlos

Gold Level 12% Reduction

San Rafael

Gold Level 19% Reduction

South Gate

Gold Level 11% Reduction

Santa Barbara Gold Level 15% Reduction

Santa Rosa

Silver Level 8% Reduction

COMMUNITY GREENHOUSE GAS REDUCTIONS Palo Alto

Santa Monica

Santa Cruz

San Rafael

Glendale

South Gate

Platinum Level 21% Reduction Silver Level 8% Reduction

Gold Level 14% Reduction Silver Level 7% Reduction

Gold Level 11% Reduction Silver Level 6% Reduction

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This Program is funded by California utility customers and administered by Southern California Gas Company, San Diego Gas & Electric Company, Pacific Gas and Electric Company and Southern California Edison, under the auspices of the California Public Utilities Commission.