western city november 2014
DESCRIPTION
Municipal Finance IssueTRANSCRIPT
N O V E M B E R 2 0 1 4 | T h e M o n t h l y M a g a z i n e o f t h e L e a g u e o f C a l i f o r n i a C i t i e s reg
wwwwesterncitycom
reg
New Municipal Financial Health Diagnostic Tool Helps Cities p13
Vallejorsquos Participatory Budgeting Builds Public Involvement p17
The Fiscal Challenges Ahead for California Cities p3
California Apartment AssociationHanson Bridgett LLP12
JPMorgan Chase amp Co
Lewis Investment Company2
Liebert Cassidy Whitmore1
Meyers Nave12
Renne Sloan Holtzman Sakai LLP12
Republic Services Inc2
Sherwin-WilliamsYoung Homes2
1 ndash Institute for Local Government supporter 2 ndash CITIPAC supporter Join the Partners Program TodayContact Mike Egan | (916) 658-8271 | egancacitiesorg
Gold ($10000+)
Thank you to all of the 2014 League Partners
Platinum ($15000+)
Silver ($5000+)
Bronze ($3000+)
Basic ($1000+)
AMR2
ATampTCharles Abbott Associates2
California amp Nevada IBEW NECA Labor-Management
Cooperation TrustCalifornia Grocers Association2
California Restaurant Association
DW Development2
Dart Container Corp2
ecoATMEMS Management2
Goldfarb amp Lipman LLP Greenwaste Recovery Inc2
Interwest Consulting Group Inc
Kronick Moskovitz Tiedemann amp Girard1
Merlone Geier2
NBS Northrop Grumman
The Olson Company2
Prometheus Real EstateGroup Inc2
James RamosSan Manuel Band of
Mission Indians2
Sares Regis Group2
Schiff Hardin LLP
Schneider Electric2
ServPro2
Tribal Alliance of Sovereign Indian Nations2
US BankUnion Bank2
Vavrinek Trine Day amp Company LLP
Western Tropicana Development2
Willdan
Accretive Realtors2
AndersonPenna Partners Inc2
Architects Orange2
Ashwood ConstructionAthens Services2 Avery Associates2
Berliner CohenBlue Line Transfer Inc2
Bowlby Group Inc2
CARE2
CRampR2
California Debt and Investment Advisory Commission
California Independent Petroleum Association
California Refuse Recycling Council
Calimesa Chamber of Commerce2
Civil Engineering Associates2
Classic Communities2
Climatec2
Cost Control Associates IncCunningham Davis2
Desert Valleys Builders2
Diamond Hills Auto2
Dokken Engineering2
Emanuels Jones and Associates
Fard Engineers2
Fresno Police Officers AssociationGHD Inc2
Josie Gonzales2
Gresham Savage Nolan amp Tilden PCInnisfree Ventures2
JR RobertsDeacon Inc2
Jamboree Housing CorporationJones Hall2
Jones amp MayerKasdan Simonds Riley
amp Vaughan LLPKosmont CompaniesLaBarge Industries2
Livermore Sanitation2
Marchetti Construction Inc2
Morley Brothers LLC2
Kevin Mullin for Assembly2
Murphy Rearson Bradley amp Feeny
Napa Recycling2
Potential IndustriesRabobank2
Rancho San Gorgonio2
Riverside Construction2
San Mateo County Association of Realtors2
Santa Monica Police Officers Association
Seifel Consulting IncSevern Trent Environmental2
Sobrato Organization2
Specialty Solid Waste amp Recycling2
Studio T SQ2
Swinerton ManagementTownsend Public Affairs Inc2
Vali Cooper amp Associates Inc
Van Scoyoc Associates2
Vanir Construction2
Waste Management2
West Builders2
Partial list as of 9302014
12 12 2
2
2
22
BUILDING AMERICAreg
2
2
2
Accela2 Advanced Disposal2
Alvarez-Glasman amp Colvin2
Amador Valley Industries2
American Forest amp Paper Association
AtkinsBest Way Disposal2
CMTCCORE Public Affairs2
CalPortland2
CarpenterRobbins Commercial
Real Estate Inc
Cerrell AssociatesColantuono amp Levin2
Desert Valley Medical Group IncPrime Healthcare2
EampJ Gallo2
Edgewood Partners Insurance CenterFortis Quay Inc
GDQ Law2
Garaventa Enterprises2 Geo-Logic Associates2
Griswold LaSalle Cobb Dowd amp Gin LLP
Hill International2
Holliday Rock CompanyJefferies LLC
Library Systems amp Services LLC
Marin Sanitary Service2 Matarango Inc2
Michael amp Robinson LLP Mid Valley Disposal2
Mitsubishi Cement 2
Molycorp2
Bob Murray amp AssociatesNL Industries Inc
National ADA Accrediting amp Consulting Inc 2
PARSPhase II2
Pacific Rail2 Peters Engineering2
Piper Jaffray2
Precision Engineering Inc2 Prime Healthcare2
Psomas2
Quad Knopf 2
Kenneth Ramirez2
Recology2
Robson Homes LLC2
San Bernardino County Safety Employees2
San Bernardino Police Officers Association
Santa Ynez Band of Mission Indians2
Stradling Yocca Carlson amp Rauth
SummerHill Homes2
TREH Development2
Tripepi Smith amp Associates2
USA Properties Fund IncUrban Futures2
12
12 2
CONTENTS 2 Calendar of League Events
3 Executive Directorrsquos Message The Fiscal Challenges
Ahead for Cities By Chris McKenzie
With three major municipal
bankruptcies in California cities
in recent years it is clear that
the risks of overcommitting a city
to long-term liabilities are not just
theoretical mdash they are real
10 City Forum CalTRUST Offers a Safe
Convenient Investment Pool for Local Agencies
By Norman Coppinger
Organized as a joint powers
authority CalTRUST offers short-
term medium-term and money
market accounts These accounts
provide easy safe and reliable
options for public agencies
11 News From the Institute for Local Government
ILG Welcomes Californiarsquos Newly Elected Local Officials
Newly elected local officials and
staff can get up to speed on a variety
of key topics using free resources
designed to meet their needs
13 League Provides Municipal Financial Health Diagnostic Tool
By Michael Coleman
Californiarsquos economy is improv-
ing and local revenues are picking
up But fiscal challenges remain
especially in the area of escalat-
ing costs More cities are heading
into financial peril This new tool
helps a city identify areas of fiscal
concern that should be addressed
to avert fiscal crisis
16 The Balanced Triangle and the City Clerkrsquos Role in Local Government
By Lee Price
The clerkrsquos role is to ensure proper
process and open transparent
government As professional man-
agers clerks are uniquely qualified
to do just that
17 California Cities Helen Putnam Award for Excellence
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results
The process gives residents a
voice in spending decisions
19 Job Opportunities
27 Professional Services Directory
Cover Photo Feng Yu
Shutterstockcom
Created by and forCalifornia PublicAgencies
Three active accountoptions offeringdiversification andflexibility
bull Short-Termbull Medium-Termbull Money Market Fund
Low minimuminvestment amount
Governed by citycounty and specialdistrict treasurersand investmentofficers
Contact us at 888-422-8778 or online at wwwcaltrustorg
Sponsored by theLeague of California Cities
ExecutiveDirectorChris McKenzie
Second VicePresidentDennis MichaelMayorRancho Cucamonga
First VicePresidentStephany AguilarCouncil MemberScotts Valley
PresidentTony FerraraMayorArroyo Grande
ImmediatePast PresidentJoseacute CisnerosTreasurerSan Francisco1400 K Street
Sacramento CA 95814(916) 658-8200Fax (916) 658-8240
Magazine Staff
Editor in Chief Jude Hudson Hudson + Associates (916) 658-8234email editorwesterncitycom
Managing Editor Eva Spiegel (916) 658-8228email espiegelcacitiesorg
Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256email maxwellpcacitiesorg
Administrative AssistantKim Brady(916) 658-8223email kbradycacitiesorg
ContributorsDan CarriggMartin GonzalezMelissa KuehneLorraine OkabeAnna Swanson
Associate EditorsJim CarnesCarol MalinowskiCarolyn Walker
DesignTaber Creative Group
Advertising DesignImagePoint Design
For photo credits see page 20
Western City (ISSN 0279-5337) is published monthly by the League of California Cities 1400 K St Sacra-mento CA 95814 Subscriptions $39001 year $63002 years student $2650 foreign $5200 single copies $400 including sales tax Entered as periodical mail January 30 1930 at the Post Office Los Angeles CA 90013 under the Act of April 13 1879 Periodical postage paid at Sacramento Calif
Postmaster Send address changes to Western City 1400 K Street Sacramento CA 95814 Western City Trademark Reg US Pat Off copy2014 League of California Cities All rights reserved Material may not be reprinted without written permission This issue is Volume XC No 11
FSCreg is an independent not-for-profit organization that promotes environmentally appropriate socially beneficial and economically viable forest management worldwide Products with the FSC label are independently certified to ensure that they come from forests man-aged to meet the needs of present and future generations
P
RINTED USIN
G
100
WIND ENERG
Y
Supplied by Community Energy
leagueventsNOvember12Legislative Briefing WebinarLearn about the latest legislative developments affecting cities in this interactive program
13ndash14Board of Directorsrsquo Meeting SacramentoThe League board reviews discusses and takes action on a variety of issues affecting cities including legislation legal advocacy education and training and more
December3ndash4Municipal Finance Institute MontereyThis conference provides essential information for city officials and staff involved in fiscal planning for municipalities
3ndash5City Clerksrsquo New Law and Elections Seminar MontereyThe seminar covers laws affecting elections as well as many aspects of the clerkrsquos responsibilities
JaNuary 201514ndash16New Mayors and Council Membersrsquo Academy SacramentoThis vitally important training prepares newly elected officials for the demands of office and introduces them to the legal constraints on city councils
15 ndash16Policy Committee Meetings SacramentoThe Leaguersquos policy committees review issues of interest to cities statewide and make recommendations to the League board of directors
16Legal Advocacy Committee Meeting SacramentoThe committee reviews and recommends friend-of-the-court efforts on cases of significant statewide interest to California cities
28ndash 30City Managersrsquo Department Meeting San Francisco Geared to the unique needs of city managers this conference covers issues affecting cities throughout California
Event and registration information is available at wwwcacitiesorgevents
For a complete list of the League board of directors visit wwwcacitiesorgboard
reg
League of California Cities wwwcacitiesorg2
This issue of Western City focuses on municipal finance So it seems appropriate to look at some of the major policy and
fiscal challenges facing cities over the next five to 10 years and how the tools pre-sented in this monthrsquos articles can be part of your overall fiscal management strategy
President Harry Truman who coined the phrase ldquothe buck stops hererdquo also report-edly requested a one-armed economist Apparently he was sick of economists proclaiming ldquoon the one hand thisrdquo and ldquoon the other hand thatrdquo Todayrsquos economists may be more willing to take a position but they donrsquot always agree Some recent economic projections in our state illustrate this point
The UCLA Anderson School of Manage-ment economic forecast released Sept 11 2014 includes this statement about conditions in California ldquoThe California economy is moving forward in an expansion from the depths of the
for Cities
The
ChallengesFiscal
Ahead
Great Recession But even though the number of jobs is now higher than at any time in the past the state remains below its potential in output and employment That we are entering the sixth year of expansion illustrates just how painfully plodding this recovery process has beenrdquo
On the same day the University of the Pacificrsquos School of Business issued an eco-nomic forecast that states ldquoOverall the California economic outlook has changed little since May Californiarsquos economy continues to grow and non-farm payrolls recently surpassed their pre-recession 2007 peak of 154 million jobs 2014 is shaping up to be yet another year of moderate 2 to 3 percent growth in both employment and gross state product (GSP) The forecast anticipates stronger growth from 2015 to 2017 with real GSP growing between 35 and 4 percent as homebuilding makes a larger contribution to growthrdquo
These leading economists believe our economic recovery is still ldquopainfully
ploddingrdquo and at least in the case of the University of Pacific projections that there may be stronger growth around the corner from 2015ndash17 These forecasts and the fact that they donrsquot necessarily agree suggest a number of possible approaches to revenue projections for the next five years One thing we do have a good handle on is the recent past and the news of the past few years from a statewide perspective is positive
City General Revenues Moderate Recovery but Uneven Throughout the State
Few if any of us have probably ever experi-enced anything like the contraction in city revenues that occurred during the Great Recession As everyone in local government knows (because every city was negatively affected to some extent) the decline in every major revenue source required making tough cutbacks and innovative service arrangements and deferring necessary in-vestments in infrastructure and equipment
Executive Directorrsquos Message by Chris McKenzie
continued
Western City November 2014wwwwesterncitycom 3
The Fiscal Challenges Ahead for Cities continued
Figure 1 City General Revenues
Source Coleman Advisory Services calculations from California state controller annual reports
$25
2000-01
108
2001-02
-6
2002-03
24
2003-04
36
2004-05
104
2005-06
67
2006-07
00
2007-08
29
2008-09
81
2009-10
-99
2010-11
88
2011-12
34
$20
$15
$10
$5
Percent change from previous year
Billions
Cloud-Based Solutions
Public Access
Mobile Computing
Tyler is thereWherever yoursquore headed
Scan now to rev iew case s tud ies
Wherever public sector offices are working to serve the
public Tyler is there We make it our mission to improve
the way local government and schools take care of
business by increasing efficiency improving information
sharing and making their jobs easier Public access
Cloud-based solutions Mobile computing Thatrsquos
empowerment To learn more visit tylertechcom or
email us at infotylertechcom
League of California Cities wwwcacitiesorg4
Figure 2 California City and County Sales and Use Tax Allocations as a Percentage of California Personal Income
As Figure 1 (left) illustrates it is clear that from a statewide perspective city general revenues have returned to the level from which they fell in FY 2009ndash10 at the time of the Great Recession As always however in a state as diverse as California the re-covery has been uneven with coastal cities often faring better than those inland Many cities are only now beginning to consider giving salary increases after four to five years of austerity and employee ldquogive backsrdquo and concessions Moreover cities made signifi-cant reductions in the number of full-time employees The loss of redevelopment in 2011 has made this picture and the overall revenue picture of cities even bleaker
What Did Not Get Done
In addition to reducing personnel cities had to defer routine infrastructure main-tenance and replacement to survive the recession Fewer streets bridges buildings and other real estate assets were main-tained unless there was a source of fee revenue to support the work or a federal
infrastructure grant to finance it In October 2014 the League and the California State Association of Counties (CSAC) released a report estimating that cities and counties together face $783 billion in unfunded street and road improvements over the next 10 years According to one national transportation research group the failure to maintain our highways is also costing California motorists $44 billion annually or over $2000 per motorist personally on average per year due to additional vehicle operating costs conges-tion-related delays and traffic crashes
Questions About the Future Viability of the Sales Tax
While the sales tax has long been a source of steady revenue growth for cities changes in the economy and the burgeoning market for e-commerce are posing some serious challenges about the future of the sales tax as a major leg of the three-legged stool of city revenues (property tax sales tax and miscellaneous taxes and fees)
Data from the California State Board of Equalization shown in Figure 2 demonstrate that sales tax collections as a percentage of personal income have fallen from 053 percent in 1974 to 024 percent in 2012 This suggests its declining value as a local revenue source because so many retail sales escape taxation due to two major factors
1 The shift in consumer consumption from taxable retail goods to untaxed services and
2 The growth of e-commerce that largely escapes taxation
We have known for a long time that our sales tax base has become increasingly obsolete as more untaxed music software information storage and other services grow Moreover as the population ages spending preferences shift to services (including health care) and taxable spending declines
continued
Source Computations by Coleman Advisory Service from California State Board of Equalization (sales tax) and Department of Finance (personal income) data
60
50
40
30
20
10
00
1970
-71
1971
-72
1972
-73
1973
-74
1974
-75
1975
-76
1976
-77
1977
-78
1978
-79
1979
-80
1980
-81
1981
-82
1982
-83
1983
-84
1984
-85
1985
-86
1986
-87
1987
-88
1988
-89
1989
-90
1990
-91
1991
-92
1992
-93
1993
-94
1994
-95
1995
-96
1996
-97
1997
-98
1998
-99
1999
-00
2000
-01
2001
-02
2002
-03
2003
-04
2004
-05
2005
-06
2006
-07
2007
-08
2008
-09
2009
-10
2010
-11
2011
-12
2012
-13
2013
-14
Percent of Personal Income
Western City November 2014wwwwesterncitycom 5
The once-fledgling e-commerce market is on the way to becoming the fastest-growing part of the economy and it is still largely untaxed because Congress has failed to pass legislation leveling the playing field between e-commerce and traditional brick-and-mortar busi-nesses According to the US Census Bureau since 2005 e-commerce as a share of total retail sales has increased from 24 percent to 64 percent In the second quarter of 2014 total retail sales increased 23 percent and e-commerce sales increased 49 percent
Californiarsquos composite sales tax rate is among the highest in the nation and its base among the narrowest Services and intangible goods are not taxed mdash yet that is where the growth in the economy is occurring
Pensions and Retiree Health Care The Gift That Keeps on Giving
Defined benefit pensions used to be the gold standard in the private and public sectors providing solid but not extrava-gant retirement benefits to employees who dedicated their lives in service to their employer As private business consolidations and mergers occurred at an unprecedented rate over the past two decades companies began to abandon defined benefit programs that created such high ldquolegacy costsrdquo for their balance sheets and started substituting less gener-ous but highly portable 401(k) retirement savings and investment plans While the private sector was abandoning traditional pensions for the new model the public sector in California went the other direc-tion beginning in 1999
Apparently convinced that the economic surge that began in the late 1990s would go on forever the state Legislature autho-rized richer retirement options for both miscellaneous and public safety employees Following the statersquos lead cities counties and special districts began adopting these enhancements without really considering the long-term liabilities that such plans created The most expensive were the ones that were retroactive suddenly increas-ing pension rewards for prior rather than future service
When the 2008 Great Recession hit and the California Public Employeesrsquo Retirement System (CalPERS) and stand-alone local pension plans suffered serious investment losses unfunded liabilities increased dramatically for both the state and local agencies
continued on page 8
The Fiscal Challenges Ahead for Cities continued
League of California Cities wwwcacitiesorg6
License No 0451271 Innovative Solutions Enduring Principles wwwkeenancom
Health Care Reform SolutionsKeenanrsquos Health Care Reform Consulting Services help you understand the Affordable Care Actrsquos (ACA) potential impact on your health care benefit plan bull Analysis of your plan and employee workforcebull Prioritizing next steps in alignment with your objectives bull Creating a recommended action planbull Evaluating and modeling plan design and contribution strategiesbull Developing employee wellness and condition management
approachesbull Identifying cost-savings alternatives to Covered California
including PACE a unique Joint Powers Authority medical benefits program for public agencies
For more information about our Health Care Reform Consulting Services please contact Steve Gedestad sgedestadkeenancom
Western City November 2014wwwwesterncitycom 7
E-commerce is becoming the fastest-growing part of the economy and it is still largely untaxed
Figure 3 Example CalPERS Employer Rate Burden
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans adminis-tered by CalPERS
CalPERS changed its ldquosmoothingrdquo policies in 2013 raising employer contribution rates significantly over the next five years In early 2014 recognizing that people are living longer CalPERS raised rates again to improve the planrsquos long-term sustain-ability Once again local agencies experi-enced rate increases that will be phased in over a five-year period
Combined with citiesrsquo retiree health and dental care liability (referred to as other post-employment benefits or OPEBs) the unfunded liabilities of cities for pensions and OPEBs are daunting One manager of an otherwise well-financed
city told me recently that in year three of his cityrsquos five-year financial forecast the pension rate increases alone will put the city into a deficit spending position even if they assume healthy revenue growth and it worsens in the subsequent years Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time leaving nothing left over for salary increases mdash and likely forcing service and staffing reductions
Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years shown by types of benefits provided For many cities pension contributions to CalPERS for public safety employees will rise dramatically over the next five years If there are no future benefit enhancements costs will start moderat-ing after 2022 While this illustrates the long-term nature of the problem the next five to 10 years are expected to be the most expensive and painful In the near future CalPERS expects to explain
to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash For some cities this will prove to be a very prudent step
The state cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pen-sion liabilities As in the case of pensions the best solution to this problem is to pre-fund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS) CalPERS or an insurance company Meanwhile cities are conducting major reassessments of their retiree health com-mitments in light of the Affordable Care Act and other factors
Taking the Long View
With three major municipal bankrupt-cies in California cities in recent years it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical mdash they are real For this reason
Source Contribution projections prepared by Bartel Associates
Cities With Benefits of 350 for Public Safety Employees and 2555 for Miscellaneous Employees
Cities With Benefits of 350 With 250 2nd Tier for Public Safety Employees and 360 With 260 2nd Tier for Miscellaneous Employees
The Fiscal Challenges Ahead for Cities continued from page 6
Public Safety
Miscellaneous
Percentage of payroll Percentage of payroll
League of California Cities wwwcacitiesorg8
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
California Apartment AssociationHanson Bridgett LLP12
JPMorgan Chase amp Co
Lewis Investment Company2
Liebert Cassidy Whitmore1
Meyers Nave12
Renne Sloan Holtzman Sakai LLP12
Republic Services Inc2
Sherwin-WilliamsYoung Homes2
1 ndash Institute for Local Government supporter 2 ndash CITIPAC supporter Join the Partners Program TodayContact Mike Egan | (916) 658-8271 | egancacitiesorg
Gold ($10000+)
Thank you to all of the 2014 League Partners
Platinum ($15000+)
Silver ($5000+)
Bronze ($3000+)
Basic ($1000+)
AMR2
ATampTCharles Abbott Associates2
California amp Nevada IBEW NECA Labor-Management
Cooperation TrustCalifornia Grocers Association2
California Restaurant Association
DW Development2
Dart Container Corp2
ecoATMEMS Management2
Goldfarb amp Lipman LLP Greenwaste Recovery Inc2
Interwest Consulting Group Inc
Kronick Moskovitz Tiedemann amp Girard1
Merlone Geier2
NBS Northrop Grumman
The Olson Company2
Prometheus Real EstateGroup Inc2
James RamosSan Manuel Band of
Mission Indians2
Sares Regis Group2
Schiff Hardin LLP
Schneider Electric2
ServPro2
Tribal Alliance of Sovereign Indian Nations2
US BankUnion Bank2
Vavrinek Trine Day amp Company LLP
Western Tropicana Development2
Willdan
Accretive Realtors2
AndersonPenna Partners Inc2
Architects Orange2
Ashwood ConstructionAthens Services2 Avery Associates2
Berliner CohenBlue Line Transfer Inc2
Bowlby Group Inc2
CARE2
CRampR2
California Debt and Investment Advisory Commission
California Independent Petroleum Association
California Refuse Recycling Council
Calimesa Chamber of Commerce2
Civil Engineering Associates2
Classic Communities2
Climatec2
Cost Control Associates IncCunningham Davis2
Desert Valleys Builders2
Diamond Hills Auto2
Dokken Engineering2
Emanuels Jones and Associates
Fard Engineers2
Fresno Police Officers AssociationGHD Inc2
Josie Gonzales2
Gresham Savage Nolan amp Tilden PCInnisfree Ventures2
JR RobertsDeacon Inc2
Jamboree Housing CorporationJones Hall2
Jones amp MayerKasdan Simonds Riley
amp Vaughan LLPKosmont CompaniesLaBarge Industries2
Livermore Sanitation2
Marchetti Construction Inc2
Morley Brothers LLC2
Kevin Mullin for Assembly2
Murphy Rearson Bradley amp Feeny
Napa Recycling2
Potential IndustriesRabobank2
Rancho San Gorgonio2
Riverside Construction2
San Mateo County Association of Realtors2
Santa Monica Police Officers Association
Seifel Consulting IncSevern Trent Environmental2
Sobrato Organization2
Specialty Solid Waste amp Recycling2
Studio T SQ2
Swinerton ManagementTownsend Public Affairs Inc2
Vali Cooper amp Associates Inc
Van Scoyoc Associates2
Vanir Construction2
Waste Management2
West Builders2
Partial list as of 9302014
12 12 2
2
2
22
BUILDING AMERICAreg
2
2
2
Accela2 Advanced Disposal2
Alvarez-Glasman amp Colvin2
Amador Valley Industries2
American Forest amp Paper Association
AtkinsBest Way Disposal2
CMTCCORE Public Affairs2
CalPortland2
CarpenterRobbins Commercial
Real Estate Inc
Cerrell AssociatesColantuono amp Levin2
Desert Valley Medical Group IncPrime Healthcare2
EampJ Gallo2
Edgewood Partners Insurance CenterFortis Quay Inc
GDQ Law2
Garaventa Enterprises2 Geo-Logic Associates2
Griswold LaSalle Cobb Dowd amp Gin LLP
Hill International2
Holliday Rock CompanyJefferies LLC
Library Systems amp Services LLC
Marin Sanitary Service2 Matarango Inc2
Michael amp Robinson LLP Mid Valley Disposal2
Mitsubishi Cement 2
Molycorp2
Bob Murray amp AssociatesNL Industries Inc
National ADA Accrediting amp Consulting Inc 2
PARSPhase II2
Pacific Rail2 Peters Engineering2
Piper Jaffray2
Precision Engineering Inc2 Prime Healthcare2
Psomas2
Quad Knopf 2
Kenneth Ramirez2
Recology2
Robson Homes LLC2
San Bernardino County Safety Employees2
San Bernardino Police Officers Association
Santa Ynez Band of Mission Indians2
Stradling Yocca Carlson amp Rauth
SummerHill Homes2
TREH Development2
Tripepi Smith amp Associates2
USA Properties Fund IncUrban Futures2
12
12 2
CONTENTS 2 Calendar of League Events
3 Executive Directorrsquos Message The Fiscal Challenges
Ahead for Cities By Chris McKenzie
With three major municipal
bankruptcies in California cities
in recent years it is clear that
the risks of overcommitting a city
to long-term liabilities are not just
theoretical mdash they are real
10 City Forum CalTRUST Offers a Safe
Convenient Investment Pool for Local Agencies
By Norman Coppinger
Organized as a joint powers
authority CalTRUST offers short-
term medium-term and money
market accounts These accounts
provide easy safe and reliable
options for public agencies
11 News From the Institute for Local Government
ILG Welcomes Californiarsquos Newly Elected Local Officials
Newly elected local officials and
staff can get up to speed on a variety
of key topics using free resources
designed to meet their needs
13 League Provides Municipal Financial Health Diagnostic Tool
By Michael Coleman
Californiarsquos economy is improv-
ing and local revenues are picking
up But fiscal challenges remain
especially in the area of escalat-
ing costs More cities are heading
into financial peril This new tool
helps a city identify areas of fiscal
concern that should be addressed
to avert fiscal crisis
16 The Balanced Triangle and the City Clerkrsquos Role in Local Government
By Lee Price
The clerkrsquos role is to ensure proper
process and open transparent
government As professional man-
agers clerks are uniquely qualified
to do just that
17 California Cities Helen Putnam Award for Excellence
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results
The process gives residents a
voice in spending decisions
19 Job Opportunities
27 Professional Services Directory
Cover Photo Feng Yu
Shutterstockcom
Created by and forCalifornia PublicAgencies
Three active accountoptions offeringdiversification andflexibility
bull Short-Termbull Medium-Termbull Money Market Fund
Low minimuminvestment amount
Governed by citycounty and specialdistrict treasurersand investmentofficers
Contact us at 888-422-8778 or online at wwwcaltrustorg
Sponsored by theLeague of California Cities
ExecutiveDirectorChris McKenzie
Second VicePresidentDennis MichaelMayorRancho Cucamonga
First VicePresidentStephany AguilarCouncil MemberScotts Valley
PresidentTony FerraraMayorArroyo Grande
ImmediatePast PresidentJoseacute CisnerosTreasurerSan Francisco1400 K Street
Sacramento CA 95814(916) 658-8200Fax (916) 658-8240
Magazine Staff
Editor in Chief Jude Hudson Hudson + Associates (916) 658-8234email editorwesterncitycom
Managing Editor Eva Spiegel (916) 658-8228email espiegelcacitiesorg
Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256email maxwellpcacitiesorg
Administrative AssistantKim Brady(916) 658-8223email kbradycacitiesorg
ContributorsDan CarriggMartin GonzalezMelissa KuehneLorraine OkabeAnna Swanson
Associate EditorsJim CarnesCarol MalinowskiCarolyn Walker
DesignTaber Creative Group
Advertising DesignImagePoint Design
For photo credits see page 20
Western City (ISSN 0279-5337) is published monthly by the League of California Cities 1400 K St Sacra-mento CA 95814 Subscriptions $39001 year $63002 years student $2650 foreign $5200 single copies $400 including sales tax Entered as periodical mail January 30 1930 at the Post Office Los Angeles CA 90013 under the Act of April 13 1879 Periodical postage paid at Sacramento Calif
Postmaster Send address changes to Western City 1400 K Street Sacramento CA 95814 Western City Trademark Reg US Pat Off copy2014 League of California Cities All rights reserved Material may not be reprinted without written permission This issue is Volume XC No 11
FSCreg is an independent not-for-profit organization that promotes environmentally appropriate socially beneficial and economically viable forest management worldwide Products with the FSC label are independently certified to ensure that they come from forests man-aged to meet the needs of present and future generations
P
RINTED USIN
G
100
WIND ENERG
Y
Supplied by Community Energy
leagueventsNOvember12Legislative Briefing WebinarLearn about the latest legislative developments affecting cities in this interactive program
13ndash14Board of Directorsrsquo Meeting SacramentoThe League board reviews discusses and takes action on a variety of issues affecting cities including legislation legal advocacy education and training and more
December3ndash4Municipal Finance Institute MontereyThis conference provides essential information for city officials and staff involved in fiscal planning for municipalities
3ndash5City Clerksrsquo New Law and Elections Seminar MontereyThe seminar covers laws affecting elections as well as many aspects of the clerkrsquos responsibilities
JaNuary 201514ndash16New Mayors and Council Membersrsquo Academy SacramentoThis vitally important training prepares newly elected officials for the demands of office and introduces them to the legal constraints on city councils
15 ndash16Policy Committee Meetings SacramentoThe Leaguersquos policy committees review issues of interest to cities statewide and make recommendations to the League board of directors
16Legal Advocacy Committee Meeting SacramentoThe committee reviews and recommends friend-of-the-court efforts on cases of significant statewide interest to California cities
28ndash 30City Managersrsquo Department Meeting San Francisco Geared to the unique needs of city managers this conference covers issues affecting cities throughout California
Event and registration information is available at wwwcacitiesorgevents
For a complete list of the League board of directors visit wwwcacitiesorgboard
reg
League of California Cities wwwcacitiesorg2
This issue of Western City focuses on municipal finance So it seems appropriate to look at some of the major policy and
fiscal challenges facing cities over the next five to 10 years and how the tools pre-sented in this monthrsquos articles can be part of your overall fiscal management strategy
President Harry Truman who coined the phrase ldquothe buck stops hererdquo also report-edly requested a one-armed economist Apparently he was sick of economists proclaiming ldquoon the one hand thisrdquo and ldquoon the other hand thatrdquo Todayrsquos economists may be more willing to take a position but they donrsquot always agree Some recent economic projections in our state illustrate this point
The UCLA Anderson School of Manage-ment economic forecast released Sept 11 2014 includes this statement about conditions in California ldquoThe California economy is moving forward in an expansion from the depths of the
for Cities
The
ChallengesFiscal
Ahead
Great Recession But even though the number of jobs is now higher than at any time in the past the state remains below its potential in output and employment That we are entering the sixth year of expansion illustrates just how painfully plodding this recovery process has beenrdquo
On the same day the University of the Pacificrsquos School of Business issued an eco-nomic forecast that states ldquoOverall the California economic outlook has changed little since May Californiarsquos economy continues to grow and non-farm payrolls recently surpassed their pre-recession 2007 peak of 154 million jobs 2014 is shaping up to be yet another year of moderate 2 to 3 percent growth in both employment and gross state product (GSP) The forecast anticipates stronger growth from 2015 to 2017 with real GSP growing between 35 and 4 percent as homebuilding makes a larger contribution to growthrdquo
These leading economists believe our economic recovery is still ldquopainfully
ploddingrdquo and at least in the case of the University of Pacific projections that there may be stronger growth around the corner from 2015ndash17 These forecasts and the fact that they donrsquot necessarily agree suggest a number of possible approaches to revenue projections for the next five years One thing we do have a good handle on is the recent past and the news of the past few years from a statewide perspective is positive
City General Revenues Moderate Recovery but Uneven Throughout the State
Few if any of us have probably ever experi-enced anything like the contraction in city revenues that occurred during the Great Recession As everyone in local government knows (because every city was negatively affected to some extent) the decline in every major revenue source required making tough cutbacks and innovative service arrangements and deferring necessary in-vestments in infrastructure and equipment
Executive Directorrsquos Message by Chris McKenzie
continued
Western City November 2014wwwwesterncitycom 3
The Fiscal Challenges Ahead for Cities continued
Figure 1 City General Revenues
Source Coleman Advisory Services calculations from California state controller annual reports
$25
2000-01
108
2001-02
-6
2002-03
24
2003-04
36
2004-05
104
2005-06
67
2006-07
00
2007-08
29
2008-09
81
2009-10
-99
2010-11
88
2011-12
34
$20
$15
$10
$5
Percent change from previous year
Billions
Cloud-Based Solutions
Public Access
Mobile Computing
Tyler is thereWherever yoursquore headed
Scan now to rev iew case s tud ies
Wherever public sector offices are working to serve the
public Tyler is there We make it our mission to improve
the way local government and schools take care of
business by increasing efficiency improving information
sharing and making their jobs easier Public access
Cloud-based solutions Mobile computing Thatrsquos
empowerment To learn more visit tylertechcom or
email us at infotylertechcom
League of California Cities wwwcacitiesorg4
Figure 2 California City and County Sales and Use Tax Allocations as a Percentage of California Personal Income
As Figure 1 (left) illustrates it is clear that from a statewide perspective city general revenues have returned to the level from which they fell in FY 2009ndash10 at the time of the Great Recession As always however in a state as diverse as California the re-covery has been uneven with coastal cities often faring better than those inland Many cities are only now beginning to consider giving salary increases after four to five years of austerity and employee ldquogive backsrdquo and concessions Moreover cities made signifi-cant reductions in the number of full-time employees The loss of redevelopment in 2011 has made this picture and the overall revenue picture of cities even bleaker
What Did Not Get Done
In addition to reducing personnel cities had to defer routine infrastructure main-tenance and replacement to survive the recession Fewer streets bridges buildings and other real estate assets were main-tained unless there was a source of fee revenue to support the work or a federal
infrastructure grant to finance it In October 2014 the League and the California State Association of Counties (CSAC) released a report estimating that cities and counties together face $783 billion in unfunded street and road improvements over the next 10 years According to one national transportation research group the failure to maintain our highways is also costing California motorists $44 billion annually or over $2000 per motorist personally on average per year due to additional vehicle operating costs conges-tion-related delays and traffic crashes
Questions About the Future Viability of the Sales Tax
While the sales tax has long been a source of steady revenue growth for cities changes in the economy and the burgeoning market for e-commerce are posing some serious challenges about the future of the sales tax as a major leg of the three-legged stool of city revenues (property tax sales tax and miscellaneous taxes and fees)
Data from the California State Board of Equalization shown in Figure 2 demonstrate that sales tax collections as a percentage of personal income have fallen from 053 percent in 1974 to 024 percent in 2012 This suggests its declining value as a local revenue source because so many retail sales escape taxation due to two major factors
1 The shift in consumer consumption from taxable retail goods to untaxed services and
2 The growth of e-commerce that largely escapes taxation
We have known for a long time that our sales tax base has become increasingly obsolete as more untaxed music software information storage and other services grow Moreover as the population ages spending preferences shift to services (including health care) and taxable spending declines
continued
Source Computations by Coleman Advisory Service from California State Board of Equalization (sales tax) and Department of Finance (personal income) data
60
50
40
30
20
10
00
1970
-71
1971
-72
1972
-73
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-74
1974
-75
1975
-76
1976
-77
1977
-78
1978
-79
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-80
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-81
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-82
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-83
1983
-84
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-85
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-86
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-88
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-91
1991
-92
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-00
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-01
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-02
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-03
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-04
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-05
2005
-06
2006
-07
2007
-08
2008
-09
2009
-10
2010
-11
2011
-12
2012
-13
2013
-14
Percent of Personal Income
Western City November 2014wwwwesterncitycom 5
The once-fledgling e-commerce market is on the way to becoming the fastest-growing part of the economy and it is still largely untaxed because Congress has failed to pass legislation leveling the playing field between e-commerce and traditional brick-and-mortar busi-nesses According to the US Census Bureau since 2005 e-commerce as a share of total retail sales has increased from 24 percent to 64 percent In the second quarter of 2014 total retail sales increased 23 percent and e-commerce sales increased 49 percent
Californiarsquos composite sales tax rate is among the highest in the nation and its base among the narrowest Services and intangible goods are not taxed mdash yet that is where the growth in the economy is occurring
Pensions and Retiree Health Care The Gift That Keeps on Giving
Defined benefit pensions used to be the gold standard in the private and public sectors providing solid but not extrava-gant retirement benefits to employees who dedicated their lives in service to their employer As private business consolidations and mergers occurred at an unprecedented rate over the past two decades companies began to abandon defined benefit programs that created such high ldquolegacy costsrdquo for their balance sheets and started substituting less gener-ous but highly portable 401(k) retirement savings and investment plans While the private sector was abandoning traditional pensions for the new model the public sector in California went the other direc-tion beginning in 1999
Apparently convinced that the economic surge that began in the late 1990s would go on forever the state Legislature autho-rized richer retirement options for both miscellaneous and public safety employees Following the statersquos lead cities counties and special districts began adopting these enhancements without really considering the long-term liabilities that such plans created The most expensive were the ones that were retroactive suddenly increas-ing pension rewards for prior rather than future service
When the 2008 Great Recession hit and the California Public Employeesrsquo Retirement System (CalPERS) and stand-alone local pension plans suffered serious investment losses unfunded liabilities increased dramatically for both the state and local agencies
continued on page 8
The Fiscal Challenges Ahead for Cities continued
League of California Cities wwwcacitiesorg6
License No 0451271 Innovative Solutions Enduring Principles wwwkeenancom
Health Care Reform SolutionsKeenanrsquos Health Care Reform Consulting Services help you understand the Affordable Care Actrsquos (ACA) potential impact on your health care benefit plan bull Analysis of your plan and employee workforcebull Prioritizing next steps in alignment with your objectives bull Creating a recommended action planbull Evaluating and modeling plan design and contribution strategiesbull Developing employee wellness and condition management
approachesbull Identifying cost-savings alternatives to Covered California
including PACE a unique Joint Powers Authority medical benefits program for public agencies
For more information about our Health Care Reform Consulting Services please contact Steve Gedestad sgedestadkeenancom
Western City November 2014wwwwesterncitycom 7
E-commerce is becoming the fastest-growing part of the economy and it is still largely untaxed
Figure 3 Example CalPERS Employer Rate Burden
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans adminis-tered by CalPERS
CalPERS changed its ldquosmoothingrdquo policies in 2013 raising employer contribution rates significantly over the next five years In early 2014 recognizing that people are living longer CalPERS raised rates again to improve the planrsquos long-term sustain-ability Once again local agencies experi-enced rate increases that will be phased in over a five-year period
Combined with citiesrsquo retiree health and dental care liability (referred to as other post-employment benefits or OPEBs) the unfunded liabilities of cities for pensions and OPEBs are daunting One manager of an otherwise well-financed
city told me recently that in year three of his cityrsquos five-year financial forecast the pension rate increases alone will put the city into a deficit spending position even if they assume healthy revenue growth and it worsens in the subsequent years Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time leaving nothing left over for salary increases mdash and likely forcing service and staffing reductions
Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years shown by types of benefits provided For many cities pension contributions to CalPERS for public safety employees will rise dramatically over the next five years If there are no future benefit enhancements costs will start moderat-ing after 2022 While this illustrates the long-term nature of the problem the next five to 10 years are expected to be the most expensive and painful In the near future CalPERS expects to explain
to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash For some cities this will prove to be a very prudent step
The state cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pen-sion liabilities As in the case of pensions the best solution to this problem is to pre-fund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS) CalPERS or an insurance company Meanwhile cities are conducting major reassessments of their retiree health com-mitments in light of the Affordable Care Act and other factors
Taking the Long View
With three major municipal bankrupt-cies in California cities in recent years it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical mdash they are real For this reason
Source Contribution projections prepared by Bartel Associates
Cities With Benefits of 350 for Public Safety Employees and 2555 for Miscellaneous Employees
Cities With Benefits of 350 With 250 2nd Tier for Public Safety Employees and 360 With 260 2nd Tier for Miscellaneous Employees
The Fiscal Challenges Ahead for Cities continued from page 6
Public Safety
Miscellaneous
Percentage of payroll Percentage of payroll
League of California Cities wwwcacitiesorg8
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
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League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
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Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
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upco
mPublic Sector
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Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
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5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
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EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
CONTENTS 2 Calendar of League Events
3 Executive Directorrsquos Message The Fiscal Challenges
Ahead for Cities By Chris McKenzie
With three major municipal
bankruptcies in California cities
in recent years it is clear that
the risks of overcommitting a city
to long-term liabilities are not just
theoretical mdash they are real
10 City Forum CalTRUST Offers a Safe
Convenient Investment Pool for Local Agencies
By Norman Coppinger
Organized as a joint powers
authority CalTRUST offers short-
term medium-term and money
market accounts These accounts
provide easy safe and reliable
options for public agencies
11 News From the Institute for Local Government
ILG Welcomes Californiarsquos Newly Elected Local Officials
Newly elected local officials and
staff can get up to speed on a variety
of key topics using free resources
designed to meet their needs
13 League Provides Municipal Financial Health Diagnostic Tool
By Michael Coleman
Californiarsquos economy is improv-
ing and local revenues are picking
up But fiscal challenges remain
especially in the area of escalat-
ing costs More cities are heading
into financial peril This new tool
helps a city identify areas of fiscal
concern that should be addressed
to avert fiscal crisis
16 The Balanced Triangle and the City Clerkrsquos Role in Local Government
By Lee Price
The clerkrsquos role is to ensure proper
process and open transparent
government As professional man-
agers clerks are uniquely qualified
to do just that
17 California Cities Helen Putnam Award for Excellence
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results
The process gives residents a
voice in spending decisions
19 Job Opportunities
27 Professional Services Directory
Cover Photo Feng Yu
Shutterstockcom
Created by and forCalifornia PublicAgencies
Three active accountoptions offeringdiversification andflexibility
bull Short-Termbull Medium-Termbull Money Market Fund
Low minimuminvestment amount
Governed by citycounty and specialdistrict treasurersand investmentofficers
Contact us at 888-422-8778 or online at wwwcaltrustorg
Sponsored by theLeague of California Cities
ExecutiveDirectorChris McKenzie
Second VicePresidentDennis MichaelMayorRancho Cucamonga
First VicePresidentStephany AguilarCouncil MemberScotts Valley
PresidentTony FerraraMayorArroyo Grande
ImmediatePast PresidentJoseacute CisnerosTreasurerSan Francisco1400 K Street
Sacramento CA 95814(916) 658-8200Fax (916) 658-8240
Magazine Staff
Editor in Chief Jude Hudson Hudson + Associates (916) 658-8234email editorwesterncitycom
Managing Editor Eva Spiegel (916) 658-8228email espiegelcacitiesorg
Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256email maxwellpcacitiesorg
Administrative AssistantKim Brady(916) 658-8223email kbradycacitiesorg
ContributorsDan CarriggMartin GonzalezMelissa KuehneLorraine OkabeAnna Swanson
Associate EditorsJim CarnesCarol MalinowskiCarolyn Walker
DesignTaber Creative Group
Advertising DesignImagePoint Design
For photo credits see page 20
Western City (ISSN 0279-5337) is published monthly by the League of California Cities 1400 K St Sacra-mento CA 95814 Subscriptions $39001 year $63002 years student $2650 foreign $5200 single copies $400 including sales tax Entered as periodical mail January 30 1930 at the Post Office Los Angeles CA 90013 under the Act of April 13 1879 Periodical postage paid at Sacramento Calif
Postmaster Send address changes to Western City 1400 K Street Sacramento CA 95814 Western City Trademark Reg US Pat Off copy2014 League of California Cities All rights reserved Material may not be reprinted without written permission This issue is Volume XC No 11
FSCreg is an independent not-for-profit organization that promotes environmentally appropriate socially beneficial and economically viable forest management worldwide Products with the FSC label are independently certified to ensure that they come from forests man-aged to meet the needs of present and future generations
P
RINTED USIN
G
100
WIND ENERG
Y
Supplied by Community Energy
leagueventsNOvember12Legislative Briefing WebinarLearn about the latest legislative developments affecting cities in this interactive program
13ndash14Board of Directorsrsquo Meeting SacramentoThe League board reviews discusses and takes action on a variety of issues affecting cities including legislation legal advocacy education and training and more
December3ndash4Municipal Finance Institute MontereyThis conference provides essential information for city officials and staff involved in fiscal planning for municipalities
3ndash5City Clerksrsquo New Law and Elections Seminar MontereyThe seminar covers laws affecting elections as well as many aspects of the clerkrsquos responsibilities
JaNuary 201514ndash16New Mayors and Council Membersrsquo Academy SacramentoThis vitally important training prepares newly elected officials for the demands of office and introduces them to the legal constraints on city councils
15 ndash16Policy Committee Meetings SacramentoThe Leaguersquos policy committees review issues of interest to cities statewide and make recommendations to the League board of directors
16Legal Advocacy Committee Meeting SacramentoThe committee reviews and recommends friend-of-the-court efforts on cases of significant statewide interest to California cities
28ndash 30City Managersrsquo Department Meeting San Francisco Geared to the unique needs of city managers this conference covers issues affecting cities throughout California
Event and registration information is available at wwwcacitiesorgevents
For a complete list of the League board of directors visit wwwcacitiesorgboard
reg
League of California Cities wwwcacitiesorg2
This issue of Western City focuses on municipal finance So it seems appropriate to look at some of the major policy and
fiscal challenges facing cities over the next five to 10 years and how the tools pre-sented in this monthrsquos articles can be part of your overall fiscal management strategy
President Harry Truman who coined the phrase ldquothe buck stops hererdquo also report-edly requested a one-armed economist Apparently he was sick of economists proclaiming ldquoon the one hand thisrdquo and ldquoon the other hand thatrdquo Todayrsquos economists may be more willing to take a position but they donrsquot always agree Some recent economic projections in our state illustrate this point
The UCLA Anderson School of Manage-ment economic forecast released Sept 11 2014 includes this statement about conditions in California ldquoThe California economy is moving forward in an expansion from the depths of the
for Cities
The
ChallengesFiscal
Ahead
Great Recession But even though the number of jobs is now higher than at any time in the past the state remains below its potential in output and employment That we are entering the sixth year of expansion illustrates just how painfully plodding this recovery process has beenrdquo
On the same day the University of the Pacificrsquos School of Business issued an eco-nomic forecast that states ldquoOverall the California economic outlook has changed little since May Californiarsquos economy continues to grow and non-farm payrolls recently surpassed their pre-recession 2007 peak of 154 million jobs 2014 is shaping up to be yet another year of moderate 2 to 3 percent growth in both employment and gross state product (GSP) The forecast anticipates stronger growth from 2015 to 2017 with real GSP growing between 35 and 4 percent as homebuilding makes a larger contribution to growthrdquo
These leading economists believe our economic recovery is still ldquopainfully
ploddingrdquo and at least in the case of the University of Pacific projections that there may be stronger growth around the corner from 2015ndash17 These forecasts and the fact that they donrsquot necessarily agree suggest a number of possible approaches to revenue projections for the next five years One thing we do have a good handle on is the recent past and the news of the past few years from a statewide perspective is positive
City General Revenues Moderate Recovery but Uneven Throughout the State
Few if any of us have probably ever experi-enced anything like the contraction in city revenues that occurred during the Great Recession As everyone in local government knows (because every city was negatively affected to some extent) the decline in every major revenue source required making tough cutbacks and innovative service arrangements and deferring necessary in-vestments in infrastructure and equipment
Executive Directorrsquos Message by Chris McKenzie
continued
Western City November 2014wwwwesterncitycom 3
The Fiscal Challenges Ahead for Cities continued
Figure 1 City General Revenues
Source Coleman Advisory Services calculations from California state controller annual reports
$25
2000-01
108
2001-02
-6
2002-03
24
2003-04
36
2004-05
104
2005-06
67
2006-07
00
2007-08
29
2008-09
81
2009-10
-99
2010-11
88
2011-12
34
$20
$15
$10
$5
Percent change from previous year
Billions
Cloud-Based Solutions
Public Access
Mobile Computing
Tyler is thereWherever yoursquore headed
Scan now to rev iew case s tud ies
Wherever public sector offices are working to serve the
public Tyler is there We make it our mission to improve
the way local government and schools take care of
business by increasing efficiency improving information
sharing and making their jobs easier Public access
Cloud-based solutions Mobile computing Thatrsquos
empowerment To learn more visit tylertechcom or
email us at infotylertechcom
League of California Cities wwwcacitiesorg4
Figure 2 California City and County Sales and Use Tax Allocations as a Percentage of California Personal Income
As Figure 1 (left) illustrates it is clear that from a statewide perspective city general revenues have returned to the level from which they fell in FY 2009ndash10 at the time of the Great Recession As always however in a state as diverse as California the re-covery has been uneven with coastal cities often faring better than those inland Many cities are only now beginning to consider giving salary increases after four to five years of austerity and employee ldquogive backsrdquo and concessions Moreover cities made signifi-cant reductions in the number of full-time employees The loss of redevelopment in 2011 has made this picture and the overall revenue picture of cities even bleaker
What Did Not Get Done
In addition to reducing personnel cities had to defer routine infrastructure main-tenance and replacement to survive the recession Fewer streets bridges buildings and other real estate assets were main-tained unless there was a source of fee revenue to support the work or a federal
infrastructure grant to finance it In October 2014 the League and the California State Association of Counties (CSAC) released a report estimating that cities and counties together face $783 billion in unfunded street and road improvements over the next 10 years According to one national transportation research group the failure to maintain our highways is also costing California motorists $44 billion annually or over $2000 per motorist personally on average per year due to additional vehicle operating costs conges-tion-related delays and traffic crashes
Questions About the Future Viability of the Sales Tax
While the sales tax has long been a source of steady revenue growth for cities changes in the economy and the burgeoning market for e-commerce are posing some serious challenges about the future of the sales tax as a major leg of the three-legged stool of city revenues (property tax sales tax and miscellaneous taxes and fees)
Data from the California State Board of Equalization shown in Figure 2 demonstrate that sales tax collections as a percentage of personal income have fallen from 053 percent in 1974 to 024 percent in 2012 This suggests its declining value as a local revenue source because so many retail sales escape taxation due to two major factors
1 The shift in consumer consumption from taxable retail goods to untaxed services and
2 The growth of e-commerce that largely escapes taxation
We have known for a long time that our sales tax base has become increasingly obsolete as more untaxed music software information storage and other services grow Moreover as the population ages spending preferences shift to services (including health care) and taxable spending declines
continued
Source Computations by Coleman Advisory Service from California State Board of Equalization (sales tax) and Department of Finance (personal income) data
60
50
40
30
20
10
00
1970
-71
1971
-72
1972
-73
1973
-74
1974
-75
1975
-76
1976
-77
1977
-78
1978
-79
1979
-80
1980
-81
1981
-82
1982
-83
1983
-84
1984
-85
1985
-86
1986
-87
1987
-88
1988
-89
1989
-90
1990
-91
1991
-92
1992
-93
1993
-94
1994
-95
1995
-96
1996
-97
1997
-98
1998
-99
1999
-00
2000
-01
2001
-02
2002
-03
2003
-04
2004
-05
2005
-06
2006
-07
2007
-08
2008
-09
2009
-10
2010
-11
2011
-12
2012
-13
2013
-14
Percent of Personal Income
Western City November 2014wwwwesterncitycom 5
The once-fledgling e-commerce market is on the way to becoming the fastest-growing part of the economy and it is still largely untaxed because Congress has failed to pass legislation leveling the playing field between e-commerce and traditional brick-and-mortar busi-nesses According to the US Census Bureau since 2005 e-commerce as a share of total retail sales has increased from 24 percent to 64 percent In the second quarter of 2014 total retail sales increased 23 percent and e-commerce sales increased 49 percent
Californiarsquos composite sales tax rate is among the highest in the nation and its base among the narrowest Services and intangible goods are not taxed mdash yet that is where the growth in the economy is occurring
Pensions and Retiree Health Care The Gift That Keeps on Giving
Defined benefit pensions used to be the gold standard in the private and public sectors providing solid but not extrava-gant retirement benefits to employees who dedicated their lives in service to their employer As private business consolidations and mergers occurred at an unprecedented rate over the past two decades companies began to abandon defined benefit programs that created such high ldquolegacy costsrdquo for their balance sheets and started substituting less gener-ous but highly portable 401(k) retirement savings and investment plans While the private sector was abandoning traditional pensions for the new model the public sector in California went the other direc-tion beginning in 1999
Apparently convinced that the economic surge that began in the late 1990s would go on forever the state Legislature autho-rized richer retirement options for both miscellaneous and public safety employees Following the statersquos lead cities counties and special districts began adopting these enhancements without really considering the long-term liabilities that such plans created The most expensive were the ones that were retroactive suddenly increas-ing pension rewards for prior rather than future service
When the 2008 Great Recession hit and the California Public Employeesrsquo Retirement System (CalPERS) and stand-alone local pension plans suffered serious investment losses unfunded liabilities increased dramatically for both the state and local agencies
continued on page 8
The Fiscal Challenges Ahead for Cities continued
League of California Cities wwwcacitiesorg6
License No 0451271 Innovative Solutions Enduring Principles wwwkeenancom
Health Care Reform SolutionsKeenanrsquos Health Care Reform Consulting Services help you understand the Affordable Care Actrsquos (ACA) potential impact on your health care benefit plan bull Analysis of your plan and employee workforcebull Prioritizing next steps in alignment with your objectives bull Creating a recommended action planbull Evaluating and modeling plan design and contribution strategiesbull Developing employee wellness and condition management
approachesbull Identifying cost-savings alternatives to Covered California
including PACE a unique Joint Powers Authority medical benefits program for public agencies
For more information about our Health Care Reform Consulting Services please contact Steve Gedestad sgedestadkeenancom
Western City November 2014wwwwesterncitycom 7
E-commerce is becoming the fastest-growing part of the economy and it is still largely untaxed
Figure 3 Example CalPERS Employer Rate Burden
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans adminis-tered by CalPERS
CalPERS changed its ldquosmoothingrdquo policies in 2013 raising employer contribution rates significantly over the next five years In early 2014 recognizing that people are living longer CalPERS raised rates again to improve the planrsquos long-term sustain-ability Once again local agencies experi-enced rate increases that will be phased in over a five-year period
Combined with citiesrsquo retiree health and dental care liability (referred to as other post-employment benefits or OPEBs) the unfunded liabilities of cities for pensions and OPEBs are daunting One manager of an otherwise well-financed
city told me recently that in year three of his cityrsquos five-year financial forecast the pension rate increases alone will put the city into a deficit spending position even if they assume healthy revenue growth and it worsens in the subsequent years Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time leaving nothing left over for salary increases mdash and likely forcing service and staffing reductions
Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years shown by types of benefits provided For many cities pension contributions to CalPERS for public safety employees will rise dramatically over the next five years If there are no future benefit enhancements costs will start moderat-ing after 2022 While this illustrates the long-term nature of the problem the next five to 10 years are expected to be the most expensive and painful In the near future CalPERS expects to explain
to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash For some cities this will prove to be a very prudent step
The state cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pen-sion liabilities As in the case of pensions the best solution to this problem is to pre-fund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS) CalPERS or an insurance company Meanwhile cities are conducting major reassessments of their retiree health com-mitments in light of the Affordable Care Act and other factors
Taking the Long View
With three major municipal bankrupt-cies in California cities in recent years it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical mdash they are real For this reason
Source Contribution projections prepared by Bartel Associates
Cities With Benefits of 350 for Public Safety Employees and 2555 for Miscellaneous Employees
Cities With Benefits of 350 With 250 2nd Tier for Public Safety Employees and 360 With 260 2nd Tier for Miscellaneous Employees
The Fiscal Challenges Ahead for Cities continued from page 6
Public Safety
Miscellaneous
Percentage of payroll Percentage of payroll
League of California Cities wwwcacitiesorg8
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
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Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
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9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
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8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
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n Koff amp Associates
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(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
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5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
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amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
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managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
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PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
ExecutiveDirectorChris McKenzie
Second VicePresidentDennis MichaelMayorRancho Cucamonga
First VicePresidentStephany AguilarCouncil MemberScotts Valley
PresidentTony FerraraMayorArroyo Grande
ImmediatePast PresidentJoseacute CisnerosTreasurerSan Francisco1400 K Street
Sacramento CA 95814(916) 658-8200Fax (916) 658-8240
Magazine Staff
Editor in Chief Jude Hudson Hudson + Associates (916) 658-8234email editorwesterncitycom
Managing Editor Eva Spiegel (916) 658-8228email espiegelcacitiesorg
Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256email maxwellpcacitiesorg
Administrative AssistantKim Brady(916) 658-8223email kbradycacitiesorg
ContributorsDan CarriggMartin GonzalezMelissa KuehneLorraine OkabeAnna Swanson
Associate EditorsJim CarnesCarol MalinowskiCarolyn Walker
DesignTaber Creative Group
Advertising DesignImagePoint Design
For photo credits see page 20
Western City (ISSN 0279-5337) is published monthly by the League of California Cities 1400 K St Sacra-mento CA 95814 Subscriptions $39001 year $63002 years student $2650 foreign $5200 single copies $400 including sales tax Entered as periodical mail January 30 1930 at the Post Office Los Angeles CA 90013 under the Act of April 13 1879 Periodical postage paid at Sacramento Calif
Postmaster Send address changes to Western City 1400 K Street Sacramento CA 95814 Western City Trademark Reg US Pat Off copy2014 League of California Cities All rights reserved Material may not be reprinted without written permission This issue is Volume XC No 11
FSCreg is an independent not-for-profit organization that promotes environmentally appropriate socially beneficial and economically viable forest management worldwide Products with the FSC label are independently certified to ensure that they come from forests man-aged to meet the needs of present and future generations
P
RINTED USIN
G
100
WIND ENERG
Y
Supplied by Community Energy
leagueventsNOvember12Legislative Briefing WebinarLearn about the latest legislative developments affecting cities in this interactive program
13ndash14Board of Directorsrsquo Meeting SacramentoThe League board reviews discusses and takes action on a variety of issues affecting cities including legislation legal advocacy education and training and more
December3ndash4Municipal Finance Institute MontereyThis conference provides essential information for city officials and staff involved in fiscal planning for municipalities
3ndash5City Clerksrsquo New Law and Elections Seminar MontereyThe seminar covers laws affecting elections as well as many aspects of the clerkrsquos responsibilities
JaNuary 201514ndash16New Mayors and Council Membersrsquo Academy SacramentoThis vitally important training prepares newly elected officials for the demands of office and introduces them to the legal constraints on city councils
15 ndash16Policy Committee Meetings SacramentoThe Leaguersquos policy committees review issues of interest to cities statewide and make recommendations to the League board of directors
16Legal Advocacy Committee Meeting SacramentoThe committee reviews and recommends friend-of-the-court efforts on cases of significant statewide interest to California cities
28ndash 30City Managersrsquo Department Meeting San Francisco Geared to the unique needs of city managers this conference covers issues affecting cities throughout California
Event and registration information is available at wwwcacitiesorgevents
For a complete list of the League board of directors visit wwwcacitiesorgboard
reg
League of California Cities wwwcacitiesorg2
This issue of Western City focuses on municipal finance So it seems appropriate to look at some of the major policy and
fiscal challenges facing cities over the next five to 10 years and how the tools pre-sented in this monthrsquos articles can be part of your overall fiscal management strategy
President Harry Truman who coined the phrase ldquothe buck stops hererdquo also report-edly requested a one-armed economist Apparently he was sick of economists proclaiming ldquoon the one hand thisrdquo and ldquoon the other hand thatrdquo Todayrsquos economists may be more willing to take a position but they donrsquot always agree Some recent economic projections in our state illustrate this point
The UCLA Anderson School of Manage-ment economic forecast released Sept 11 2014 includes this statement about conditions in California ldquoThe California economy is moving forward in an expansion from the depths of the
for Cities
The
ChallengesFiscal
Ahead
Great Recession But even though the number of jobs is now higher than at any time in the past the state remains below its potential in output and employment That we are entering the sixth year of expansion illustrates just how painfully plodding this recovery process has beenrdquo
On the same day the University of the Pacificrsquos School of Business issued an eco-nomic forecast that states ldquoOverall the California economic outlook has changed little since May Californiarsquos economy continues to grow and non-farm payrolls recently surpassed their pre-recession 2007 peak of 154 million jobs 2014 is shaping up to be yet another year of moderate 2 to 3 percent growth in both employment and gross state product (GSP) The forecast anticipates stronger growth from 2015 to 2017 with real GSP growing between 35 and 4 percent as homebuilding makes a larger contribution to growthrdquo
These leading economists believe our economic recovery is still ldquopainfully
ploddingrdquo and at least in the case of the University of Pacific projections that there may be stronger growth around the corner from 2015ndash17 These forecasts and the fact that they donrsquot necessarily agree suggest a number of possible approaches to revenue projections for the next five years One thing we do have a good handle on is the recent past and the news of the past few years from a statewide perspective is positive
City General Revenues Moderate Recovery but Uneven Throughout the State
Few if any of us have probably ever experi-enced anything like the contraction in city revenues that occurred during the Great Recession As everyone in local government knows (because every city was negatively affected to some extent) the decline in every major revenue source required making tough cutbacks and innovative service arrangements and deferring necessary in-vestments in infrastructure and equipment
Executive Directorrsquos Message by Chris McKenzie
continued
Western City November 2014wwwwesterncitycom 3
The Fiscal Challenges Ahead for Cities continued
Figure 1 City General Revenues
Source Coleman Advisory Services calculations from California state controller annual reports
$25
2000-01
108
2001-02
-6
2002-03
24
2003-04
36
2004-05
104
2005-06
67
2006-07
00
2007-08
29
2008-09
81
2009-10
-99
2010-11
88
2011-12
34
$20
$15
$10
$5
Percent change from previous year
Billions
Cloud-Based Solutions
Public Access
Mobile Computing
Tyler is thereWherever yoursquore headed
Scan now to rev iew case s tud ies
Wherever public sector offices are working to serve the
public Tyler is there We make it our mission to improve
the way local government and schools take care of
business by increasing efficiency improving information
sharing and making their jobs easier Public access
Cloud-based solutions Mobile computing Thatrsquos
empowerment To learn more visit tylertechcom or
email us at infotylertechcom
League of California Cities wwwcacitiesorg4
Figure 2 California City and County Sales and Use Tax Allocations as a Percentage of California Personal Income
As Figure 1 (left) illustrates it is clear that from a statewide perspective city general revenues have returned to the level from which they fell in FY 2009ndash10 at the time of the Great Recession As always however in a state as diverse as California the re-covery has been uneven with coastal cities often faring better than those inland Many cities are only now beginning to consider giving salary increases after four to five years of austerity and employee ldquogive backsrdquo and concessions Moreover cities made signifi-cant reductions in the number of full-time employees The loss of redevelopment in 2011 has made this picture and the overall revenue picture of cities even bleaker
What Did Not Get Done
In addition to reducing personnel cities had to defer routine infrastructure main-tenance and replacement to survive the recession Fewer streets bridges buildings and other real estate assets were main-tained unless there was a source of fee revenue to support the work or a federal
infrastructure grant to finance it In October 2014 the League and the California State Association of Counties (CSAC) released a report estimating that cities and counties together face $783 billion in unfunded street and road improvements over the next 10 years According to one national transportation research group the failure to maintain our highways is also costing California motorists $44 billion annually or over $2000 per motorist personally on average per year due to additional vehicle operating costs conges-tion-related delays and traffic crashes
Questions About the Future Viability of the Sales Tax
While the sales tax has long been a source of steady revenue growth for cities changes in the economy and the burgeoning market for e-commerce are posing some serious challenges about the future of the sales tax as a major leg of the three-legged stool of city revenues (property tax sales tax and miscellaneous taxes and fees)
Data from the California State Board of Equalization shown in Figure 2 demonstrate that sales tax collections as a percentage of personal income have fallen from 053 percent in 1974 to 024 percent in 2012 This suggests its declining value as a local revenue source because so many retail sales escape taxation due to two major factors
1 The shift in consumer consumption from taxable retail goods to untaxed services and
2 The growth of e-commerce that largely escapes taxation
We have known for a long time that our sales tax base has become increasingly obsolete as more untaxed music software information storage and other services grow Moreover as the population ages spending preferences shift to services (including health care) and taxable spending declines
continued
Source Computations by Coleman Advisory Service from California State Board of Equalization (sales tax) and Department of Finance (personal income) data
60
50
40
30
20
10
00
1970
-71
1971
-72
1972
-73
1973
-74
1974
-75
1975
-76
1976
-77
1977
-78
1978
-79
1979
-80
1980
-81
1981
-82
1982
-83
1983
-84
1984
-85
1985
-86
1986
-87
1987
-88
1988
-89
1989
-90
1990
-91
1991
-92
1992
-93
1993
-94
1994
-95
1995
-96
1996
-97
1997
-98
1998
-99
1999
-00
2000
-01
2001
-02
2002
-03
2003
-04
2004
-05
2005
-06
2006
-07
2007
-08
2008
-09
2009
-10
2010
-11
2011
-12
2012
-13
2013
-14
Percent of Personal Income
Western City November 2014wwwwesterncitycom 5
The once-fledgling e-commerce market is on the way to becoming the fastest-growing part of the economy and it is still largely untaxed because Congress has failed to pass legislation leveling the playing field between e-commerce and traditional brick-and-mortar busi-nesses According to the US Census Bureau since 2005 e-commerce as a share of total retail sales has increased from 24 percent to 64 percent In the second quarter of 2014 total retail sales increased 23 percent and e-commerce sales increased 49 percent
Californiarsquos composite sales tax rate is among the highest in the nation and its base among the narrowest Services and intangible goods are not taxed mdash yet that is where the growth in the economy is occurring
Pensions and Retiree Health Care The Gift That Keeps on Giving
Defined benefit pensions used to be the gold standard in the private and public sectors providing solid but not extrava-gant retirement benefits to employees who dedicated their lives in service to their employer As private business consolidations and mergers occurred at an unprecedented rate over the past two decades companies began to abandon defined benefit programs that created such high ldquolegacy costsrdquo for their balance sheets and started substituting less gener-ous but highly portable 401(k) retirement savings and investment plans While the private sector was abandoning traditional pensions for the new model the public sector in California went the other direc-tion beginning in 1999
Apparently convinced that the economic surge that began in the late 1990s would go on forever the state Legislature autho-rized richer retirement options for both miscellaneous and public safety employees Following the statersquos lead cities counties and special districts began adopting these enhancements without really considering the long-term liabilities that such plans created The most expensive were the ones that were retroactive suddenly increas-ing pension rewards for prior rather than future service
When the 2008 Great Recession hit and the California Public Employeesrsquo Retirement System (CalPERS) and stand-alone local pension plans suffered serious investment losses unfunded liabilities increased dramatically for both the state and local agencies
continued on page 8
The Fiscal Challenges Ahead for Cities continued
League of California Cities wwwcacitiesorg6
License No 0451271 Innovative Solutions Enduring Principles wwwkeenancom
Health Care Reform SolutionsKeenanrsquos Health Care Reform Consulting Services help you understand the Affordable Care Actrsquos (ACA) potential impact on your health care benefit plan bull Analysis of your plan and employee workforcebull Prioritizing next steps in alignment with your objectives bull Creating a recommended action planbull Evaluating and modeling plan design and contribution strategiesbull Developing employee wellness and condition management
approachesbull Identifying cost-savings alternatives to Covered California
including PACE a unique Joint Powers Authority medical benefits program for public agencies
For more information about our Health Care Reform Consulting Services please contact Steve Gedestad sgedestadkeenancom
Western City November 2014wwwwesterncitycom 7
E-commerce is becoming the fastest-growing part of the economy and it is still largely untaxed
Figure 3 Example CalPERS Employer Rate Burden
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans adminis-tered by CalPERS
CalPERS changed its ldquosmoothingrdquo policies in 2013 raising employer contribution rates significantly over the next five years In early 2014 recognizing that people are living longer CalPERS raised rates again to improve the planrsquos long-term sustain-ability Once again local agencies experi-enced rate increases that will be phased in over a five-year period
Combined with citiesrsquo retiree health and dental care liability (referred to as other post-employment benefits or OPEBs) the unfunded liabilities of cities for pensions and OPEBs are daunting One manager of an otherwise well-financed
city told me recently that in year three of his cityrsquos five-year financial forecast the pension rate increases alone will put the city into a deficit spending position even if they assume healthy revenue growth and it worsens in the subsequent years Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time leaving nothing left over for salary increases mdash and likely forcing service and staffing reductions
Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years shown by types of benefits provided For many cities pension contributions to CalPERS for public safety employees will rise dramatically over the next five years If there are no future benefit enhancements costs will start moderat-ing after 2022 While this illustrates the long-term nature of the problem the next five to 10 years are expected to be the most expensive and painful In the near future CalPERS expects to explain
to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash For some cities this will prove to be a very prudent step
The state cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pen-sion liabilities As in the case of pensions the best solution to this problem is to pre-fund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS) CalPERS or an insurance company Meanwhile cities are conducting major reassessments of their retiree health com-mitments in light of the Affordable Care Act and other factors
Taking the Long View
With three major municipal bankrupt-cies in California cities in recent years it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical mdash they are real For this reason
Source Contribution projections prepared by Bartel Associates
Cities With Benefits of 350 for Public Safety Employees and 2555 for Miscellaneous Employees
Cities With Benefits of 350 With 250 2nd Tier for Public Safety Employees and 360 With 260 2nd Tier for Miscellaneous Employees
The Fiscal Challenges Ahead for Cities continued from page 6
Public Safety
Miscellaneous
Percentage of payroll Percentage of payroll
League of California Cities wwwcacitiesorg8
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
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wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
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8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
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mplannin
ggro
upco
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Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
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Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
This issue of Western City focuses on municipal finance So it seems appropriate to look at some of the major policy and
fiscal challenges facing cities over the next five to 10 years and how the tools pre-sented in this monthrsquos articles can be part of your overall fiscal management strategy
President Harry Truman who coined the phrase ldquothe buck stops hererdquo also report-edly requested a one-armed economist Apparently he was sick of economists proclaiming ldquoon the one hand thisrdquo and ldquoon the other hand thatrdquo Todayrsquos economists may be more willing to take a position but they donrsquot always agree Some recent economic projections in our state illustrate this point
The UCLA Anderson School of Manage-ment economic forecast released Sept 11 2014 includes this statement about conditions in California ldquoThe California economy is moving forward in an expansion from the depths of the
for Cities
The
ChallengesFiscal
Ahead
Great Recession But even though the number of jobs is now higher than at any time in the past the state remains below its potential in output and employment That we are entering the sixth year of expansion illustrates just how painfully plodding this recovery process has beenrdquo
On the same day the University of the Pacificrsquos School of Business issued an eco-nomic forecast that states ldquoOverall the California economic outlook has changed little since May Californiarsquos economy continues to grow and non-farm payrolls recently surpassed their pre-recession 2007 peak of 154 million jobs 2014 is shaping up to be yet another year of moderate 2 to 3 percent growth in both employment and gross state product (GSP) The forecast anticipates stronger growth from 2015 to 2017 with real GSP growing between 35 and 4 percent as homebuilding makes a larger contribution to growthrdquo
These leading economists believe our economic recovery is still ldquopainfully
ploddingrdquo and at least in the case of the University of Pacific projections that there may be stronger growth around the corner from 2015ndash17 These forecasts and the fact that they donrsquot necessarily agree suggest a number of possible approaches to revenue projections for the next five years One thing we do have a good handle on is the recent past and the news of the past few years from a statewide perspective is positive
City General Revenues Moderate Recovery but Uneven Throughout the State
Few if any of us have probably ever experi-enced anything like the contraction in city revenues that occurred during the Great Recession As everyone in local government knows (because every city was negatively affected to some extent) the decline in every major revenue source required making tough cutbacks and innovative service arrangements and deferring necessary in-vestments in infrastructure and equipment
Executive Directorrsquos Message by Chris McKenzie
continued
Western City November 2014wwwwesterncitycom 3
The Fiscal Challenges Ahead for Cities continued
Figure 1 City General Revenues
Source Coleman Advisory Services calculations from California state controller annual reports
$25
2000-01
108
2001-02
-6
2002-03
24
2003-04
36
2004-05
104
2005-06
67
2006-07
00
2007-08
29
2008-09
81
2009-10
-99
2010-11
88
2011-12
34
$20
$15
$10
$5
Percent change from previous year
Billions
Cloud-Based Solutions
Public Access
Mobile Computing
Tyler is thereWherever yoursquore headed
Scan now to rev iew case s tud ies
Wherever public sector offices are working to serve the
public Tyler is there We make it our mission to improve
the way local government and schools take care of
business by increasing efficiency improving information
sharing and making their jobs easier Public access
Cloud-based solutions Mobile computing Thatrsquos
empowerment To learn more visit tylertechcom or
email us at infotylertechcom
League of California Cities wwwcacitiesorg4
Figure 2 California City and County Sales and Use Tax Allocations as a Percentage of California Personal Income
As Figure 1 (left) illustrates it is clear that from a statewide perspective city general revenues have returned to the level from which they fell in FY 2009ndash10 at the time of the Great Recession As always however in a state as diverse as California the re-covery has been uneven with coastal cities often faring better than those inland Many cities are only now beginning to consider giving salary increases after four to five years of austerity and employee ldquogive backsrdquo and concessions Moreover cities made signifi-cant reductions in the number of full-time employees The loss of redevelopment in 2011 has made this picture and the overall revenue picture of cities even bleaker
What Did Not Get Done
In addition to reducing personnel cities had to defer routine infrastructure main-tenance and replacement to survive the recession Fewer streets bridges buildings and other real estate assets were main-tained unless there was a source of fee revenue to support the work or a federal
infrastructure grant to finance it In October 2014 the League and the California State Association of Counties (CSAC) released a report estimating that cities and counties together face $783 billion in unfunded street and road improvements over the next 10 years According to one national transportation research group the failure to maintain our highways is also costing California motorists $44 billion annually or over $2000 per motorist personally on average per year due to additional vehicle operating costs conges-tion-related delays and traffic crashes
Questions About the Future Viability of the Sales Tax
While the sales tax has long been a source of steady revenue growth for cities changes in the economy and the burgeoning market for e-commerce are posing some serious challenges about the future of the sales tax as a major leg of the three-legged stool of city revenues (property tax sales tax and miscellaneous taxes and fees)
Data from the California State Board of Equalization shown in Figure 2 demonstrate that sales tax collections as a percentage of personal income have fallen from 053 percent in 1974 to 024 percent in 2012 This suggests its declining value as a local revenue source because so many retail sales escape taxation due to two major factors
1 The shift in consumer consumption from taxable retail goods to untaxed services and
2 The growth of e-commerce that largely escapes taxation
We have known for a long time that our sales tax base has become increasingly obsolete as more untaxed music software information storage and other services grow Moreover as the population ages spending preferences shift to services (including health care) and taxable spending declines
continued
Source Computations by Coleman Advisory Service from California State Board of Equalization (sales tax) and Department of Finance (personal income) data
60
50
40
30
20
10
00
1970
-71
1971
-72
1972
-73
1973
-74
1974
-75
1975
-76
1976
-77
1977
-78
1978
-79
1979
-80
1980
-81
1981
-82
1982
-83
1983
-84
1984
-85
1985
-86
1986
-87
1987
-88
1988
-89
1989
-90
1990
-91
1991
-92
1992
-93
1993
-94
1994
-95
1995
-96
1996
-97
1997
-98
1998
-99
1999
-00
2000
-01
2001
-02
2002
-03
2003
-04
2004
-05
2005
-06
2006
-07
2007
-08
2008
-09
2009
-10
2010
-11
2011
-12
2012
-13
2013
-14
Percent of Personal Income
Western City November 2014wwwwesterncitycom 5
The once-fledgling e-commerce market is on the way to becoming the fastest-growing part of the economy and it is still largely untaxed because Congress has failed to pass legislation leveling the playing field between e-commerce and traditional brick-and-mortar busi-nesses According to the US Census Bureau since 2005 e-commerce as a share of total retail sales has increased from 24 percent to 64 percent In the second quarter of 2014 total retail sales increased 23 percent and e-commerce sales increased 49 percent
Californiarsquos composite sales tax rate is among the highest in the nation and its base among the narrowest Services and intangible goods are not taxed mdash yet that is where the growth in the economy is occurring
Pensions and Retiree Health Care The Gift That Keeps on Giving
Defined benefit pensions used to be the gold standard in the private and public sectors providing solid but not extrava-gant retirement benefits to employees who dedicated their lives in service to their employer As private business consolidations and mergers occurred at an unprecedented rate over the past two decades companies began to abandon defined benefit programs that created such high ldquolegacy costsrdquo for their balance sheets and started substituting less gener-ous but highly portable 401(k) retirement savings and investment plans While the private sector was abandoning traditional pensions for the new model the public sector in California went the other direc-tion beginning in 1999
Apparently convinced that the economic surge that began in the late 1990s would go on forever the state Legislature autho-rized richer retirement options for both miscellaneous and public safety employees Following the statersquos lead cities counties and special districts began adopting these enhancements without really considering the long-term liabilities that such plans created The most expensive were the ones that were retroactive suddenly increas-ing pension rewards for prior rather than future service
When the 2008 Great Recession hit and the California Public Employeesrsquo Retirement System (CalPERS) and stand-alone local pension plans suffered serious investment losses unfunded liabilities increased dramatically for both the state and local agencies
continued on page 8
The Fiscal Challenges Ahead for Cities continued
League of California Cities wwwcacitiesorg6
License No 0451271 Innovative Solutions Enduring Principles wwwkeenancom
Health Care Reform SolutionsKeenanrsquos Health Care Reform Consulting Services help you understand the Affordable Care Actrsquos (ACA) potential impact on your health care benefit plan bull Analysis of your plan and employee workforcebull Prioritizing next steps in alignment with your objectives bull Creating a recommended action planbull Evaluating and modeling plan design and contribution strategiesbull Developing employee wellness and condition management
approachesbull Identifying cost-savings alternatives to Covered California
including PACE a unique Joint Powers Authority medical benefits program for public agencies
For more information about our Health Care Reform Consulting Services please contact Steve Gedestad sgedestadkeenancom
Western City November 2014wwwwesterncitycom 7
E-commerce is becoming the fastest-growing part of the economy and it is still largely untaxed
Figure 3 Example CalPERS Employer Rate Burden
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans adminis-tered by CalPERS
CalPERS changed its ldquosmoothingrdquo policies in 2013 raising employer contribution rates significantly over the next five years In early 2014 recognizing that people are living longer CalPERS raised rates again to improve the planrsquos long-term sustain-ability Once again local agencies experi-enced rate increases that will be phased in over a five-year period
Combined with citiesrsquo retiree health and dental care liability (referred to as other post-employment benefits or OPEBs) the unfunded liabilities of cities for pensions and OPEBs are daunting One manager of an otherwise well-financed
city told me recently that in year three of his cityrsquos five-year financial forecast the pension rate increases alone will put the city into a deficit spending position even if they assume healthy revenue growth and it worsens in the subsequent years Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time leaving nothing left over for salary increases mdash and likely forcing service and staffing reductions
Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years shown by types of benefits provided For many cities pension contributions to CalPERS for public safety employees will rise dramatically over the next five years If there are no future benefit enhancements costs will start moderat-ing after 2022 While this illustrates the long-term nature of the problem the next five to 10 years are expected to be the most expensive and painful In the near future CalPERS expects to explain
to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash For some cities this will prove to be a very prudent step
The state cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pen-sion liabilities As in the case of pensions the best solution to this problem is to pre-fund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS) CalPERS or an insurance company Meanwhile cities are conducting major reassessments of their retiree health com-mitments in light of the Affordable Care Act and other factors
Taking the Long View
With three major municipal bankrupt-cies in California cities in recent years it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical mdash they are real For this reason
Source Contribution projections prepared by Bartel Associates
Cities With Benefits of 350 for Public Safety Employees and 2555 for Miscellaneous Employees
Cities With Benefits of 350 With 250 2nd Tier for Public Safety Employees and 360 With 260 2nd Tier for Miscellaneous Employees
The Fiscal Challenges Ahead for Cities continued from page 6
Public Safety
Miscellaneous
Percentage of payroll Percentage of payroll
League of California Cities wwwcacitiesorg8
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
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wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
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8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
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Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
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SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
The Fiscal Challenges Ahead for Cities continued
Figure 1 City General Revenues
Source Coleman Advisory Services calculations from California state controller annual reports
$25
2000-01
108
2001-02
-6
2002-03
24
2003-04
36
2004-05
104
2005-06
67
2006-07
00
2007-08
29
2008-09
81
2009-10
-99
2010-11
88
2011-12
34
$20
$15
$10
$5
Percent change from previous year
Billions
Cloud-Based Solutions
Public Access
Mobile Computing
Tyler is thereWherever yoursquore headed
Scan now to rev iew case s tud ies
Wherever public sector offices are working to serve the
public Tyler is there We make it our mission to improve
the way local government and schools take care of
business by increasing efficiency improving information
sharing and making their jobs easier Public access
Cloud-based solutions Mobile computing Thatrsquos
empowerment To learn more visit tylertechcom or
email us at infotylertechcom
League of California Cities wwwcacitiesorg4
Figure 2 California City and County Sales and Use Tax Allocations as a Percentage of California Personal Income
As Figure 1 (left) illustrates it is clear that from a statewide perspective city general revenues have returned to the level from which they fell in FY 2009ndash10 at the time of the Great Recession As always however in a state as diverse as California the re-covery has been uneven with coastal cities often faring better than those inland Many cities are only now beginning to consider giving salary increases after four to five years of austerity and employee ldquogive backsrdquo and concessions Moreover cities made signifi-cant reductions in the number of full-time employees The loss of redevelopment in 2011 has made this picture and the overall revenue picture of cities even bleaker
What Did Not Get Done
In addition to reducing personnel cities had to defer routine infrastructure main-tenance and replacement to survive the recession Fewer streets bridges buildings and other real estate assets were main-tained unless there was a source of fee revenue to support the work or a federal
infrastructure grant to finance it In October 2014 the League and the California State Association of Counties (CSAC) released a report estimating that cities and counties together face $783 billion in unfunded street and road improvements over the next 10 years According to one national transportation research group the failure to maintain our highways is also costing California motorists $44 billion annually or over $2000 per motorist personally on average per year due to additional vehicle operating costs conges-tion-related delays and traffic crashes
Questions About the Future Viability of the Sales Tax
While the sales tax has long been a source of steady revenue growth for cities changes in the economy and the burgeoning market for e-commerce are posing some serious challenges about the future of the sales tax as a major leg of the three-legged stool of city revenues (property tax sales tax and miscellaneous taxes and fees)
Data from the California State Board of Equalization shown in Figure 2 demonstrate that sales tax collections as a percentage of personal income have fallen from 053 percent in 1974 to 024 percent in 2012 This suggests its declining value as a local revenue source because so many retail sales escape taxation due to two major factors
1 The shift in consumer consumption from taxable retail goods to untaxed services and
2 The growth of e-commerce that largely escapes taxation
We have known for a long time that our sales tax base has become increasingly obsolete as more untaxed music software information storage and other services grow Moreover as the population ages spending preferences shift to services (including health care) and taxable spending declines
continued
Source Computations by Coleman Advisory Service from California State Board of Equalization (sales tax) and Department of Finance (personal income) data
60
50
40
30
20
10
00
1970
-71
1971
-72
1972
-73
1973
-74
1974
-75
1975
-76
1976
-77
1977
-78
1978
-79
1979
-80
1980
-81
1981
-82
1982
-83
1983
-84
1984
-85
1985
-86
1986
-87
1987
-88
1988
-89
1989
-90
1990
-91
1991
-92
1992
-93
1993
-94
1994
-95
1995
-96
1996
-97
1997
-98
1998
-99
1999
-00
2000
-01
2001
-02
2002
-03
2003
-04
2004
-05
2005
-06
2006
-07
2007
-08
2008
-09
2009
-10
2010
-11
2011
-12
2012
-13
2013
-14
Percent of Personal Income
Western City November 2014wwwwesterncitycom 5
The once-fledgling e-commerce market is on the way to becoming the fastest-growing part of the economy and it is still largely untaxed because Congress has failed to pass legislation leveling the playing field between e-commerce and traditional brick-and-mortar busi-nesses According to the US Census Bureau since 2005 e-commerce as a share of total retail sales has increased from 24 percent to 64 percent In the second quarter of 2014 total retail sales increased 23 percent and e-commerce sales increased 49 percent
Californiarsquos composite sales tax rate is among the highest in the nation and its base among the narrowest Services and intangible goods are not taxed mdash yet that is where the growth in the economy is occurring
Pensions and Retiree Health Care The Gift That Keeps on Giving
Defined benefit pensions used to be the gold standard in the private and public sectors providing solid but not extrava-gant retirement benefits to employees who dedicated their lives in service to their employer As private business consolidations and mergers occurred at an unprecedented rate over the past two decades companies began to abandon defined benefit programs that created such high ldquolegacy costsrdquo for their balance sheets and started substituting less gener-ous but highly portable 401(k) retirement savings and investment plans While the private sector was abandoning traditional pensions for the new model the public sector in California went the other direc-tion beginning in 1999
Apparently convinced that the economic surge that began in the late 1990s would go on forever the state Legislature autho-rized richer retirement options for both miscellaneous and public safety employees Following the statersquos lead cities counties and special districts began adopting these enhancements without really considering the long-term liabilities that such plans created The most expensive were the ones that were retroactive suddenly increas-ing pension rewards for prior rather than future service
When the 2008 Great Recession hit and the California Public Employeesrsquo Retirement System (CalPERS) and stand-alone local pension plans suffered serious investment losses unfunded liabilities increased dramatically for both the state and local agencies
continued on page 8
The Fiscal Challenges Ahead for Cities continued
League of California Cities wwwcacitiesorg6
License No 0451271 Innovative Solutions Enduring Principles wwwkeenancom
Health Care Reform SolutionsKeenanrsquos Health Care Reform Consulting Services help you understand the Affordable Care Actrsquos (ACA) potential impact on your health care benefit plan bull Analysis of your plan and employee workforcebull Prioritizing next steps in alignment with your objectives bull Creating a recommended action planbull Evaluating and modeling plan design and contribution strategiesbull Developing employee wellness and condition management
approachesbull Identifying cost-savings alternatives to Covered California
including PACE a unique Joint Powers Authority medical benefits program for public agencies
For more information about our Health Care Reform Consulting Services please contact Steve Gedestad sgedestadkeenancom
Western City November 2014wwwwesterncitycom 7
E-commerce is becoming the fastest-growing part of the economy and it is still largely untaxed
Figure 3 Example CalPERS Employer Rate Burden
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans adminis-tered by CalPERS
CalPERS changed its ldquosmoothingrdquo policies in 2013 raising employer contribution rates significantly over the next five years In early 2014 recognizing that people are living longer CalPERS raised rates again to improve the planrsquos long-term sustain-ability Once again local agencies experi-enced rate increases that will be phased in over a five-year period
Combined with citiesrsquo retiree health and dental care liability (referred to as other post-employment benefits or OPEBs) the unfunded liabilities of cities for pensions and OPEBs are daunting One manager of an otherwise well-financed
city told me recently that in year three of his cityrsquos five-year financial forecast the pension rate increases alone will put the city into a deficit spending position even if they assume healthy revenue growth and it worsens in the subsequent years Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time leaving nothing left over for salary increases mdash and likely forcing service and staffing reductions
Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years shown by types of benefits provided For many cities pension contributions to CalPERS for public safety employees will rise dramatically over the next five years If there are no future benefit enhancements costs will start moderat-ing after 2022 While this illustrates the long-term nature of the problem the next five to 10 years are expected to be the most expensive and painful In the near future CalPERS expects to explain
to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash For some cities this will prove to be a very prudent step
The state cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pen-sion liabilities As in the case of pensions the best solution to this problem is to pre-fund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS) CalPERS or an insurance company Meanwhile cities are conducting major reassessments of their retiree health com-mitments in light of the Affordable Care Act and other factors
Taking the Long View
With three major municipal bankrupt-cies in California cities in recent years it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical mdash they are real For this reason
Source Contribution projections prepared by Bartel Associates
Cities With Benefits of 350 for Public Safety Employees and 2555 for Miscellaneous Employees
Cities With Benefits of 350 With 250 2nd Tier for Public Safety Employees and 360 With 260 2nd Tier for Miscellaneous Employees
The Fiscal Challenges Ahead for Cities continued from page 6
Public Safety
Miscellaneous
Percentage of payroll Percentage of payroll
League of California Cities wwwcacitiesorg8
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
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Therersquos an Entire Team Behind Every Assignment
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wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
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8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
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mplannin
ggro
upco
mPublic Sector
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Classification amp Compensation StudiesStaff and Executive Recruitment
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(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
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Fire Prevention Services
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Digital Plan Review
Code Enforcement
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(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
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SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
Figure 2 California City and County Sales and Use Tax Allocations as a Percentage of California Personal Income
As Figure 1 (left) illustrates it is clear that from a statewide perspective city general revenues have returned to the level from which they fell in FY 2009ndash10 at the time of the Great Recession As always however in a state as diverse as California the re-covery has been uneven with coastal cities often faring better than those inland Many cities are only now beginning to consider giving salary increases after four to five years of austerity and employee ldquogive backsrdquo and concessions Moreover cities made signifi-cant reductions in the number of full-time employees The loss of redevelopment in 2011 has made this picture and the overall revenue picture of cities even bleaker
What Did Not Get Done
In addition to reducing personnel cities had to defer routine infrastructure main-tenance and replacement to survive the recession Fewer streets bridges buildings and other real estate assets were main-tained unless there was a source of fee revenue to support the work or a federal
infrastructure grant to finance it In October 2014 the League and the California State Association of Counties (CSAC) released a report estimating that cities and counties together face $783 billion in unfunded street and road improvements over the next 10 years According to one national transportation research group the failure to maintain our highways is also costing California motorists $44 billion annually or over $2000 per motorist personally on average per year due to additional vehicle operating costs conges-tion-related delays and traffic crashes
Questions About the Future Viability of the Sales Tax
While the sales tax has long been a source of steady revenue growth for cities changes in the economy and the burgeoning market for e-commerce are posing some serious challenges about the future of the sales tax as a major leg of the three-legged stool of city revenues (property tax sales tax and miscellaneous taxes and fees)
Data from the California State Board of Equalization shown in Figure 2 demonstrate that sales tax collections as a percentage of personal income have fallen from 053 percent in 1974 to 024 percent in 2012 This suggests its declining value as a local revenue source because so many retail sales escape taxation due to two major factors
1 The shift in consumer consumption from taxable retail goods to untaxed services and
2 The growth of e-commerce that largely escapes taxation
We have known for a long time that our sales tax base has become increasingly obsolete as more untaxed music software information storage and other services grow Moreover as the population ages spending preferences shift to services (including health care) and taxable spending declines
continued
Source Computations by Coleman Advisory Service from California State Board of Equalization (sales tax) and Department of Finance (personal income) data
60
50
40
30
20
10
00
1970
-71
1971
-72
1972
-73
1973
-74
1974
-75
1975
-76
1976
-77
1977
-78
1978
-79
1979
-80
1980
-81
1981
-82
1982
-83
1983
-84
1984
-85
1985
-86
1986
-87
1987
-88
1988
-89
1989
-90
1990
-91
1991
-92
1992
-93
1993
-94
1994
-95
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-96
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1999
-00
2000
-01
2001
-02
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-03
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-04
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2005
-06
2006
-07
2007
-08
2008
-09
2009
-10
2010
-11
2011
-12
2012
-13
2013
-14
Percent of Personal Income
Western City November 2014wwwwesterncitycom 5
The once-fledgling e-commerce market is on the way to becoming the fastest-growing part of the economy and it is still largely untaxed because Congress has failed to pass legislation leveling the playing field between e-commerce and traditional brick-and-mortar busi-nesses According to the US Census Bureau since 2005 e-commerce as a share of total retail sales has increased from 24 percent to 64 percent In the second quarter of 2014 total retail sales increased 23 percent and e-commerce sales increased 49 percent
Californiarsquos composite sales tax rate is among the highest in the nation and its base among the narrowest Services and intangible goods are not taxed mdash yet that is where the growth in the economy is occurring
Pensions and Retiree Health Care The Gift That Keeps on Giving
Defined benefit pensions used to be the gold standard in the private and public sectors providing solid but not extrava-gant retirement benefits to employees who dedicated their lives in service to their employer As private business consolidations and mergers occurred at an unprecedented rate over the past two decades companies began to abandon defined benefit programs that created such high ldquolegacy costsrdquo for their balance sheets and started substituting less gener-ous but highly portable 401(k) retirement savings and investment plans While the private sector was abandoning traditional pensions for the new model the public sector in California went the other direc-tion beginning in 1999
Apparently convinced that the economic surge that began in the late 1990s would go on forever the state Legislature autho-rized richer retirement options for both miscellaneous and public safety employees Following the statersquos lead cities counties and special districts began adopting these enhancements without really considering the long-term liabilities that such plans created The most expensive were the ones that were retroactive suddenly increas-ing pension rewards for prior rather than future service
When the 2008 Great Recession hit and the California Public Employeesrsquo Retirement System (CalPERS) and stand-alone local pension plans suffered serious investment losses unfunded liabilities increased dramatically for both the state and local agencies
continued on page 8
The Fiscal Challenges Ahead for Cities continued
League of California Cities wwwcacitiesorg6
License No 0451271 Innovative Solutions Enduring Principles wwwkeenancom
Health Care Reform SolutionsKeenanrsquos Health Care Reform Consulting Services help you understand the Affordable Care Actrsquos (ACA) potential impact on your health care benefit plan bull Analysis of your plan and employee workforcebull Prioritizing next steps in alignment with your objectives bull Creating a recommended action planbull Evaluating and modeling plan design and contribution strategiesbull Developing employee wellness and condition management
approachesbull Identifying cost-savings alternatives to Covered California
including PACE a unique Joint Powers Authority medical benefits program for public agencies
For more information about our Health Care Reform Consulting Services please contact Steve Gedestad sgedestadkeenancom
Western City November 2014wwwwesterncitycom 7
E-commerce is becoming the fastest-growing part of the economy and it is still largely untaxed
Figure 3 Example CalPERS Employer Rate Burden
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans adminis-tered by CalPERS
CalPERS changed its ldquosmoothingrdquo policies in 2013 raising employer contribution rates significantly over the next five years In early 2014 recognizing that people are living longer CalPERS raised rates again to improve the planrsquos long-term sustain-ability Once again local agencies experi-enced rate increases that will be phased in over a five-year period
Combined with citiesrsquo retiree health and dental care liability (referred to as other post-employment benefits or OPEBs) the unfunded liabilities of cities for pensions and OPEBs are daunting One manager of an otherwise well-financed
city told me recently that in year three of his cityrsquos five-year financial forecast the pension rate increases alone will put the city into a deficit spending position even if they assume healthy revenue growth and it worsens in the subsequent years Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time leaving nothing left over for salary increases mdash and likely forcing service and staffing reductions
Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years shown by types of benefits provided For many cities pension contributions to CalPERS for public safety employees will rise dramatically over the next five years If there are no future benefit enhancements costs will start moderat-ing after 2022 While this illustrates the long-term nature of the problem the next five to 10 years are expected to be the most expensive and painful In the near future CalPERS expects to explain
to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash For some cities this will prove to be a very prudent step
The state cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pen-sion liabilities As in the case of pensions the best solution to this problem is to pre-fund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS) CalPERS or an insurance company Meanwhile cities are conducting major reassessments of their retiree health com-mitments in light of the Affordable Care Act and other factors
Taking the Long View
With three major municipal bankrupt-cies in California cities in recent years it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical mdash they are real For this reason
Source Contribution projections prepared by Bartel Associates
Cities With Benefits of 350 for Public Safety Employees and 2555 for Miscellaneous Employees
Cities With Benefits of 350 With 250 2nd Tier for Public Safety Employees and 360 With 260 2nd Tier for Miscellaneous Employees
The Fiscal Challenges Ahead for Cities continued from page 6
Public Safety
Miscellaneous
Percentage of payroll Percentage of payroll
League of California Cities wwwcacitiesorg8
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
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Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
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mplannin
ggro
upco
mPublic Sector
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(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
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Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
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(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
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AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
The once-fledgling e-commerce market is on the way to becoming the fastest-growing part of the economy and it is still largely untaxed because Congress has failed to pass legislation leveling the playing field between e-commerce and traditional brick-and-mortar busi-nesses According to the US Census Bureau since 2005 e-commerce as a share of total retail sales has increased from 24 percent to 64 percent In the second quarter of 2014 total retail sales increased 23 percent and e-commerce sales increased 49 percent
Californiarsquos composite sales tax rate is among the highest in the nation and its base among the narrowest Services and intangible goods are not taxed mdash yet that is where the growth in the economy is occurring
Pensions and Retiree Health Care The Gift That Keeps on Giving
Defined benefit pensions used to be the gold standard in the private and public sectors providing solid but not extrava-gant retirement benefits to employees who dedicated their lives in service to their employer As private business consolidations and mergers occurred at an unprecedented rate over the past two decades companies began to abandon defined benefit programs that created such high ldquolegacy costsrdquo for their balance sheets and started substituting less gener-ous but highly portable 401(k) retirement savings and investment plans While the private sector was abandoning traditional pensions for the new model the public sector in California went the other direc-tion beginning in 1999
Apparently convinced that the economic surge that began in the late 1990s would go on forever the state Legislature autho-rized richer retirement options for both miscellaneous and public safety employees Following the statersquos lead cities counties and special districts began adopting these enhancements without really considering the long-term liabilities that such plans created The most expensive were the ones that were retroactive suddenly increas-ing pension rewards for prior rather than future service
When the 2008 Great Recession hit and the California Public Employeesrsquo Retirement System (CalPERS) and stand-alone local pension plans suffered serious investment losses unfunded liabilities increased dramatically for both the state and local agencies
continued on page 8
The Fiscal Challenges Ahead for Cities continued
League of California Cities wwwcacitiesorg6
License No 0451271 Innovative Solutions Enduring Principles wwwkeenancom
Health Care Reform SolutionsKeenanrsquos Health Care Reform Consulting Services help you understand the Affordable Care Actrsquos (ACA) potential impact on your health care benefit plan bull Analysis of your plan and employee workforcebull Prioritizing next steps in alignment with your objectives bull Creating a recommended action planbull Evaluating and modeling plan design and contribution strategiesbull Developing employee wellness and condition management
approachesbull Identifying cost-savings alternatives to Covered California
including PACE a unique Joint Powers Authority medical benefits program for public agencies
For more information about our Health Care Reform Consulting Services please contact Steve Gedestad sgedestadkeenancom
Western City November 2014wwwwesterncitycom 7
E-commerce is becoming the fastest-growing part of the economy and it is still largely untaxed
Figure 3 Example CalPERS Employer Rate Burden
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans adminis-tered by CalPERS
CalPERS changed its ldquosmoothingrdquo policies in 2013 raising employer contribution rates significantly over the next five years In early 2014 recognizing that people are living longer CalPERS raised rates again to improve the planrsquos long-term sustain-ability Once again local agencies experi-enced rate increases that will be phased in over a five-year period
Combined with citiesrsquo retiree health and dental care liability (referred to as other post-employment benefits or OPEBs) the unfunded liabilities of cities for pensions and OPEBs are daunting One manager of an otherwise well-financed
city told me recently that in year three of his cityrsquos five-year financial forecast the pension rate increases alone will put the city into a deficit spending position even if they assume healthy revenue growth and it worsens in the subsequent years Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time leaving nothing left over for salary increases mdash and likely forcing service and staffing reductions
Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years shown by types of benefits provided For many cities pension contributions to CalPERS for public safety employees will rise dramatically over the next five years If there are no future benefit enhancements costs will start moderat-ing after 2022 While this illustrates the long-term nature of the problem the next five to 10 years are expected to be the most expensive and painful In the near future CalPERS expects to explain
to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash For some cities this will prove to be a very prudent step
The state cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pen-sion liabilities As in the case of pensions the best solution to this problem is to pre-fund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS) CalPERS or an insurance company Meanwhile cities are conducting major reassessments of their retiree health com-mitments in light of the Affordable Care Act and other factors
Taking the Long View
With three major municipal bankrupt-cies in California cities in recent years it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical mdash they are real For this reason
Source Contribution projections prepared by Bartel Associates
Cities With Benefits of 350 for Public Safety Employees and 2555 for Miscellaneous Employees
Cities With Benefits of 350 With 250 2nd Tier for Public Safety Employees and 360 With 260 2nd Tier for Miscellaneous Employees
The Fiscal Challenges Ahead for Cities continued from page 6
Public Safety
Miscellaneous
Percentage of payroll Percentage of payroll
League of California Cities wwwcacitiesorg8
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
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Classification amp Compensation StudiesStaff and Executive Recruitment
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(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
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Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
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EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
License No 0451271 Innovative Solutions Enduring Principles wwwkeenancom
Health Care Reform SolutionsKeenanrsquos Health Care Reform Consulting Services help you understand the Affordable Care Actrsquos (ACA) potential impact on your health care benefit plan bull Analysis of your plan and employee workforcebull Prioritizing next steps in alignment with your objectives bull Creating a recommended action planbull Evaluating and modeling plan design and contribution strategiesbull Developing employee wellness and condition management
approachesbull Identifying cost-savings alternatives to Covered California
including PACE a unique Joint Powers Authority medical benefits program for public agencies
For more information about our Health Care Reform Consulting Services please contact Steve Gedestad sgedestadkeenancom
Western City November 2014wwwwesterncitycom 7
E-commerce is becoming the fastest-growing part of the economy and it is still largely untaxed
Figure 3 Example CalPERS Employer Rate Burden
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans adminis-tered by CalPERS
CalPERS changed its ldquosmoothingrdquo policies in 2013 raising employer contribution rates significantly over the next five years In early 2014 recognizing that people are living longer CalPERS raised rates again to improve the planrsquos long-term sustain-ability Once again local agencies experi-enced rate increases that will be phased in over a five-year period
Combined with citiesrsquo retiree health and dental care liability (referred to as other post-employment benefits or OPEBs) the unfunded liabilities of cities for pensions and OPEBs are daunting One manager of an otherwise well-financed
city told me recently that in year three of his cityrsquos five-year financial forecast the pension rate increases alone will put the city into a deficit spending position even if they assume healthy revenue growth and it worsens in the subsequent years Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time leaving nothing left over for salary increases mdash and likely forcing service and staffing reductions
Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years shown by types of benefits provided For many cities pension contributions to CalPERS for public safety employees will rise dramatically over the next five years If there are no future benefit enhancements costs will start moderat-ing after 2022 While this illustrates the long-term nature of the problem the next five to 10 years are expected to be the most expensive and painful In the near future CalPERS expects to explain
to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash For some cities this will prove to be a very prudent step
The state cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pen-sion liabilities As in the case of pensions the best solution to this problem is to pre-fund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS) CalPERS or an insurance company Meanwhile cities are conducting major reassessments of their retiree health com-mitments in light of the Affordable Care Act and other factors
Taking the Long View
With three major municipal bankrupt-cies in California cities in recent years it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical mdash they are real For this reason
Source Contribution projections prepared by Bartel Associates
Cities With Benefits of 350 for Public Safety Employees and 2555 for Miscellaneous Employees
Cities With Benefits of 350 With 250 2nd Tier for Public Safety Employees and 360 With 260 2nd Tier for Miscellaneous Employees
The Fiscal Challenges Ahead for Cities continued from page 6
Public Safety
Miscellaneous
Percentage of payroll Percentage of payroll
League of California Cities wwwcacitiesorg8
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
Figure 3 Example CalPERS Employer Rate Burden
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
2014
-15
2016
-17
2018
-19
2020
-21
2022
-23
2024
-25
2026
-27
2028
-29
2030
-31
2032
-33
2034
-35
2036
-37
2038
-39
2040
-41
2042
-43
2044
-45
60
50
40
30
20
10
0
CalPERS made some quick changes and lengthened the time period over which the losses would be recognized to reduce the increases on employer and employee contributions But it soon became clear that this policy of constantly pushing losses off into the future was threatening the funding status and increasing the volatility of the various plans adminis-tered by CalPERS
CalPERS changed its ldquosmoothingrdquo policies in 2013 raising employer contribution rates significantly over the next five years In early 2014 recognizing that people are living longer CalPERS raised rates again to improve the planrsquos long-term sustain-ability Once again local agencies experi-enced rate increases that will be phased in over a five-year period
Combined with citiesrsquo retiree health and dental care liability (referred to as other post-employment benefits or OPEBs) the unfunded liabilities of cities for pensions and OPEBs are daunting One manager of an otherwise well-financed
city told me recently that in year three of his cityrsquos five-year financial forecast the pension rate increases alone will put the city into a deficit spending position even if they assume healthy revenue growth and it worsens in the subsequent years Another city advised me that the CalPERS rate increases over the next five years will consume all of its future revenue growth during that time leaving nothing left over for salary increases mdash and likely forcing service and staffing reductions
Figure 3 illustrates the depth of the fiscal challenges facing cities over the next few years shown by types of benefits provided For many cities pension contributions to CalPERS for public safety employees will rise dramatically over the next five years If there are no future benefit enhancements costs will start moderat-ing after 2022 While this illustrates the long-term nature of the problem the next five to 10 years are expected to be the most expensive and painful In the near future CalPERS expects to explain
to employers how local public agencies can prefund their individual unfunded pension liabilities if they have the available cash For some cities this will prove to be a very prudent step
The state cities and other local agencies also face retiree health-care burdens that could be more than their unfunded pen-sion liabilities As in the case of pensions the best solution to this problem is to pre-fund this liability through an irrevocable OPEB trust arrangement through Public Agency Retirement Services (PARS) CalPERS or an insurance company Meanwhile cities are conducting major reassessments of their retiree health com-mitments in light of the Affordable Care Act and other factors
Taking the Long View
With three major municipal bankrupt-cies in California cities in recent years it is clear that the risks of overcommitting a city to long-term liabilities are not just theoretical mdash they are real For this reason
Source Contribution projections prepared by Bartel Associates
Cities With Benefits of 350 for Public Safety Employees and 2555 for Miscellaneous Employees
Cities With Benefits of 350 With 250 2nd Tier for Public Safety Employees and 360 With 260 2nd Tier for Miscellaneous Employees
The Fiscal Challenges Ahead for Cities continued from page 6
Public Safety
Miscellaneous
Percentage of payroll Percentage of payroll
League of California Cities wwwcacitiesorg8
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
The next five to years are expected to be the most expensive and painful
the League has made a commitment to help city leaders dedicate themselves to using the best tools to assess their fiscal risks and to charting a future course to reduce those risks The article on page 13 ldquoLeague Provides Municipal Financial Health Diagnostic Toolrdquo by the Leaguersquos fiscal adviser Michael Coleman describes a new fiscal diagnostic tool he has developed at our request which cities throughout the state are beginning to use
While there are no easy answers to how to manage through the next 10 years there are tools techniques and options that need to be discussed with city employees and the public in order to make the best choices for each city As with everything else there is no one-size-fits-all solution but cities are beginning to look at the next five years and developing options to emerge on the other side with their major public services intact mdash perhaps config-ured in a different way and costing less but nonetheless intact and serving city residents in effective and efficient ways
TAX INCREMENT FINANCING IS BACK
As one of the only law firms in the state to successfully form an Infrastructure Financing District Kronick is your ldquogo tordquo law firm for navigating this new economic development tool From infrastructure and transit to brownfield restoration and affordable housing cities can count on our specific expertise to get their development projects on track and their communities thriving
Seeking to form an IFD Contact
Constantine Baranoff Jon Cristy and
Jeff Mitchell at 9163214500 and visit us
online at wwwkmtgcom
Western City November 2014wwwwesterncitycom 9
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
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The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
Norman Coppinger is director of administrative services for the League and can be reached at ncoppingercacitiesorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agenciesby Norman Coppinger
A program such as CalTRUST was new territory in the public investment world at the time Through the diligence of a few dedicated professional and knowledge-able individuals CalTRUST was launched with $50 million from 10 visionary public agencies Eleven years later CalTRUST has more than 110 public agency partici-pants and continues to reach new mile-stones Today CalTRUST has a historical high of $19 billion in assets
Safe Reliable OptionsOrganized as a joint powers authority (JPA) CalTRUST offers short-term medium-term and money market accounts These accounts provide easy safe and reli-able options that allow public agencies to align their investment time horizon meet cash flow needs and reallocate as necessary Each account seeks to attain as high a level of current income as is consistent with preservation of principal by investing only in high-quality fixed-income securities
Leverage is not permitted and all CalTRUST accounts comply with the limits and restrictions placed on local investments by California statutes
Participating public agencies do not need to be a member of the JPA to invest in CalTRUST Through the CalTRUST website public agencies have 24-hour password-protected access to their individual account information The website provides the current value of CalTRUST shares as well as informa-tion regarding the underlying pools of securities in the CalTRUST accounts Month-end statements can be down-loaded directly from the CalTRUST website or an agency can opt to receive printed monthly statements
Fiduciary responsibilities and oversight are carried out by the 11-member Cal-TRUST Board of Trustees composed of local treasurers and investment officers The board selected CalTRUSTrsquos invest-ment adviser through a competitive
continued on page 26
It all started with an idea In 2003 a group of local government
treasurers and finance officers sought a safe investment
vehicle other than the state pool Together they developed the
concept for a new investment pool created and governed by
local officials This idea led the California State Association of
Counties Finance Corporation and League of California Cities
to create the Investment Trust of California commonly known
as CalTRUST
League of California Cities wwwcacitiesorg10
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
Western City November 2014wwwwesterncitycom 11
News From the Institute for Local Government
When the November elections conclude many California cities will welcome a number of new mayors and council members As-suming a leadership role is not an easy task mdash todayrsquos local leaders face myriad challenges From their first day in office onward they will be asked to balance multiple competing priorities with lim-ited resources To assist them the Institute for Local Government (ILG) has developed materials aimed at getting newly elected local officials and staff up to speed on a variety of key topics (at wwwca-ilgorglocal-government-basics-those-new-public-service)
LocaL Government Basics for those new to PuBLic serviceLocal governments provide a variety of essential services to their communities ILG offers local officials and staff numerous articles videos and other resources in the following areas
bull Budgetingandfinance
bull Leadershipskills
bull Makingdecisions
bull Engagingthepublic
bull Mediarelations
bull Workingwithstaff
bull Whenbadthingshappen
bull Landuse
bull Responsibilitiesandpowers
bull Publictrustandtransparency
bull Personnellaborrelationsandpensionsand
bull Healthandhumanservices
featured resources workinG with staffStaff is often one of the most valuable resources available to local elected officials To support newly elected officials making the transition into office ILG has compiled multiple resources on working with staff (at wwwca-ilgorgworking-staff ) This section of the ILG website includes information on the role that local agency staff plays the division of roles between elected officials and staff and video interviews with Jan Perkins of the International CityCounty Management Association (ICMA) on working with staff and the role of the chief executive
In addition to the resources mentioned here this section also contains information on
bull maximizing the success of board-chief executive relations with tips for both parties including communications and evaluationstrategies
bull codes of conduct which can facilitate collaboration and civility between individual members and the elected body as a whole This section includes sample codes of conduct from throughoutCaliforniaand
bull encouraging innovation and smart risk-taking with tips on how governing board members can help create a safe environment for reasonable risk-taking
additionaL resources PuBLic trust and transParencyIn California state and federal laws create a complex set of re-quirements and laws that guide elected officials and agency staff in their service to their communities This section of the website (wwwca-ilgorgpublic-trust-transparency-ethics) offers the following resources
bull ethics Law Principles for Public Servants outlines the typesofissuesandfinancialintereststhatshouldtriggeraconversation with your agency counsel about what the law requiresand
bull The abcs of Open Government Laws provides a plain-language explanation of what local leaders need to know about Californiarsquos transparency laws the Brown Act and the Public Records Act
For more information on ethics and transparency visit wwwca-ilgorgtrust
ILG Welcomes Californiarsquos newly eleCted loCal offiCials
orientation materiaLs for newLy eLected officiaLs Are you a local agency staffer looking to help the new elected officials in your agency In addition to your agencyrsquos own materials (such as policies calendars and staff rosters) ILGrsquos resources can help officials understand and pursue their leadership role Learn more at wwwca-ilgorgorientationmaterials
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
Municipal Financial HealthLeague Provides
League of California Cities12
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
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League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
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Therersquos an Entire Team Behind Every Assignment
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wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
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8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
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ggro
upco
mPublic Sector
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(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
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AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
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EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
The Great Recession revealed fiscal distress that had not been readily apparent in many cities In a few well-known cases cities unable to meet all of their financial obligations entered into Chapter 9 bankruptcy But most cities struggled financially They pursued innovations consolidations and reorganizations with new urgency hoping to realize savings and avoid reducing services Despite these efforts most cities were forced to cut budgets Some managed to garner suf-ficient voter support for tax increases
A moderate economic recovery has followed the Great Recession and local sales tax and property tax revenues mdash although lagging behind changes in the economy mdash are improving in most areas of the state But while resources are no longer declining for a majority of California cities neither are they back to the levels of 10 years ago Moreover citiesrsquo financial struggles were not simply the result of revenue impacts expenses continue to escalate dramatically
especially in pensions retiree health care and public works infrastructure
Heeding the frightening tales of neigh-boring cities local officials asked them-selves how are we doing Are we ignoring something at our peril How can we be more certain of our cityrsquos financial health Existing methods of evaluating a cityrsquos fiscal health included diagnostic tools proffered by consultants professional associations and academic texts as well as checklists routinely generated in some states But city officials wondered would these have helped Vallejo or Stockton when those cities were en route to bank-ruptcy If not then what are the most relevant elements of such tools Keeping in mind the unique aspects of California municipal finance and recent budgetary travails of California cities what other questions and indices should be addressed to truly grasp a municipalityrsquos tendency toward fiscal insolvency now and in the near future
Michael Coleman is fiscal policy adviser to the League and the California Society of Municipal Finance Officers principal of Coleman Advisory Services and creator of wwwCaliforniaCityFinancecom He can be reached at colemanmuniwestcom
Developing the Needed Tool
For the past two years the League has been developing just such a financial diagnostic tool The project began at the urging of League Past Presidents Ron Loveridge and Ron Bates With the help of experienced finance professionals who have seen firsthand the ingredients of financial failure as well as success and in conjunction with a review of other similar tools the Leaguersquos team developed tested and refined a tool to bring a local agencyrsquos financial condition more clearly into focus Hundreds of local financial managers have reviewed and been trained on the tool offering valuable feedback while they gain insight into their agencyrsquos situation
The tool includes a 13-point report card that grades the near-term financial health of a cityrsquos General Fund and other opera-tions Each indicator receives either a green light (healthy) yellow light (caution) or red light (warning) Completing the tool helps a city identify areas of fiscal concern that should be addressed to avert fiscal crisis
Diagnostic ToolMunicipal Financial Health
by Michael Coleman
continued
Western City November 2014wwwwesterncitycom 13
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
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Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
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8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
projections from the cityrsquos five-year forecast Applying these figures they completed the formulas that are the foun-dation of the 13 indicators in the tool Based on these results they determined ratings for each indicator
League Provides Municipal Financial Health Diagnostic Tool continued
The City of Lafayette was the first municipality to use the California Mu-nicipal Financial Health Diagnostic Tool and publicize the results Lafayette City Manager Steve Falk heard about the tool at a League conference and assigned staff to implement it
Staff began using a beta version of the Leaguersquos diagnostic tool in early 2014 to evaluate the cityrsquos financial condition They reviewed Lafayettersquos financial and budgetary records and operating agree-ments and used the detailed revenue cash flow fund balance and expenditure
The California Municipal Financial Health Diagnostic Financial Distress Checklist
Measures 1 Does the city have recurring General Fund operating deficits
2 Are General Fund reserves decreasing over multiple consecutive years
3 Are General Fund current liabilities (including short-term debt and accounts payable within 60 days) increasing Are cash and short-term investments decreasing
4 Are General Fund fixed costs salaries and benefits increasing over multiple years at a rate faster than recurring revenue growth
5 Is the General Fund subsidizing other enterprises or special funds
Practices and Conditions
6 Is the city councilrsquos authority to make changes constrained by charter contract or law (for example binding arbitration minimum spending minimum staffing or compensation formulas etc)
7 Has the General Fund budget been balanced repeatedly with reserves selling assets andor deferring asset maintenance
8 Has the General Fund budget been balanced repeatedly with short-term borrowing internal borrowing or transfers from special funds
9 Have General Fund pension liabilities post-employment or other non-salary benefits been repeatedly deferred or have costs not been determined disclosed or actuarially funded
10 Have General Fund debt service payments been ldquobackloadedrdquo into future years
11 Are ongoing General Fund operating costs being funded with temporary development revenues
12 Are financial reports (such as the comprehensive annual financial report annual audit and State Controllerrsquos Financial Transactions Report) completed and filed late
13 Are public service levels far below standards needed in the community
League of California Cities wwwcacitiesorg14
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
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US Communities is the leading cooperative purchasing program for a reason
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League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
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Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
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SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
Expenses continue to escalate dramatically
especially in pensions retiree health care
and public works infrastructure
In June 2014 staff presented the results to the city council with a narrative report explaining and evaluating the results Lafayette scored ldquohealthyrdquo for 11 of the 13 indicators ldquoThe city is doing well with green lights on 11 of the 13 indicators and yellow lights on the remaining twordquo City Manager Falk explains ldquoThose two areas of concern mdash lsquoThe city has recurring General Fund operating deficitsrsquo and lsquoGeneral Fund reserves are decreasing over multiple consecutive yearsrsquo mdash show up because the council decided as a policy matter to move over a two-year period $3 million from its extra-large reserve into the road repair program Doing so now will save money in the future and it still leaves the city with a $6 million reserve equal to 50 percent of the annual General Fund budget mdash way above the recommended 5 to 15 percent reserve recommended by the Government Finance Officers Associationrdquo
Itrsquos worth noting that Lafayette has some financial advantages that most other California local agencies do not In addi-tion to its ability to maintain reserves well above best practices recommendations the city provides retirement programs that do not include defined benefit plans
Conclusion
Californiarsquos economy is improving even in the Central Valley and inland areas where the recovery has been slowest and local rev-enues are picking up But fiscal challenges
remain especially in the area of escalating costs More cities are heading into financial peril The better city officials can see these problems coming and understand where they are coming from the better they will be able to manage them and avoid financial distress ldquoWhat you donrsquot know can hurt yourdquo says League Past President Ron Bates ldquoAnd what you try to ignore will likely only get worse and more difficult to deal withrdquo The diagnostic tool can be found at httpcaliforniacityfinancecomindexphpMANAGING
To learn how we can help you visit wwwlcwlegalcom
CalPublicAgencyLaborEmploymentBlogcom | LCWLegal
Proudly representing Californiarsquos municipalities for nearly 35 years in all areas of
Employment Law Litigation Labor Relations Public Safety Retirement Wage amp Hour and Preventative Training
ldquoYour time in public service may well be one of the most interesting and challenging times of your liferdquo -Donald Rumsfeld
You serve others and LCW is honored to serve you
Western City November 2014wwwwesterncitycom 15
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
bull Lowest Price Commitment
bull Transparency Protecting Public Agency Interests
The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
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Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
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Walnut Creek(925) 977-6950
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(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
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(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
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For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
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The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
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Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
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675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
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Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
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Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
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Western City November 2014wwwwesterncitycom 29
Like most working professionals when Irsquom introduced to someone new at a com-munity event or social gathering Irsquom often asked ldquoWhat do you dordquo When I tell them ldquoIrsquom a city clerkrdquo I usually get a blank stare followed by a brief awk-ward pause in the conversation Thatrsquos when I realize that my new acquaintance has no idea what a city clerk is or does In fact most people mdash unless they are very active in local government mdash donrsquot understand the city clerkrsquos role Even though the city clerkrsquos profession is one of the oldest in local government elected and appointed leaders may not fully un-derstand its importance This may be in part because clerks typically work behind the scenes and generally prefer to stay out of the limelight
The clerkrsquos profession took a hit earlier in 2014 after a Northern California city received some negative media coverage about an elected city clerk who failed to meet the statutory requirement to produce council meeting minutes Numerous articles appeared in the local press and uninformed opinions were expressed in blogs about it This incident suggested a need for more public education about the role of the clerk In a discussion of the situation with my friend and colleague Berkeley City Clerk Mark Numainville he offered this football analogy ldquoYou never notice the snapper and the holder for a field goal when they do their job well but you sure notice it when they do their job poorlyrdquo
Defining the RoleAs an active member of the City Clerks Association of California (CCAC) and
a technical trainer for clerks I work with other clerks in the state to facilitate CCACrsquos mission which is to promote the city clerkrsquos profession through education support and communication In response to the media attention given to the city clerk who didnrsquot produce council meeting minutes and to set the record straight I wrote an article for the CCAC monthly publication the Official Word This excerpt documents the clerkrsquos responsibility to produce minutes
As municipal clerks we are bound by a professional code of ethics which includes tenets to be neutral and impartial and to record that which is true It has been suggested that the act of recording and preparing minutes is no longer needed or is too expensive given other demands on local govern-ment especially in light of todayrsquos technology which includes online access to agendas and video archives The California Government Code requires 1) that the ldquocouncil shall cause the clerk to keep a correct record of its proceedingsrdquo (Govrsquot Code Section 36814)and2)thattheldquoclerkshallkeep an accurate record of the proceed-ings of the legislative bodyrdquo (Govrsquot Code Section 40801) Even though many agencies are using webpages to post meeting agendas and host video archiving this technology does not eliminate the statutory requirement for cities to produce an agenda and post it pursuant to the Brown Act nor does it eliminate the state law mandate that formal written minutes be prepared to accurately record the actions of the legislative bodies
by Lee Price
The Balanced Triangleand the City Clerkrsquos Role in Local Government
Lee Price is certified as a master municipal clerk (MMC) She retired as the San Jose city clerk in 2010 Price now serves as a special adviser with Management Partners provides municipal clerk training and consulting services and is a member of the Institute for Local Government Public Engagement Panel of Advisors She can be reached at flpricegmailcom
continued on page 24
League of California Cities wwwcacitiesorg16
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
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bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
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J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
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Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
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8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
In the mid-2000s things were looking up for the City of Vallejo a community of more than 115000 residents from diverse backgrounds located northeast of the San Francisco Bay Area The city was enjoying a decade-long economic recovery following the 1996 decommis-sioning of Mare Island a large naval base that had long been a mainstay of the local economy Vallejorsquos proximity to San Francisco and the state capital positioned it as a prime destination for drivers of the new economy
Vallejorsquos Participatory Budgeting
Builds Public Involvement Generates Results
However city-funded services were fiscally unsustainable The confluence of the Great Recession and rising liabilities forced Vallejo to declare Chapter 9 bankruptcy in 2008 resulting in a drastic reduction in city services and programs Vallejorsquos im-age suffered alongside its credit rating and residentsrsquo frustration with their govern-ment became the new norm
Even as Vallejo emerged from bankruptcy in 2011 the city continued to face public distrust due to a lack of transparency
accountability and resident involvement In an effort to restore city revenues and services in November 2011 Vallejo voters narrowly passed Measure B a 1 percent sales tax increase to restore and enhance services Then a city council member proposed something audacious inviting residents to help decide how to spend 30 percent of the first 15 monthsrsquo worth of tax revenue approximately $32 million In response the city council established the citywide Participatory Budgeting (PB) program on April 17 2012
above City of Vallejo Dept of Public Works personnel make repairs on a residential street as a result of the resident-developed and voter-approved Street Repair project below Participatory Budgeting Steering Committee Chair Joey Lake speaks to local media about the process at a community event
The City of Vallejo won the 2014 Helen Putnam Award for Excellence in the category of Enhancing Public Trust Ethics amp Community Involvement For more about the award program visit wwwhelenputnamorg
continued
Western City November 2014wwwwesterncitycom 17
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
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The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
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League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
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mplannin
ggro
upco
mPublic Sector
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Classification amp Compensation StudiesStaff and Executive Recruitment
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(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
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EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
PB enabled residents to work with city government to help make budget deci-sions by involving them in a unique and innovative method of managing public budgets Community participant Patricia Kutza says that she and her fellow vol-unteers got a taste of ldquothe challenges city departments face with limited funds and high expectationsrdquo PB also offered an op-portunity to empower residents rebuild trust after the strain of the bankruptcy and build productive partnerships among residents and city staff working toward a common goal of improving the cityrsquos quality of life
Getting the Program Off the Ground
The PB Steering Committee appointed by the city council and composed of representatives from diverse local civic organizations ensured the process would reflect the cityrsquos diversity needs and inter-ests The steering committee along with
continued on page 21
above At a public meeting Vallejo residents discuss their priorities and ideas on how to spend tax dollars for public benefit left Volunteer budget delegates sift through the 800-plus ideas submitted by residents and determine how to develop ideas into proposals for a ballot
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
A technician installs a camera at the Ferry Terminal The resident-developed and voter-approved Public Safety Cam-era Repair project was created through the Participatory Budgeting program
Communicate on Point
Persist through challenge
Persuade with Integrity
Commit to Excellence
wwwmeyersnavecom8004643559
A law firm dedicated to good governance since 1986
League of California Cities wwwcacitiesorg18
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
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bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
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League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
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mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
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AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
J O B O P P O R T U N I T I E S
Display AdvertisingCall Pam Maxwell-Blodgett at (800) 262-1801 to place a display (boxed) ad or for rate and deadline information or email admanagerwesterncitycom
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 awayTo post your job opportunity ad on our automated website visit wwwwesterncitycom or contact Kim Brady Western Cityrsquos administrative assistant email kbradycacitiesorg phone (916) 658-8223
Western City magazinersquos
job opportunity section is
the source for job seekers
looking for positions in
local government When
you place a job opportu-
nity ad in Western City
magazine it will be
posted at no additional
charge on our website
For rates and deadlines
visit wwwwesterncity
com and click on the
Advertise link
BUDGET-FRIENDLYContract StaffingFinance amp Accounting
rsaquorsaquo Closing the Booksrsaquorsaquo Temp Staff for Financial System Conversionsrsaquorsaquo Temporary Staffing amp Interim Placementrsaquorsaquo All City Departments Served
Call Us Toll Free 1-866-406-MUNI (6864)wwwmunitempscom
ldquoAccountingFinance staff by Mondayrdquo
Serving all Cities in California
Watch for these Upcoming Opportunitiesbull CityofCotatiCaliforniaCityManager
bull CityofCotatiCaliforniaAdministrativeServicesDirector
bull CityofFremontCaliforniaCityEngineer
bull CityofKlamathFallsOregonPoliceChief
bull CityofGardenGroveCaliforniaFireChief
bull ContraCostaCountyCaliforniaAnimalServicesDirector
For more information and filing deadlines please contact BobMurrayandAssociates 1677 Eureka Road Suite 202 Roseville CA 95661 Phone (916) 784-9080 Fax (916) 784-1985 E-mail applybobmurrayassoccom
wwwbobmur rayas soc com
DEPUTY DIRECTOR OF ENGINEERING SERVICES$113369 ndash $138152 annually plus excellent benefit package
City of Commerce is a vibrant industrial city in the heart of Los Angeles County incorporated in 1960 with a residential population of approximately 13000
The Deputy Director of Engineering Services manages daily operations of the Engineering Services Division
Bachelorrsquos Degree in Civil Engineering or Construction Management and five yearsrsquo experience in a senior level management position with focus in Engineering Services construction projects and project management
Submit application by 600 pm November 20 2014 Applications available on-line or by contacting the City at (323) 887-4417
wwwcicommercecaus EOE
Western City November 2014wwwwesterncitycom 19
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
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bull Dedicated Public Agency Resources to Identify Solutions and Provide Support
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The League of California Cities is an exclusive sponsor
of US Communities
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wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
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bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
Photoart credits
Cover Feng YuShutterstockcom
Page 3 Digital StormShutterstockcom
Page 6 Digital StormShutterstockcom
Page 7 LdprodShutterstockcom
Page 10 SacuraShutterstockcom
Page 11 MarekuliaszShutterstockcom
Pages 12 13 Amnarj TanongrattanaShutterstockcom
Page 15 OorkaShutterstockcom
Page 16 ChameleonsEyeShutterstockcom back-
ground MelamoryShutterstockcom
Pages 17 18 22 23 Courtesy of the City of Vallejo and
the League of California Cities background Amgun
Shutterstockcom
Page 26 SacuraShutterstockcom
J O B O P P O R T U N I T I E S
General ManagerCordillera COCordillera is a luxury gated community in Colorado with over 7000 acres nestled in the beautiful Vail Valley Cordillera offers five unique neighborhoods wrapping around four championship golf courses and all enjoying spectacular mountain views The Metropolitan District provides road maintenance landscaping snow plowing and removal community building maintenance trails and ponds management healthy forest management and wildlife management The Property Owners Association manages many functions for the homeowners including marketing communications homeowner events and operation of the Post Office as well as oversight of all the recreation facilities of the community With over 50 staff and operating budgets totaling roughly $7 million the General Manager reports to both Board Presidents Bachelorrsquos degree required Masterrsquos degree preferred
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information A detailed brochure is available at wwwpeckhamandmckenneycom
Filing deadline will be early December 2014
Located in the center of San Diego County Poway is known for being one of the most family-friendly and safest cities in California The City offers an incredible quality of life for its nearly 50000
residents who enjoy the atmosphere of a ldquoCity in the Countryrdquo which is amplified by the feel of a traditional American hometown The Public Works Department encompasses the Utilities Maintenance and Operations Maintenance Operations and Environmental Program divisions and is supported by 81 full-time staff
The ideal candidate will be an empowering leader known for developing and maintaining strong teams Heshe will have a history of championing high standards and producing top quality work that ensures exceptional service and results for a community At least ten (10) years of increasingly responsible professional public works operations and maintenance experience which include five (5) years of supervisory management experience along with a Bachelorrsquos degree or equivalent are required
Salary range $137694 to $167358 Salary is supplemented by a competitive benefits package This recruitment will close at midnight on Sunday November 23 2014 For detailed recruitment brochure and to apply online visit wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Poway CA
Saving with US Communities is fast easy and free
Experience theUS Communities
Difference
US Communities is the leading cooperative purchasing program for a reason
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The League of California Cities is an exclusive sponsor
of US Communities
Register Today at
wwwuscommunitiesorg
League of California Cities wwwcacitiesorg20
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
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Therersquos an Entire Team Behind Every Assignment
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wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
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Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
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Classification amp Compensation StudiesStaff and Executive Recruitment
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(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
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(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
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915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
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675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
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EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
J O B O P P O R T U N I T I E S
city staff and consultants outlined three goals for Vallejorsquos PB process
1 Improve the City of Vallejo
2 Engage the community and
3 Transform democracy
John De La Torre a steering committee member noted early on that PB would create a ldquofundamental change in how the community and city work togetherrdquo
The PB process comprised five phases that involved budget assemblies budget delegates project expos voting and funding and implementation
Budget Assemblies (November through December 2012) mdash The city convened nine budget assemblies held in locations throughout the city where residents conversed in small groups to generate public project ideas To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted entirely in Spanish A website also provided a way for residents to submit project ideas online complementing the assemblies
Budget Delegates (January through March 2013) mdash Residents who vol-unteered to serve as budget delegates on one of eight committees were responsible for screening project ideas for eligibility prioritizing ideas based on public benefit and needs and developing those ideas into detailed proposals for a public vote Two additional committees composed of youth and Spanish-speakers helped reduce language and age barriers
Project Expos (April 2013) mdash Three Project Expos provided an opportunity for the community to learn about proposals developed by budget delegates that would appear on the PB ballot Project proposals were displayed in a science fair format
Voting (May 2013) mdash The PB ballot listed 33 projects and each resident could vote for up to six projects Voting took place over eight days in various locations including supermarkets places of wor-ship schools and Vallejo City Hall Any Vallejo resident age 16 or older could vote in the PB election
continued
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued from page 18
The Participatory Budgeting process offered new ways for people to have a voice in community
issues affecting the local quality of life
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Engineering Manager United Water Conservation District CAHeadquartered in Santa Paula California United Water Conservation District (United) encompasses 214000 acres of the Santa Clara River Valley and the Oxnard Plain United is now seeking an Engineering Manager Reporting to the Deputy General Manager and leading a staff of three Professional Engineers the Engineering Manager is responsible for strategic planning and analysis regarding the Districtrsquos existing and future capital assets and for providing day-to-day direction and oversight of the Districtrsquos engineering activities and functions in order to ensure cost-effective reliable and sustainable projects and operations Candidates must possess at least ten years of progressively responsible experience in civil engineering including five years in a supervisory capacity with substantial exposure to water systems and a BS degree in Civil Engineering or a closely related field (MS preferred) Registration as a Professional Engineer in the State of California is required for consideration as a candidate possession of a valid California Class C Driverrsquos License is required upon hire The current salary range for the Engineering Manager is $11546080-$14037920 placement within the range is DOQ Interested individuals may apply online at wwwbobmurrayassoccom Please contact Fred Freeman at (916) 784-9080 should you have any questions Brochure availableClosing date November 14 2014
Development Services DirectorCity of Murrieta
Deputy Director of Finance amp Administrative Services Assistant Director of Public WorksCity Engineer
City of Daly City
Visit the TBampCo website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
New opportunities
Western City November 2014wwwwesterncitycom 21
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
J O B O P P O R T U N I T I E S
Funding and Implementation (June 2013 onward) mdash The Vallejo City Council approved the top vote-winning projects which totaled $328 million
This timeline changed slightly for the second PB cycle The 2014 vote for projects totaling $24 million took place in early October
Reaching the Community
The cityrsquos first PB cycle engaged more than 5000 residents and generated over 800 project ideas More than 11 percent of residents attending assemblies were over 18 years of age but not registered to vote suggesting that PB engaged residents typically not involved in civic affairs African-Americans Hispanics and residents younger than 35 who partici-pated in the assemblies were less likely to have previously interacted with their local government officials The PB process offered new ways for people to have a voice in community issues affecting the local quality of life Youth voters
below Volunteers register Participatory Bud-geting program voters and provide a ballot listing proposed projects right The Dept of Public Works installs a new street light as a result of the resident-developed and voter-approved Light Up Vallejo project
Vallejorsquos Participatory Budgeting Builds Public Involvement Generates Results continued
To encourage broad representation of Vallejorsquos residents child care was provided at several meetings and one assembly was conducted
entirely in Spanish
PLANNING DIRECTOR CITY OF MALIBU CAThe City of Malibu (population 12700) is a coastal beach community consisting primarily of residential development The City is seeking a highly motivated Planning Director with an extensive background in planning principles and practices including local coastal planning to oversee the Planning Department including administering current and long
range planning activities serving as project manager for complex development applications administering complex and sensitive
activities in such areas as zoning redevelopment housing and advanced planning
Candidates must possess a Bachelorrsquos degree with major coursework in urban planning community development business or public
administration or a related field and 5 years of responsible professional urban planning experience including supervision Possession of a Masterrsquos degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable Salary $124440 ndash $161 772 annually plus excellent benefits Apply online at wwwmalibucityorgjobs
Final filing date November 14 2014 at 400 PM EOE
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Police Chief City of Benicia CAThe City of Benicia a San Francisco Bay waterfront city of 29000 is nestled on the east bay shoreline in the southeast Solano County The City is known for its small town charm and quality of life Benicia is now seeking a Police Chief to lead a full service department that operates with a contemporary policing philosophy The City is seeking a forward-thinking and visionary individual with strong leadership and management skills Candidates must possess a minimum of three years command level managerial experience in a local government law enforcement agency (or equivalent) and at least ten years in law enforcement work A Baccalaureate degree in an appropriately related field is required A Graduate degree and graduation from FBI andor Command College is highly preferred All candidates must possess or be able to obtain within two years of appointment POST Advanced and Management certifications as well as a valid California Operators License The salary range for the Police Chief is $132768-$161388 annually DOQ If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Regan Williams at (916) 784-9080 with questionsThis position is open until filled
League of California Cities wwwcacitiesorg22
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
J O B O P P O R T U N I T I E S
(16 to 17 years of age) accounted for 18 percent of the total votes cast The PB voting phase turned out 34 percent of the total population a higher percentage than other PB processes conducted in Chicago (13 percent) and New York (19 percent)
The city council approved 12 projects that provide funding and support for capital improvements programs and services including street repairs parks improvements public safety cameras community gardens small business grants and college scholarships
Programrsquos Impact Is Far-Reaching
PB is about building community capacity and social capital Vallejo residents who participated in PB reported that their cir-cles of acquaintances grew and they were more likely to cooperate with neighbors to take on community issues PB has become a catalyst for Vallejorsquos transformation and residents have a restored sense of pride
Ultimately PB is not about the dollar amount or even the finished projects Vol-unteer budget delegate Kim Thomas says ldquoWhen I saw how many people were ac-tively engaging in the community I realized it was worth far more than whatever we end up spending the $3 million on Genuine community engagement is pricelessrdquo
Contact Joanna Altman administrative analyst Office of the City Manager phone (707) 648-4362 email jaltmancivallejocaus
An emerging gem in Northern California the City of Rancho Cordova offers an incomparable opportunity to help guide the future of a growing diverse community with unlimited potential With 10 miles of beautiful
American River parkway Rancho Cordova sits adjacent to Sacramento and is less than 100 miles from San Francisco Napa Valley and Lake Tahoe Incorporated in 2003 with a current population of 67000 the City is the 2nd largest job base in the region with 55000 jobs The City has projected growth to nearly 180000 and is seeking a visionary planning professional to help design a vibrant and sustainable future for one of the nationrsquos youngest dynamic municipalities
The ideal candidate will be well-versed in all aspects of contemporary planning and possess a reputation for being innovative and progressive Superior leadership management and communication skills will be expected Experience serving growing communities and areas with redevelopment as well as a combination of public and private sector experience will be considered favorably Seven (7) years of increasingly responsible relevant experience and a Bachelorrsquos degree are required
Base salary up to $168293 plus potential for annual performance bonus Salary is supplemented by attractive benefits package which includes CalPERS 27 55 for Classic members This recruitment closes Sunday November 16 2014 Check the TBC website for the latest information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Community Development DirectorCity of Rancho Cordova CA
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Chief Operating Officer Oakland Housing Authority CAThe Oakland Housing Authority (OHA) is the largest owner of rental housing in the City of Oakland providing homes to more than 16500 families and individuals while supporting healthy communities in neighborhoods all across the City The OHA is now seeking a Chief Operating Officer to assist in developing and cascading the OHArsquos strategy mission culture and vision A candidate with significant experience in the management of public housing programs Section 8 programs and resident and community services as well as experience in capital improvement projects is particularly desirable Extensive knowledge of housing authority administration including budget development policy procurement regulations and a willingness to work collaboratively to effect change and improvement in those areas is absolutely essential A Bachelorrsquos degree in Business Political Science Finance Urban Planning Economics Public Administration or a related field is required A Masterrsquos degree is preferred Candidates must possess at least seven years industry experience with five years at an executive level in housing community development real estate or a related industry The salary for the Chief Operating Officer is open and dependent upon qualifications Apply online at wwwbobmurrayassoccom Contact Valerie Phillips at (916) 784-9080 should you have any questions Position is open until filled
Western City November 2014wwwwesterncitycom 23
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
J O B O P P O R T U N I T I E S
Of course preparing minutes is not the city clerkrsquos only duty Numerous others are mandated by state law a cityrsquos charter andor other policies Conducting municipal elections complying with the Political Reform Act the Brown Act and the California Public Records Act as well as managing a variety of other ceremonial and official functions are a few of the city clerkrsquos typical responsibilities
The Public Policy TriangleBuena Park City Clerk Shalice Tilton MMC provides public policy training in Orange County In her sessions she illustrates the importance of the city clerkrsquos role with the Public Policy Triangle (see graphic below)
In a municipality where the city council city clerk city manager and city attorney understand and respect each otherrsquos roles and share in the obligation to maintain this balance successful public service is achieved The clerkrsquos role is to ensure proper process and open transparent gov-ernment As professional managers clerks are uniquely qualified to do just that
PolICy
PRodUCT PRoCESS
City Council Policy
Establishes vision and direction for the communityrsquos future
City Manager Product
Provides services to the taxpayer that taxpayers cannot (or will not) provide for themselves
City Clerk Process
Ensures that the decision-making process
bull Is transparent to the public
bull Complies with federal state and local regulations and
bull Is properly recorded
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 16
City clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure compliance with the California Public Records Act
Planning Bureau ManagerDepartment of Development ServicesCity of Long Beach CABoasting amenities few cities can offer Long Beach blends big city convenience with the friendly relaxed atmosphere of an ocean-side community With a diverse population of nearly 470000 Long Beach provides exciting development opportunities to entice exceptional planning career professionals Within Long Beach Development Services the Planning Bureau Manager oversees a staff of 20 FTErsquos and a $45 million budget in the divisions of Advance Planning and Current Planning The ideal candidate brings proven leadership and management skills as well as hands-on technical planning and zoning knowledge coastal zoning and Coastal Commission experience is highly desired A Bachelorrsquos degree in planning or a related field and seven years experience are required Masterrsquos degree is preferred Salary range and appointment is DOQ
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two
business days Call Bobbi Peckham
at (866) 912-1919 for more information
A detailed brochure is available at
wwwpeckhamandmckenneycom
Filing deadline November 24 2014
Home to a population of 29431 on the San Francisco Peninsula the City of Los Altos is a premier residential community in the Silicon Valley Los Altos is known for its distinctive community oriented
character that is influenced by the Bay Arearsquos desirable cultural recreational and business attractions The Public Works Department is supported by 38 full-time staff and is organized among three divisions ndash Engineering Transportation and Maintenance Los Altos has a robust CIP currently consisting of 46 active projects
An enthusiastic leader who is well-versed in all aspects of Pubic Works the ideal candidate will also be an exceptional people and project manager who thrives in a small collaborative team setting Heshe must exhibit outstanding interpersonal skills along with the ability to communicate effectively Seven (7) years of increasingly responsible public works experience which include a minimum of five (5) years of management experience and a Bachelorrsquos degree are required Registration as a Civil Engineer and a Masterrsquos degree are desirable
Salary range $96720 - $182700 Salary is supplemented by attractive benefits package This recruitment closes Sunday November 16 2014 Check the TBC website for detailed information
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Public Works DirectorCity of Los Altos CA
League of California Cities wwwcacitiesorg24
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
J O B O P P O R T U N I T I E S
Attention to Detail Amy Holt and Abraham David Benavides wrote about the city clerk-city manager relationship in an article titled ldquoThe Top Five Things to Know About the Mu-nicipal Clerk Positionrdquo published in the International CityCounty Management Associationrsquos PM Magazine
Clerks are selected for their attention to detail as well as their ability to be forward-thinking and to anticipate problems A strong positive profes-sional relationship between the clerk and the manager is important for effectiveservicedeliverytoresidents
Clerks are knowledgeable professionals and public servants who wear many hats and switch gears constantly City councils city managers and city attorneys rely on the clerk not only to ensure transparency but also to comply with a multitude of laws and regula-tions and deal with numerous processes
Acknowledging a Job Well DoneVallejo City Manager Daniel Keen offers some observations about the clerkrsquos role based on his experience working with Vallejo City Clerk Dawn Abrahamson MMC ldquoHaving a professional city clerk like Dawn is so important these daysrdquo says Keen ldquoWhether she is dealing with the intricacies of election laws conflict-of-interest reporting or public records therersquos no substitute for the knowledge that a great city clerk like Dawn provides to the public and staff We live in an age when the public demands much higher levels of transparency and access to city records and Dawn has helped restore the faith of our community in its local government Her willingness to assist our residents has also instilled greater confi-dence in the cityrdquo
There is no greater compliment than an elected officialrsquos expression of apprecia-tion for a job well done by the city clerk The Rancho Cordova City Council nominated City Clerk Mindy Cuppy MMC as City Clerk of the Year for 2014 and then-CCAC President Nanci Lima presented her with the title in April In his letter nominating Cuppy
Mayor Dan Skoglund referred to her as a ldquorelationship builder and super clerkrdquo and described her leadership abilities various achievements and many contributions to the City of Rancho Cordova Several city
clerks were nominated for this honor by their city managers or city councils who noted the nomineesrsquo hard work dedica-tion professionalism and the ability to ldquogo above and beyondrdquo
continued on page 27
Mariposa County CAMariposa County with a population of nearly 18250 is located roughly in the center of California and on the western slope of the Sierra Nevada Mountains The County has an area of 931200 acres of which nearly half are publicly owned and occupied by Yosemite National Park the Bureau of Land Management and the Sierra and Stanislaus National Forests As you can imagine with Yosemite in your backyard the scenery is incredible and the climate of Mariposa County is varied and ranges from warm dry summers and mild winters in the foothills to mild summers and snowy winters in the higher elevations
There are no incorporated cities in Mariposa County (and no permanent traffic lights) and the community of Mariposa serves as the county seat The County has over 400 employees and a total budget of nearly $100 million and is governed by a 5-member Board of Supervisors elected by district on a non-partisan basis The following four opportunities are all appointed positions reporting directly to the Board of Supervisors
County Administrative Officer Salary $138000The CAO serves both the legislative and executive functions of the Board by providing research information and recommendations and by administering and guiding County departments in matters that are the responsibility of the Board in particular the budget Bachelorrsquos degree required Masterrsquos preferred
County Health Officer Salary $150000 ndash 80 Perm PtFtRequires a blend of clinical and administrative duties in directing the programs and activities of the Public Health Department including air pollution and environmental health issues Graduation from an accredited medical school with an MD degreelicense to practice medicine in the State of California required
Human Resources DirectorRisk Manager Salary $86945The Director leads the department in providing an array of human resources services such as recruitment class and comp analysis labor relations and negotiations personnel policies legal compliance as well as risk management functions and advising the Board Bachelorrsquos degree required Masterrsquos preferred
Director Of Public Works Salary $123584The Public Works department is comprised of AdministrationFiscal Airport Engineering Parks amp Recreation Fleet Maintenance Facilities Maintenance Solid Waste and Road Maintenance and is a large department with nearly 80 employees Bachelorrsquos degree required Civil Engineer license in California preferred
Closing deadlines in late November and mid-December 2014 Visit wwwpeckhamandmckenneycom for Position Profiles on each opportunity
Please send your cover letter and resume electronically to
Peckham amp McKenneyapplypeckhamandmckenneycom
Resumes acknowledged within two business days Call Phil McKenney at (866) 912-1919 for more information
Western City November 2014wwwwesterncitycom 25
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
RFP process Following the investment policy direction established by the board the investment adviserrsquos three primary objectives are to
1 Safeguard the principal
2 Meet the liquidity needs of the participants and
3 Maximize the yield in a manner con-sistent with the first two objectives
Whether or not a public agency has an in-house professional investment staff CalTRUST meets the investment needs of large and small public agencies alike John Colville chief investment officer for the City of Sacramento and a CalTRUST board member relies on CalTRUST as an important tool in man-aging the cityrsquos investment portfolio
ldquoCalTRUST allows me to be extremely flexible in managing the cityrsquos investable cashrdquo says Colville ldquoThe money market provides me daily liquidity to meet city liabilities while the short- and medium-term portfolios give me diversification options in which I can add duration and yield that the Local Agency Investment Fund (LAIF) just does not offer Having the cityrsquos money managed by CalTRUSTrsquos experienced investment adviser gives my investment board confidence that the cityrsquos money is being carefully investedrdquo
Similarly Larkspur City Manager Daniel Schwarz indicates that for smaller cities CalTRUST ldquohas proved to be a safe and reliable means for an agency with limited staff and time to yield higher returns than LAIF while preserving the liquidity necessary to manage cash flowrdquo
For More InformationCo-sponsored by the League California State Association of Counties and California Special Districts Association CalTRUSTrsquos investment performance meets or exceeds comparable invest-ments Before investing funds in any program a thorough review of the program and its Information Statement should be undertaken For portfolio information and to learn how to join CalTRUST call (888) 422-8778 or visit wwwcaltrustorg
CalTRUST Offers a Safe Convenient Investment Pool for Local Agencies continued from page 10
Participating public agencies do not need
to be a member of the JPA to invest
in CalTRUST
phone 916bull784bull9080fax 916bull784bull1985
wwwbobmurrayassoccom
Fire Chief City of Marina CAThe City of Marina CA (population 20000) is located on the Monterey Peninsula along the Central California coast minutes away from the world-renowned Monterey Bay Aquarium Marina is now seeking a Fire Chief to oversee thirteen sworn personnel and one non-sworn support staff member The Fire Department provides an all-risk emergency response service to Marinarsquos residents as well as significant commuter and visitor populations within the Cityrsquos ten square miles Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying a typical candidate will possess six years of increasingly responsible fire suppression experience including two year of administrative and supervisory responsibility and a Bachelorrsquos Degree in Fire Science Public Administration Business Administration or a related field Candidates must possess or be able to obtain an appropriate California Driverrsquos License a Hazardous Materials On Scene Commander Certificate and a valid California State Chief Office Certificate The annual salary for the Fire Chiefrsquos position is open up to $145008 the selected candidatersquos salary will be dependent upon qualifications If you are interested in this outstanding opportunity please apply online at wwwbobmurrayassoccom Please contact Bob Murray at (916) 784-9080 should you have any questions Brochure availableClosing date November 21 2014
Is a coastal community on the Pacific coast side five miles south of San Francisco It encompasses 125 square miles population of approximately 39000
Financial Services Manager directs and supervises Finance Division activities participates in City-wide finances performs professional accounting work member of the City Managerrsquos department management team supports departmental policy development and administrative planning
Requires a bachelorrsquos degree and five years of progressively responsible work experience at a professional accounting level including supervisory responsibilities in a public agency or government accounting firm A commitment to excellent customer service and to a cooperative lsquoteamworkrsquo oriented workplace a must The annual salary range $105444 - $121152
THE IDEAL CANDIDATE Will have thorough knowledge of finance operations accounting budget financial management and reporting auditing forecasting supervision project management and purchasing CPA preferred solid understanding of State laws governing the financial administration of municipal government (including GASB ) ordinances and procedures
APPLY httpswwwcaloppsorgprofile_agencycfmid=28 Resumes will be reviewed as submitted through November 28 2014 httpwwwcityofpacificaorg (650) 738-7303
Financial Services ManagerTHE CITY OF PACIFICA CALIFORNIA
J O B O P P O R T U N I T I E S
League of California Cities wwwcacitiesorg26
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
Supporting Transparency and Open GovernmentCity clerks respond to numerous requests for access to public records and work closely with city attorneys to ensure com-pliance with the California Public Records Act In addition as the local elections official a clerk also provides information to the public on candidates and local bal-lot measures Neutrality and impartiality are absolutely key when responding to requests for records or when answering questions about the initiative referendum or recall processes
The city clerkrsquos office is best suited for disseminating information to residents and the media about local elections including measures qualified for the ballot It is especially important that this information be communicated without any appearance of bias or advocacy This is best accomplished when there is a clear understanding of the clerkrsquos role in these critical processes and good communica-tion among core managers and between city hall and local residents
The Balanced Triangle and the City Clerkrsquos Role in Local Government continued from page 25
The clerkrsquos role is to ensure proper process and open transparent government
Known for its outstanding quality of life the Bay Arearsquos City of Pleasanton (pop 72000) is a full-service municipality with 450 regular employees and a longstanding reputation for stable leadership and superior
services The Cityrsquos FY2014-15 total operating budget is $167 million (General Fund $931 million) Due to upcoming retirements Pleasanton will be in the unique position of having two Assistant City Manager vacancies
Ideal candidates will be capable of handling a broad and diverse range of upper management responsibilities A proven ability to work collaboratively and efficiently while being nimble will be considered favorably Exceptional interpersonal and communication skills along with a history of sound critical thinking and decision making will also be expected Current or previous experience as an AssistantDeputy City Manager andor department or division head in a municipality of similar complexity is required A Masterrsquos degree is preferred
The midpoint of the salary range is $163973 ACMs can earn up to $196768 based on years of service and performance Salary is supplemented by an attractive benefits package that includes 27 55 CalPERS for Classic Members This recruitment will close at midnight on Sunday November 23 2014 Detailed recruitment brochure available at wwwtbcrecruitingcom
Teri Black bull 4242963111 Carolyn Seeley bull 9494877606
Assistant City ManagersCity of Pleasanton CA
Secure your access to the publication read by Californiarsquos leadersWestern City is the pre-eminent source featuring California city government
The monthly magazine presents big picture policy issues and trends in a format suited for busy professionals with concise feature articles and in-depth series focused on statewide issues
Subscribe online at wwwWesternCitycom or call us at (916) 658-8223
Western City November 2014wwwwesterncitycom 27
J O B O P P O R T U N I T I E S
William Avery amp Associates IncLabor Relations Executive Search
Human Resources Consulting312 N Santa Cruz Ave Suite A
Los Gatos CA 950304083994424
Fax 4083994423email jobsaveryassocnet
wwwaveryassocnet
Peckham McKenneyampldquoAll About FitrdquoBobbi C Peckham bull Phil McKenney
Roseville CA 8669121919wwwpeckhamandmckenneycom
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
Managing Tomorrowrsquos Resources Today
wwwhfh-consultantscom
HFampHCONSULTANTS LLC
Walnut Creek(925) 977-6950
Irvine(949) 251-8628
Providing Consulting Services to Recycling SolidWaste Water and Wastewater Management
for more than 20 Years
bull Planningbull Procurementbull Management
bull FinancialRatesbull AB939 Compliancebull Litigation Support
Therersquos an Entire Team Behind Every Assignment
bull Executive Recruitmentbull Management Consultingbull Public Safety
wwwRalphAndersencom
9166304900
Executive Recruitment for Senior Level Positions
Norman Roberts Valerie Roberts
PO Box 16692Beverly Hills CA 90209Telephone (818) 783-7752Email robertsrcgmsncomWeb wwwrobertsrcgcom
Looking for budget balancing tools
More than 600 public agencies have chosen PARS
for retirement solutions that help save money
such as
bull OPEB pre-funding trust to reduce liabilities
bull Social Security alternatives for part-timers to save 79
bull Leave conversion plans to reduce large payouts at end
8005406369 x 116 mbarkerparsorg
wwwparsorg
copy2013 Public Agency Retirement Services (PARS) All rights reserved
Headquarters Office400 Oceangate Suite 510
Long Beach CA 90802T (562) 901-0769F (562) 901-3082wwwallianceRCcom
httptwittercomAlliancercfacebookAlliance Resource Consulting LLC
Sherrill UyedaCindy KrebsSyldy Tom
Specializes in Executive Search
P O L I C Y D E S I G N S U S TA I N A B I L I T Y S TA F F I N G
mplannin
ggro
upco
mPublic Sector
Human reSourceS conSulting
Classification amp Compensation StudiesStaff and Executive Recruitment
Organizational AssessmentsPerformance ManagementHR Audits and Compliance
(510) 658-5633wwwKoffAssociatescom
n Koff amp Associates
Solving the Human Resources Puzzle for 30 Years
Municipal Engineering
Building Plan Review
Inspection amp CASp
Staff Augmentation
Construction Management
Fire Prevention Services
Sustainability Programs
Digital Plan Review
Code Enforcement
Planning Services
(888) 794-2016wwwcsgengrcom
San Mateo bull Santa Ana bull Sacramento bull Salinas bull Pleasanton bull Newman
Working in Partnership with Local Communities
This Space For Lease
For advertising informationcall (800) 262-1801
League of California Cities wwwcacitiesorg28
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29
P R O F E S S I O N A L S E R V I C E S D I R E C T O R Y
SPECIALISTS IN CLASSIFICATION JOB EVALUATION
AND COMPENSATION
5663 Balboa Ave 399 San Diego CA 92111-2705
915 L Street C-102 Sacramento CA 95814
Brentwood Village 149 S Barrington Ave 726 Los Angeles CA 90049-2950
1-888-522-7772 bull wwwcompensationconsultingcomOffices in various major cities
The Best Procurement Solutionfor Public Agencies
Co-sponsored by the League of California Cities
wwwuscommunitiesorg
201 SAN ANTONIO Circle Suite 148 MOUNTAIN VIEW CA 94040
6508580507 bull wwwmatrixcgnet
Management and operations studiesFeasibility studiesUser fees and cost allocation
Police bull Fire bull Public Works bull Utilities Parks amp Recreation bull Administration
Planning amp Building
Offices in California Texas Illinois Massachusetts amp Washington
matrixconsu l t i ng g roup
bull Management Leadership amp Organizational Assessments
bull Financial Management Fee Studies amp Fiscal Sustainability
bull Human Resource Management Labor Relations amp Investigations
bull Recreation Parks amp Community Services
bull Police Fire amp Communication System Studies
bull Public Works amp Engineering bull Library Operationsbull Planning Community
amp Economic Developmentbull Project Management
675 Hartz Avenue Suite 300 bull Danville CA 94526866-426-2323 bull wwwmunicipalresourcegroupcom
Providing a Complete Range
of Services to Cities Counties
and Special Districts
Budget Strategies ∙ Service Sharing
Organization Analysis ∙ Performance Management
Process Improvement ∙ Strategic Planning
Executive Recruitment ∙ FacilitationTeam Building
EXPERIENCE TALENT COMMITMENT TO PUBLIC SERVICE
San Jose ∙ Orange County ∙ Cincinnati ∙ 408-437-5400
HELPING LOCAL GOVERNMENT LEADERS
managementpartnerscom
Creating value by delivering innovative and sustainable solutions for inastructure and the environment
wwwrbfcom wwwmbakercorpcom 8004793808
Planning amp Urban DesignEnvironmental ServicesPublic WorksSurveying amp MappingGISCommunity Engineering
Transportation Planning amp EngineeringTraffic Engineering amp Mobility PlanningStructrualWater Resources
Office 4157852025
Fax 4155063401
wwwNHAadvisorscom
4040 Civic Center Drive Suite 200 San Rafael CA 94903
Strategy Innovation Solutions
A D V I S O R SN H AStrategy Innovation Solutions
Public FinancePublic - Private PartnershipsGreen Finance
Contact Allan Creceliusor Sandra Comrie
12707 High Bluff Dr Ste 200San Diego CA 92130
Tel 8582593800fax 8587927465
acreceliusrewardstrategycom
Exceeding clientsrsquo expectations since 1987
Classification | CompensationSpecial Surveys | Performance Management
Providers of Land Use Planning For a Better Community
SPECIALTIESbull Coastal Actbull Local Coastal Program
Amendments amp Revisionsbull Regional and Local Planningbull Feasibility Analysisbull Public Hearing Presentations
PROJECTSbull Municipalbull Commercialbull Marinasbull Agriculturalbull Residentialbull Land Re-Use
wwwschmitzandassociatescom8183383636
Western City November 2014wwwwesterncitycom 29