Western City April 2015

A P R I L 2 0 1 5 | 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 ®

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Property Tax Postponement Program Helps Seniors and Others Remain in Their Homes p.17

The Challenges of Open Data and Privacy Issues p.9

Enthusiasm Plays Central Role in Success of “Live Well Perris” Public Health Program p.11

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CONTENTS 2 Calendar of League Events

3 President’s Message Beyond Books:

Leveraging Resources for Library Programs

By Stephany Aguilar

An International City/County

Management Association report,

Maximize the Potential of Your Public Library: A Report on the In-novative Ways Public Libraries Are Addressing Community Priorities, offers food for thought on the ways

libraries are serving as a new type

of town square and connecting

people with information, services

and each other.

7 City Forum How Libraries

Build Community By Greg Lucas

People build libraries, and libraries

build community. Anyone who

believes libraries are a withered

vestige from sepia-tinted yesteryear

hasn’t been inside their neighbor-

hood branch lately.

9 Legal Notes The Challenges of Open

Data and Privacy Issues

By Barbara J. Parker and Kiran Jain

Cities are at a crossroads. As pub-

lic stewards of information, they

must protect the privacy rights

of residents while providing open

and transparent access to govern-

ment information.

11 California Cities Helen Putnam Award for Excellence

Enthusiasm Plays Central Role in Success of “Live Well Perris” Public Health Program

Live Well Perris demonstrates that

a city doesn’t need a large budget

to implement an effective public

health campaign — just enthusiasm,

energy and a commitment to

serving the community.

12 From City Hall to the Capitol: Making the Transition

Part 2 of 2

Freshman legislators with back-

grounds in local government explain

what they bring to the state Capitol

and describe their districts’ priorities.

17 Property Tax Postponement Program Helps Seniors and People With Disabilities Remain in Their Homes

By Rich Gordon

Under the revised Property Tax

Postponement Program, the state

will provide the financial support

needed for this program to operate

and local property tax revenues

will be protected.

18 Job Opportunities

28 Professional Services Directory

On the Cover: Residents participate

in a free group fitness class as part

of “Live Well Perris.”

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As California’s trusted risk management advisor, SDRMA protects its members from the unexpected by

providing a unique combination of coverage protection programs, world-class risk management consulting and

experienced technical experts. Our goal is to serve as an extension of your staff so our service is seamless to you

and your agency. Visit our website at www.sdrma.org or call us at 800.537.7790 for more information about

our Workers’ Compensation, Property/Liability or Health Benefits Programs. We look forward to serving you!

Special District Risk Management Authority

Protected From the Unexpected

Find-it-fast information for every city in California

Mayors, Council Members and City Department Head Information

City Addresses, Phone, Fax and Websites

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2015City Hall

DIRECTORY

Coming in May!

ExecutiveDirectorChris McKenzie

Second VicePresidentJoAnne MounceCouncil MemberLodi

First VicePresidentDennis MichaelMayorRancho Cucamonga

PresidentStephany AguilarCouncil MemberScotts Valley

ImmediatePast PresidentJosé 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: [email protected]

Managing Editor Eva Spiegel (916) 658-8228email: [email protected]

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ContributorsDan CarriggTim CromartieKoreen KelleherChris McKenzieBismarck ObandoSara RoundsPatrick Whitnell

Associate EditorsCarol MalinowskiCarolyn Walker

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Advertising DesignImagePoint Design

For photo credits, see page 19.

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

Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2015 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume XCI, No. 4.

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leagueventsApril9 –10Policy Committee Meetings, OntarioThe League’s policy committees review issues of interest to cities statewide and make recommendations to the League board of directors.

10Legal Advocacy Committee Meeting, OntarioThe committee reviews and recommends friend-of-the-court efforts on cases of significant statewide interest to California cities.

29Legislative Action Day, SacramentoGet updates on legislation affecting your city, and meet with your legislators.

30Board of Directors’ Meeting, SacramentoThe League board reviews, discusses and takes action on a variety of issues affect-ing cities, including legislation, legal advocacy, education and training, and more.

MAy6–8City Attorneys’ Spring Conference, MontereyThis meeting covers the latest trends and issues affecting public law practitioners and provides an opportunity to connect with colleagues.

June11–12Policy Committee Meetings, SacramentoThe League’s policy committees review issues of interest to cities statewide and make recommendations to the League board of directors.

12Legislative Advocacy Committee Meeting, SacramentoThe committee reviews and recommends friend-of-the-court efforts on cases of significant statewide interest to California cities.

24–26Mayors and Council Members’ Executive Forum, MontereyThis two-day conference, followed immediately by all-day workshops, focuses on cur-rent issues and timely topics to help officials in their daily roles and city operations.

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

®

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

League of California Cities www.cacities.org2

continued

President’s Message by Stephany Aguilar

Virtually every city in California has at least one municipal library, and larger communities typically have a library system with multiple branches. The role that these libraries play in the life of the community has expanded significantly beyond offering books and Internet resources to encompass a wide range of programs and services.

Public Libraries as Town Square — and MoreThe International City/County Man-agement Association (ICMA) in 2011 published Maximize the Potential of Your Public Library: A Report on the Innovative Ways Public Libraries Are Addressing Community Priorities, which presents the results of its Public Library Innovations grant program. With funding support from the Bill & Melinda Gates Foun-dation, ICMA awarded grants to nine jurisdictions throughout the nation so they could engage their public librar-ies in innovative projects that addressed community issues of literacy, public safety,

environmental sustainability, cultural diversity and economic development.

According to the report:

Today’s libraries act as a new type of town square, a place for people of all ages and backgrounds to seek help, connect with others and get access to the information and services they need. In 2009, 169 million people in the United States visited a public library to find work, apply for college, secure government benefits, learn about critical medical treatments and enjoy free access to the Internet. A recent study revealed that approximately 40 percent of library patrons use library computers for career and education needs.

The public library is also a government service that receives very high support from the public. According to a 2010 study, 74 percent of respondents said the library is an important asset for their own computer and Internet use and 84 percent said the library is an important asset for the community.

Few government services receive such broad public support.

The credibility public libraries have with citizens provides a strong platform for their expanded roles. They have enormous potential to assist in any strategic initiative. As communities look to do more with less, libraries can provide a greater return on the investment local governments make in them when libraries become strategically involved in addressing community priorities, whether through their established resources (community-based facilities and knowledgeable staff) or through more innovative approaches and partnerships (for example, e-services and taking services outside the four walls of library buildings).

The ICMA grantees included the City of Santa Ana’s Connect!/Conectate!: Connecting Yourself With Your Future/Conectate con Tu Futuro! project. While almost all of the nine grantee programs

Beyond Books: Leveraging Resources for Library Programs

Western City, April 2015www.westerncity.com 3

used technology to deliver services, Santa Ana tapped into a tech-savvy teen popula-tion in a community with high poverty and unemployment and created a dedicated, safe space out of which they could explore a range of constructive activities, includ-ing using their computer knowledge to help adults learn new employment skills and tutor young children in math and reading literacy.

The Importance of Collaboration In addition to providing an overview of the grant projects, the report presents the challenges encountered and lessons learned. One of the key lessons learned un-derscored the importance of collaboration:

How effective libraries are in achieving their potential will depend on how connected they are to the needs and opportunities specific to their community. A public library must be aware of the local government’s strategic and development plans and work to assist in accomplishing those plans. Likewise, local government leaders need to recognize the potential of the library to support their priorities. This requires a joint assessment of what capabilities it has to contribute to community priorities and how to make the most of those capabilities.

ICMA offers helpful advice for elected leaders and library directors interested

in exploring opportunities to coordinate library programs based on community needs and local government strategic pri-orities (see “Tips for Leaders and Library Directors” on page 5).

Disaster-Related ServicesImmediately after a disaster, libraries can function as community centers for affected residents as well as Federal Emer-gency Management Agency (FEMA) and Red Cross workers. Following Hurricane Sandy, residents turned to local libraries for assistance in filling out relief forms, connecting to the Internet and registering online for FEMA assistance. In Louisiana and Oklahoma, libraries have assisted people in dealing with the aftermath of a tornado or hurricane, and federal emergency planners have taken note. In a 2013 interview with National Public Radio, Vermont librarian Jessamyn West observed, “The Federal Emergency Man-agement Agency classified libraries as an essential service … one of the things that would get early funding so that commu-nities could recover.”

In California — where disaster pre-paredness is an integral part of local government operations — the ability of libraries to serve as a hub for the community should be taken into account when training staff and planning for the consequences of disasters.

The Challenges of FundingThe need to secure ongoing funding pres-ents perhaps the greatest challenge of all for library programs. This is another area in which collaboration plays a critically important role. The San Diego Public Library has taken advantage of numerous collaborative opportunities to fund its diverse programs, such as:

• CareerOnlineHighSchool,whichoffers adults the opportunity to earn an accredited high school diploma and career certificate online. The library provides scholarships to qualified adult learners who are looking to advance their careers, prepare for workforce entry or continue their education;

• A one-stop resource for veterans to learn about the wide range of benefits and services available to them, including health, employment, education and housing services; and

• Financial education resources and services for military families, older adults who are struggling financially and youth, especially those coping with challenging financial circumstances.

continued on page 6

Beyond Books: Leveraging Resources for Library Programs, continued


For the chief executive officer; city, county or town manager; and mayor or county executive:

• Think of your public library as an untapped resource for addressing community needs and priorities. Have conversations regularly with the library director, exploring interests, capabilities, and opportunities.

• Include the library director on the senior executive team.

• Include the library director in strategic discussions even when the connec-tion is not readily apparent, including such areas as public safety, emergency management, economic development, gangs, school dropouts, early childhood education, workforce development, and cultural inclusion.

• Visit the library and all the branches, especially when they are sponsoring special events.

For library directors and senior personnel, especially branch directors:

• Think outside the walls of the library and beyond collections and circulation. Understand the issues in your commu-nity, and explore how your library can make positive contributions and promote the expanded view to all library staff.

• Build relationships. Don’t wait for the senior leadership of your community to invite you to a conversation — take the initiative. Do not let yourself be out of sight and out of mind. Be visible.

• Invite community leaders to the library, especially to special events that you are sponsoring, whether or not they are already advocates (for example, elected officials, friends of the library, board members and so forth).

• Think about events you can sponsor that relate to the issues in your community to demonstrate your relevance to community leaders.

• Nurture and preserve the library’s positive image with the public and the perception that the library is a safe and neutral space. These are among the strongest assets of libraries.

Source: Maximize the Potential of Your Public Library: A Report on the Innovative Ways Public Libraries Are Addressing Community Priorities; International City/County Management Association, 2011.

Tips for Leaders and Library Directors

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While the city’s General Fund provides financial support for many of the San Diego Public Library’s programs, the library has successfully sought funding from a variety of other sources, such as the California State Library and the Financial Industry Regulatory Authority (FINRA), an independent, not-for-profit organiza-tion authorized by Congress to protect America’s investors through a variety of methods, including educating investors.

“The library collaborates with many part-ners to develop and fund programs. For example, the school district joined the library and the Masons of California to support the ‘Raising a Reader’ program,” says Marion Moss Hubbard, senior public information officer for the San Diego Public Library. “We have also partnered with the local Media Arts Center, which offers a variety of classes for youth and

continuing education for adults.” The center’s e-newsletter, blog and catalog reach a broad audience and publicize day camps and programs co-sponsored by the library, providing a significant promo-tional boost.

Hubbard adds, “We are exploring ways to leverage resources and partner with other city departments as well — for example, working with the Parks and Recreation Department to offer health-oriented classes.” With respect to funding chal-lenges, Hubbard says, “It’s important to think collaboratively and outside the box, too, from the ‘usual’ funders to nontradi-tional sources. Look for ways to leverage existing resources through partnerships.”

Resources for FundingCommunities can tap into a number of resources when seeking funding for library programs and projects:

• FoundationCenter(http://foundationcenter.org/sanfrancisco)is a leading source of information about philanthropy. It connects people who want to change the world to the resources they need to succeed. Foundation Center maintains a comprehensive database on U.S. and global grant-makers and their grants. It also operates research, education and training programs;

• TheCaliforniaStateLibrary(www.library.ca.gov/grants)administersand hosts grant programs that help make California an information-rich, culturally responsive state; and

• Links to grants for libraries and librarians can be found at www.scholastic.com/librarians/programs/grants.htm.

Find Additional InformationFor more information and links to related resources, including those mentioned here, read the online version of this article at www.westerncity.com. ■

The need to secure ongoing funding presents perhaps the greatest challenge of all for library programs.

Beyond Books: Leveraging Resources for Library Programs, continued from page 4

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I was politely ejected from the Teen Space at San Diego’s Central Library a few months ago because I’m signif-

icantly older than 18 and thus exceeded the age limit. The librarian suggested I might get a richer appreciation of exactly how awesome her library was — and libraries in general — if I headed to the top floor and explored each floor on the way down.

On one floor, an elderly gentleman read a newspaper from Taiwan. On another floor, a youngster tapped mommy’s nose-nose-nose in imitation of the pre-readers’ sing-along they’d just attended. As I made my way through the floors, I saw a woman Googling a map, perhaps for directions to a job interview. Next to her, a man hunched over a computer terminal

How Libraries Build Community

Greg Lucas is the California state librarian and can be reached at [email protected].

filling out an application that could have been for employment, Social Security, Medi-Cal or subsidized housing. In the Children’s Room, kids and caregivers got rowdy over a book during Story Time.

There were hundreds of activities I didn’t see — activities that are also happening in each of California’s 1,182 library branches, whether they’re located in Alturas, Ana- heim or Antioch.

Libraries Provide a Spectrum of ServicesAt the Los Angeles main branch, a weathered veteran got set up with “three hots and a cot” in 15 minutes by an AmeriCorps volunteer.

In the back room at the Yuba City Library, several walls are crammed with dozens of blue duffel bags with luggage tags like “Elephants,” “Flowers,” and “Martin Luther King.” Each bag is a “curriculum-in-a-can” that local child care providers can use at their centers. The children’s services coordinator cre-ated many of them on her own dime.

“Public libraries are incredibly good stewards of public dollars,” says John Szabo, director of the Los Angeles Public Library, whose main library and 72 branches serve 4 million people — the largest population of any public library in the country.

by Greg Lucas

continued


“Libraries are the heart of their communi-ties,” adds Robert Karatsu, 2015 president of the California Library Association and former director of the Rancho Cucamonga Library system. “They’re gathering places for people from preschoolers to seniors who are a living demonstration of what their local government is doing for them.”

To put it another way: People build libraries, and libraries build community.

Anyone who believes libraries are a with-ered vestige from sepia-tinted yesteryear hasn’t been inside their neighborhood branch lately.

Computer coding classes for tweens are taught in Sebastopol’s library — and at dozens of other locations throughout the state. Using one of Sacramento Public Library’s 3-D printers, two Placerville cousins created the prototype of their “Hex Flex,” a steel snowflake-shaped multi-tool for snowboarding. Some libraries offer laptop computers and e-readers for checkout. Sacramento recently launched a “Library of Things” where patrons can check out a laminator, sewing machines or other tools.

Connecting People“When someone says, ‘We don’t need libraries because of the Internet,’ I don’t get angry about it anymore because it’s so silly. Every day my computers are packed,” says Lisa Rosenblum, Sunny-vale’s director of library and community services, which include a city-run senior center, camps, pools, social services and community theater. “We connect kids to literacy, and we connect their parents with each other. We’re a place where teens meet and don’t have to pay to be safe.”

Libraries are usually the first place where immigrant families interact with their new local government and also offer the first step on the path to citizenship. San Francisco Public Library has a full-time social worker. Last year, Los Angeles Public Library provided more than 700 flu shots to low-income individuals. Many libraries offered free lunches during the summer to low-income kids — and they are eager to do so again this year.

A statewide program, sponsored in part by the California State Library, gives an idea of how responsive libraries can be to their unique communities. “Book-to-Action” encourages a community to read a book and then collaborate on a volunteer activity that addresses the book’s topic. Dixon residents read The Heart and the Fist by veteran Eric Greitens in 2013 and created care packages for deployed troops. Oakland read Elle Blue’s Everyday Bicycling to help encourage urban bicycling. Placentia read The Witness Wore Red, by Rebecca Musser and M. Bridget Cook, to increase awareness about domestic violence.

“Libraries are flexible and nimble orga-nizations,” says Susan Hildreth, former California state librarian and the most recent director of the federal Institute of Museum and Library Services. “More than almost any other civic entity, librar-ies can respond to the needs of any age group or any demographic group and figure out what the community needs and how to move it forward.” ■

How Libraries Build Community, continued

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About Legal NotesThis column is provided as general information and not as legal advice. The law is constantly evolving, and attorneys can and do disagree about what the law requires. Local agencies interested in determining how the law applies in a particular situation should consult their local agency attorneys.

In the normal course of business and operation throughout the nation, govern-ment agencies collect vast amounts of data about residents and businesses. For many years the City of Oakland and other cities have struggled with providing their residents — on whose behalf a city pro-vides its services and programs — with easy access to information and data about city activities. The recent advent of extraordinary technological advances has made it possible to provide easy access to city information and data. It has also presented an unprecedented opportuni-ty to improve services and provide this information in formats that enable city residents and businesses to create or obtain programs that can manipulate and readily interpret and evaluate data made available or disclosed upon request.

Cities are at a crossroads. As public stewards of information in this “brave new world,” we must balance the public’s interest in and right to public informa-tion against our residents’ privacy rights and interests. We must simultaneously protect the privacy rights of residents while providing open and transparent access to government information.

The Challenges of open DaTa anD

Privacy issuesby Barbara J. Parker and Kiran Jain

Barbara J. Parker is city attorney for Oakland and can be reached at [email protected]. Kiran Jain is the former senior deputy city attorney for Oakland and can be reached at [email protected].

The Oakland City Attorney’s Office hosted a roundtable in November 2014 to begin a discussion about privacy rights in the digital age and how they intersect and potentially conflict with government agencies’ collection and use of data. Ultimately the city’s goals are to:

• Developacomprehensive,citywidepolicy that balances government transparency and personal privacy rights; and

• Coordinatethispolicywithrelatedregionwide, statewide and nationwide policies and standards.

The City Attorney’s Office partnered with the nonprofit Startup Policy Lab to convene the roundtable and moderate the discussion. Experts from nonprofits, government agencies, think tanks and other organizations participated in the thought-provoking discussion of these issues at City Hall. The discussion focused on Oakland’s increasing use of data to drive decision-making and how the city’s use and management of such data may raise privacy concerns. As the first in an anticipated series of discussions, Oakland provides a real-world model to identify

critical issues and then leverage those in-sights as a model for other cities, culminat-ing in open data policy and standards that will guide the city as well as potentially other cities and government agencies.

The City Attorney’s Office efforts in this area support and are being coordinated with Oakland’s October 2013 Open Data Policy, sponsored by then-Council Member and now Mayor Libby Schaaf. That policy declares the city’s resolve to enhance access to and ease of use of city-collected data by providing raw data in machine-readable formats, using open data standards, that maximize the

Residents join in a free group fitness class, part of the city’s initiative to improve health.

Enthusiasm Plays Central Role in Success of

“Live Well Perris”


Perris is a 103-year-old city in the center of Riverside County. Incorporated as a small agricultural enclave, the city has undergone a dramatic transition during the past 15 years to become an urbanized diverse community with a population of nearly 75,000. Like most cities in California, the housing market collapse hit Perris hard. Even now, the city’s fiscal condition has not recovered to 2006 levels, and Perris continues to operate under a number of austerity measures.

In early 2013, financial projections showed that revenue growth would likely remain flat for several more years. These economic conditions made the addition of new municipal programs unlikely. Nevertheless the Perris City Council recognized a local issue that could not be ignored: Many residents were suffering from obesity, diabetes and other health conditions related to poor nutritional choices and lack of physical activity. In describing the problem, Mayor Daryl Busch said, “A healthy city is a happy city, and as elected officials we owe it to our citizens to provide opportunities to live better lives.”

The magnitude of the public health prob-lem motivated city leaders to act quickly, but developing and implementing a grass-roots public health program without a significant expenditure of funds presented a challenge. Perris launched a communi-tywide effort to solicit volunteers, identify partners and gather resources.

The city initially reached out to its employees by announcing the concept of a public health initiative and inviting employees to attend a voluntary plan-ning session. More than half of the city’s 60 employees attended.

The effort expanded to engage community leaders, faith-based organizations, schools and nonprofit organizations working with health-focused initiatives. These groups met with city staff to brainstorm as enthusiasm built, and the framework for a public health campaign began to emerge. In the end, the community and city staff identified 10 separate subpro-grams as feasible.

Building the ProgramFirst, the city set out to brand its new public health initiative as “Live Well Perris” and develop the message that healthy living can be fun and affordable. Staff designed a logo and bilingual flyers, post-ers and mailers. The city’s Information Technology Department built a web page and a Facebook page and filmed public service announcements for public access television. The city kept costs down by per-forming these marketing activities in-house.

The city held a community health fair to kick off Live Well Perris. Local businesses sponsored healthy lifestyle giveaways of bicycles, juicers, exercise equipment and Live Well Perris t-shirts to attract people to the event. Nearly 2,000 people attended the health fair on the City Hall campus. Residents had the opportunity to visit more than 100 booths, includ-ing a Riverside County “Rethink Your Drink” display and an Eastern Municipal Water District water-wise hydration sta-tion. Attendees also took advantage of free

The City of Perris won the Award for Excellence in the Health and Wellness Programs category of the 2014 Helen Putnam Award for Excellence program. To learn more about the award program, visit www.helenputnam.org.


Public Health Program

Enthusiasm Plays Central Role in Success of

“Live Well Perris”


On Dec. 1, 2014, the Capitol welcomed legislators who won their seats in the November 2014 elections. The Assembly swore in 27 new members. In the Senate, five legislators with no previous Capitol experience took the oath of office alongside five who previously served in the Assembly. Ten members of this freshman class are alumni of the League’s California Civic Leadership Institute® (CCLI) or have participated in aspects of it. This is the largest class of CCLI graduates to win seats in the Legislature in the program’s 10-year history. In the Assembly alone, 69 percent of members have roots in local government.

From City Hall to tHe Capitol: making tHe transition part 2 oF 2

CCLI is a League Partner-sponsored educational program designed for local government elected officials who are interested in running for the Legislature. The program offers local officials in-depth policy and political briefings as well as numerous networking opportunities. Western City recently checked in with the 10 new members to ask what they bring to state office from local government, how CCLI was helpful and what issues are priorities for them in their districts. These legislators are profiled in a two-part feature in the March and April issues. For more information about CCLI, contact Sara Rounds at [email protected] or (916) 658-8243.


evan low (D-28) Former mayor, Campbell

What do you bring to the Legisla-ture from your experience in local government?

Low: I think my experience as council member and mayor of Campbell has

been critical in shaping my perspective as a legislator. Serving in local government you truly learn the importance of delivering for your constituents. They face urgent problems in their day-to-day lives, and you are able to help them.

The solutions to local government problems generally come from collaboration and bringing people together, which is a very im-portant skill to utilize in state government. While you might not see the immediacy of the results of your work at the state level, we have an opportunity to address issues that are often larger and more systemic.

How was your experience with CCLI helpful in deciding to run for office?

Low: CCLI was very helpful to me in deciding to run for office, and now that I’ve been elected I’m using many of the lessons that I learned. CCLI provided a fantastic opportunity to network and meet other leaders from throughout California. In addition, learning about some of the policy issues that we hadn’t encoun-tered on the local level was incredibly valuable.

Which of your district’s top two or three issues will be a priority for you?

Low: In my district and Silicon Valley in general, encouraging job growth — particularly in the tech community — is going to be critical. The newly formed Privacy Committee will be very interesting. I lobbied the speaker of the Assembly to be on the committee, and she agreed.

While I want to make sure that members of the public have all of their information protected, I also want to ensure that we maintain an economic climate that’s conducive to innovation so the economy continues to grow. It’s extremely important to our region.

Higher education is also very important to me — ensuring that we’re reinvesting in our college and community college systems, helping to make them whole after all the cuts in recent years and finding ways to make college more affordable and realistic for Californians.

These will be at the top of my agenda, but I’m excited to dig in on everything from insurance to utilities all the way down the line.

kevin mCCarty (D-07) Former council member, Sacramento


McCarty: My experience working alongside communities and my inti-

mate understanding of the issues impacting them are two of my greatest assets as a state representative. I have witnessed firsthand the impact good government can have on people’s lives. Serving on the Sacramento City Council for 10 years, I led efforts to restore public safety, invest in public schools, protect the envi-ronment and promote good government measures.

One of the privileges of being a former Sacramento council member elected to the Assembly is that the Capitol is in my district. I have the opportunity every day to work closely with communities and local municipalities when making policy decisions that affect them.


McCarty: Prior to being elected to the Sacramento City Council, I served as policy director to former California Lieutenant Governor Cruz Bustamante and as an Assembly Budget Com-mittee consultant. Witnessing the slow erosion of institutional knowledge left after term limits provided a motivating reason for wanting to run for state office. CCLI reinforced the importance of understanding local government and how it intersects with state policy decisions as well as briefing candidates on critical state issues.


McCarty: Improving access to quality education, improving the standard of living for working families and building healthy communities continue to be top priorities for me. On my first day in the Assembly, I introduced a groundbreaking legislative proposal to ensure that all children have access to preschool regardless of their family’s income. In a globally competitive workplace, we can no longer afford to have our children enter school unprepared. By working together, we can create thriv-ing communities by making prudent investments in early and higher education. I am committed to working alongside my col-leagues in the Legislature to streamline government, bring jobs back to California and reinvest in our local communities.

continued


tony tHurmonD (D-15) Former council member, Richmond


Thurmond: Serving in local govern-ment, as I did on the Richmond City

Council since my first election in 2005, has given me firsthand knowledge about the necessity of working with all levels of government including our state Legislature. As a local govern-ment official I worked diligently with others in our community and our state representatives to assist in improving our roads and infrastructure and supporting public safety needs. Having served as a city council member and school board member, I gained valuable insight about the need to work on programs to improve school funding, provide affordable workforce housing and support the overall quality of life for residents. If we can be successful on the local level, I strongly believe we can accomplish this at the state level.


Thurmond: Participating in CCLI was valuable in providing me with further background and understanding about all the impor-tant issues facing our state, such as the water crisis and the need to improve our infrastructure. Being exposed to such a range of policy areas gave me a clearer understanding of the opportunities and challenges ahead for California; this reinforced my decision to run for the Assembly. Having the honor to hear from current and former legislators who shared their experience and perspec-tives of what life in the Legislature might be like and learning about statewide and regional issues made me realize that my experience in local government will aid me in making decisions at the state level.


Thurmond: As chair of the Assembly Budget Subcommittee No. 1 on Health and Human Services, I will focus on improv-ing health care access with a particular emphasis on keeping our local emergency room and community hospital (Doctor’s Medical Center) from closing. Improving overall educational outcomes, protecting and preserving our environment and creating jobs and economic development in my district are also among my legislative priorities. By addressing these issues dur-ing my tenure in the Assembly, I strongly believe we can move our state and community forward.

Jim wooD (D-2) Former council member, Healdsburg


Wood: I bring a broad base of experi-ence to my new role as an Assembly

member. I served on the Healdsburg Planning Commission for four years and learned about land use, housing, General Plans, the building code and the California Environmental Quality Act (CEQA). Subsequently I served two four-year terms on the Healds-burg City Council — which included two years as mayor — through the Great Recession, working to streamline government, encourag-ing economic development, developing a long-term strategic plan and working with my fellow council members and city staff to balance our budget and fully fund our reserves. My service with local government and my experience as a small business owner for over 27 years and as a longtime health care policy advocate for the California Dental Association give me a unique skill set as I begin my work in the Legislature. Along the way I have developed strong working relationships with officials from other cities and counties as well as state and federal government, which will be invaluable moving forward.


Wood: Actually, my experience with the League from the very beginning of my time as a city council member has been helpful and supportive. The programs offered by the League are great confidence-builders and great opportunities to work with other electeds and learn from their unique experiences. CCLI gave me the opportunity to build some relationships that will carry forward to my time in the Legislature. CCLI opened my eyes to the incredible resources available through the League; it was critical to my ability to reach the state officials necessary to create an important regional opportunity to supply recycled water for area farmers and construction companies during the drought.


Wood: There are many needs in my district, and I will work as I have in local government to reach out to all stakeholders on issues. We will be focusing on economic development and job creation, improving access to high quality health care, policy around the negative environmental impacts of and public safety concerns with illegal marijuana grows, and improving rural ac-cess to broadband Internet service to support education, health care and economic development. I will continue to look to the League as a resource and partner in the years to come. ■

From City Hall to the Capitol: Making the Transition, Part 2 of 2, continued


health screenings, such as blood pressure and cholesterol checks. The University of California, Riverside, Medical School sent interns to conduct individual consultations as well as workshops. Exercise classes ran throughout the day along with numerous activities for children such as rock-climb-ing, face-painting and arts and crafts. The health fair achieved its goal: to provide a high-energy, healthy day for the community while unveiling Live Well Perris.

The health fair also introduced a Live Well Perris subprogram: the Biggest Loser contest. The Biggest Loser brand was chosen as something easily recognizable and entertaining. Hundreds of people weighed in on the scales at the health fair. Participants received free passes to

a local gym and discounted aerobics classes. The group’s camaraderie helped participants lose weight over the next 16 weeks, and the community recognized the most successful participants at a city council meeting.

Presentations on laptop computers set up throughout the health fair encouraged people to sign up for the Presidential Active Living Award (PALA) on a website ad-ministered by President Obama’s Council on Fitness, Sports and Nutrition. Initially, the city wanted to develop its own mobile

app to allow people to track progress toward their fitness goals. When the cost of such an app proved prohibitive, staff learned about the PALA website, which allows participants to track their fitness goals at no cost. Within three months, residents accumulated more than 1,000,000 “PALA Points.” Those who completed the program received presiden-tial certificates of achievement presented by the mayor at a city council meeting.


Enthusiasm Plays Central Role in Success of “Live Well Perris” Public Health Program, continued from page 11

below Children join the shout-out for Live Well Perris at the kick-off health fair; runners of all ages participate in a community workout, right.

Live Well Perris reached thousands of people with several no-cost activities and events.



Governor Jerry Brown signed legislation in September 2014 bringing a successful property tax postponement program back to communities throughout California. Assembly Bill (AB) 2231 (Chapter 703, Statutes of 2014) reinstates and revises the Senior Citizens and Disabled Citizens Property Tax Postponement (PTP) Pro-gram, which enables qualified Californians living on fixed incomes to remain in their homes.

I authored AB 2231 with my colleagues Assembly Members Jim Patterson (R-Fresno) and Marc Levine (D-San Rafael) to address the increasing number of fixed-income Californians facing property tax bills they cannot afford. With the passage of AB 2231, many seniors and Californians with disabilities can postpone payment of their property tax bills without generating negative financial implications for cities, counties or the state.

How the PTP Program Works and Who QualifiesThe PTP Program is essentially a loan program offered by the state to eligible seniors and individuals with disabilities. The program allows qualified homeowners to defer payment of all — or a portion of — the property taxes on their residence. For these low-income homeowners, the state controller instead makes payments to county tax collectors to ensure cities, counties and schools are kept whole. Qualified participants include low-income homeowners over the age of 62 and certain low-income individuals with disabilities. Participants must hold equity of at least 40 percent of the value of the property and will lose eligibility if they subsequently refinance their residen-tial property or elect to participate in a reverse mortgage.

The state acts as a lender for eligible property owners by paying their property tax bills owed to counties until the home is sold. In exchange, the state places a lien on the property, which is repaid with interest when the property owner sells the residence, moves, allows a senior lien to become delinquent or dies. The interest accrued generates revenue for the state and eventually offsets the cost of administering the program. When paid, money secured by the state’s lien on the claimant’s property will be deposited into a revolving PTP Fund, rather than the state General Fund.

History of the ProgramThe PTP Program was created in California after voters approved Senate Constitutional Amendment (SCA) 16 in 1976. During 32 years of successful operation, the

Property Tax Postponement Program Helps Seniors and People With Disabilities

Assembly Member Rich Gordon (D-Menlo Park) represents the 24th Assembly District, which is located on the San Francisco Peninsula in San Mateo and Santa Clara counties and includes the communities of North Fair Oaks, Atherton, Menlo Park, East Palo Alto, Wood-side, Portola Valley, Palo Alto, Los Altos, Los Altos Hills, Mountain View, Sunnyvale, a portion of Cupertino and the San Mateo County coastal area from El Granada to the Santa Cruz County line. For more information, visit www.assembly.ca.gov/Gordon.

Remain in Their Homesby Rich Gordon

The program’s suspension in 2009 meant many seniors and people with disabilities had to choose between paying unexpected property tax bills or buying food and medicine.



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 [email protected].

Website Job Postings Display ads are posted on our website at no additional charge. But if you miss the deadline for getting your job opportunity ad into the magazine, you can post it on the Western City website right away.To post your job opportunity ad on our automated website, visit www.westerncity.com or contact Kimberly Brady, Western City’s administrative assistant; email: kbrady@ cacities.org; phone: (916) 658-8223.

Western City magazine’s

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 www.westerncity.

com and click on the

Advertise link.

Clerk of the Board of SupervisorsCOUNTY OF NEVADA, CA Yearly salary up to $89,889 7/1/15 increases to $95,896

Nevada County located in the Sierra foothills is accepting applications for the position of Clerk of the Board

of Supervisors. Under administrative direction, plans, organizes and directs the activities of the Board of Supervisors Office. A Bachelor’s degree from an accredited college or university in Public or Business Administration AND two years of responsible administrative management experience is required. Additional advanced journey-level experience in this or a related field may be substituted for the required education on a year for year basis. Possession of a Certified Clerk of the Board certificate or possession of an Associate’s degree in paralegal studies from an accredited college or university may be substituted for two years of the required education.

Final Filing Date: 4/20/15. For more information, please visit www.mynevadacounty.com

phone 916•784•9080fax 916•784•1985

www.bobmurrayassoc.com

Fire Chief, City of Vacaville, CAThe City of Vacaville, CA (population 93,899) is a thriving, progressive community located in northern Solano County, midway between Sacramento and San Francisco. The City is now seeking candidates for the new position of Fire Chief who will oversee 71 sworn and 9 professional employees, and a FY2014/2015 budget of $19.2 million. The ideal candidate will be a strong leader with a proven track record of excellent communication skills and good public speaking. Someone who is politically astute but apolitical will be valued. An individual who can serve as a mentor and encourage all members of the Fire Department to be innovative and involved is sought. The ideal candidate will be a strong supporter of career growth for the staff and will help to create a career development program for the Department. The Department has an excellent reputation within the community and would like to maintain this in the future. Candidates should possess six years of increasingly responsible full time experience with a full service fire department. At least two years experience working as a Battalion Chief or above is required. The ideal candidate should posses a Bachelor’s degree in Public Administration, Business Management or a closely related field. A Master’s degree is desirable. Salary for this position is $172,802 - $210,043 annually. Placement within the stated range will be based upon the selected candidate’s experience and salary history. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Regan Williams at (916) 784-9080 should you have any questions. Brochure available. Closing date April 27, 2015.

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Photo/art creditsCover: Courtesy of the City of Perris and the League of California Cities

Page 3: Rawpixel/Shutterstock.com

Pages 4, 5: Rawpixel/Shutterstock.com

Page 6: Sashkin/Shutterstock.com

Page 7: Blend Images/Shutterstock.com

Page 8: Ammentorp Photography/Shutterstock.com

Pages 9, 21, 23: Polygraphus/Shutterstock.com

Pages 10, 11, 15, 26: Courtesy of the City of Perris and the League of California Cities

Page 16: Tyler Olson/Shutterstock.com

Page 17: Gdvcom/Shutterstock.com

Page 25: Paul Vasarhelyi/Shutterstock.com


Known for its outstanding quality of life, the Bay Area’s City of Pleasanton (pop. 72,000) is a full-service municipality with a longstanding reputation for stable leadership and superior services. Due to the recent promotion of

the incumbent to Assistant City Manager, Pleasanton will be filling the Director’s vacancy. The Community Development Department is supported by a staff of 42 and an annual budget of $10.2 million.

Ideal candidates will have a strong background in the planning discipline, and broad knowledge of engineering, transportation, building and code enforcement fields. A proven ability to work collaboratively and efficiently, particularly in gaining the trust of an engaged and sophisticated citizenry, will be critical in this high profile position. Exceptional interpersonal and communication skills along with the proven ability to manage several prominent projects are required. Director or Assistant/Deputy Director experience is essential. A Master’s degree is preferred.

The midpoint of the salary range is $175,848. The Director can earn up to $211,017 based on years of service and performance. Salary is supplemented by an attractive benefits package that includes 2.7% @ 55 CalPERS for Classic Members. Closing date: Sunday, April 26, 2015. Detailed recruitment brochure available at www.tbcrecruiting.com.

Julie Yuan-Miu • 925.820.8436 Teri Black • 424.296.3111

Director of Community DevelopmentCity of Pleasanton, CA

phone 916•784•9080fax 916•784•1985


Assistant Operating Officer Santa Clara Valley Water District, CAThe Santa Clara Valley Water District, headquartered in San Jose, CA, strives to provide Silicon Valley with safe, clean water for a healthy life, environment, and economy. The District is now seeking an Assistant Operating Officer to play a key role in the daily management and oversight of the Watersheds Stewardship and Planning Division. The ideal candidate will have expertise, seasoned professional judgment, and effective communication skills. A successful candidate will be a skilled leader who is capable of organizing employees to effectively address and accomplish the goals of the District. The selected candidate will have strong negotiation skills and be effective in representing the District’s viewpoint with local and regional partners and with state and federal regulatory agencies. Candidates should have the ability to integrate the perspectives of civil engineering, environmental science, and utility management in departmental policies and operations. Candidates should possess a minimum of five (5) years of experience in a related field. A Bachelor’s degree with major course-work in business administration, public administration, civil engineering, or a related field is required. A Master’s degree is highly desirable. The salary for the Assistant Operating Officer is $120,744-$172,036 annually, DOQ. Interested individuals may apply online at www.bobmurrayassoc.com. Contact Valerie Phillips at (916) 784-9080 with questions. Closing date April 17, 2015.

City of NorcoFINANCE OFFICER

$97,028—$117,939Excellent Benefits

The City of Norco is a Charter City and is known for its animal keeping and equestrian-oriented community situated along the Interstate 15 Freeway in Western Riverside County, California.

The Finance Officer serves as the City Treasurer, the City’s Fiscal Officer and the Finance Officer for the Successor Agency to the Norco Community Redevelopment Agency and will be responsible for overseeing and directing all fiscal activities and functions of the City.

Candidates will possess a Bachelor’s degree from an accredited college or university with a minimum of five years municipal accounting and finance management experience; three years must be as a division/department or assistant department head.

Salary is dependent on qualifications (DOQ). The City participates in PERS retirement plan: 2.7% at 55 (Classic) and 2% at 62 (New members). The City provides medical (up to $1250/month), dental and vision for employee and family. Vacation, sick, administrative leave benefits, and vehicle allowance.

HOW TO APPLY: Recruitment is open until filled. Applicants must complete and submit an original City of Norco employment application. Faxes or emails will not be accepted.

City of Norco, 2870 Clark Ave., Norco, CA 92860. Applications available at: http://www.ci.norco.ca.us/cityhall/hr/employment.asp



City of Anaheim, CaliforniaC ITY MANAGER

The City of Anaheim (pop. 348,000), a world-renowned destination location and one of the nation’s premier municipalities, seeks a results-oriented, financially astute, creative, self-confident executive to serve as the new City Manager. The City Manager is appointed by and reports to a Mayor and four-member City Council and serves as the city’s chief administrative officer. The City Manager

is responsible for directing the development and implementation of the City’s operating and capital budgets, totaling $1.61 billion, including a $265.8 million general fund budget, a $778.5 million enterprise fund budget and a $316.1 mil-lion CIP. The City has a current workforce of 1,889 authorized full-time positions.

The ideal candidate is a strongly committed executive with a positive record of achievement and a history of developing constructive working relationships with internal and external stakeholders. He/she will earn respect and foster innovative solutions through sound administrative practices and strategic planning skills. A demonstrated record of effective staff management, com-munity relations and experience working with a council or board is expected. A Bachelor’s degree is required; Master’s degree preferred. The salary for this position is negotiable.

To be considered for this outstanding career opportunity, submit resume with cover letter including current salary and six work-related references by Friday, April 24, 2015.

For more information, contact Stuart Satow

CPS HR Consulting241 Lathrop WaySacramento, CA 95815Tel: 916 / 263-1401 Fax: 916 / 561-7205E-mail: [email protected]: www.cpshr.us/search City website: www.anaheim.net

Salary: $124,308 – $166,116 Annually Plus excellent City benefi ts options

DIRECTOR OF FINANCE/CITY TREASURER


free sharing of certain data without typi-cal controls like copyright and licensing schemes. With data easily accessible at data.oaklandnet.com, the local community is able to develop software applications and tools to collect, organize and share city data in ways that benefit both residents

and the city. But as noted earlier, not all city-collected data is or should be accessible. In light of protections for data privacy under federal and state law, Oakland seeks to respect its position as the steward — and not the owner — of such data.

Types of Data

A city might have access to three catego-ries of data: infrastructural, public service and personal data. The first category, infrastructural data, is generally noncon-troversial; it includes information “about the state of the world,” such as data on weather measurements and transportation networks. Public service data concerns the activities of government, such as a city’s performance statistics and budgets. While this data typically does not impli-cate privacy concerns, it can when the data is linked to individual users of public services. The last type of data is about individuals — or “personally identifi-able information” (PII) — such as health data, and it is generally the type of data most strongly protected, either by private industry practice or by local, state and/or federal law, as applicable.

Personally identifiable information

PII can be classified into four types of data, each of which might require a different tactic to “scrub” private information out of any given data set. These are:

1. Unintentional PII — data compiled in government records that was not supposed to be included, such as Social Security numbers in census data;

2. Unnecessary PII — data that is useful for government but is not essential to the utility of the data. Its inclusion, however, prevents the data from being shared. One solution is structuring the data so that the PII can be severed from the useful data, perhaps by creating separate data fields for PII;

3. Necessary PII — data in which PII is necessary for the data’s best use. One solution here is to use trusted, skilled data intermediaries who can produce meaningful aggregates for the public without releasing PII; and

4. Legally identified data — examples include criminal records, campaign fi-nance reports and public employer data.

The Challenges of Open Data and Privacy Issues, continued from page 9


continued

A full-service municipality in Los Angeles County, the City of Manhattan Beach is home to a population of 35,423 and attracts over 3.8 million visitors each year. The City offers an incomparable quality of life and a

wide variety of amenities and activities for residents. It is one of the nation’s most dynamic, affluent and desirable urban coastal communities. The City of Manhattan Beach employs 282 full-time staff. The Human Resources Department provides the traditional array of services with the support of 6 team members.

The ideal candidate will possess in-depth knowledge of all areas associated with local government human resources, including risk management. Expertise in sound policies, contemporary best practices and California labor law is strongly preferred. An impressive customer orientation along with outstanding people management and relationship building skills will also be expected. Five years of local government human resources management experience, which includes service in California, and a Bachelor’s degree in a relevant discipline are required.

Salary range $156,648 to $204,156. Placement within the range DOQE. Salary is supplemented by an attractive benefits package. Closing date: Sunday, May 2, 2015. Detailed recruitment brochure available at www.tbcrecruiting.com.

Teri Black • 424.296.3111 Julie Yuan-Miu • 925.820.8436

Human Resources DirectorCity of Manhattan Beach, CA

phone 916•784•9080fax 916•784•1985


Police Captain, East Bay Regional Park District, CAThe East Bay Regional Park District (EBRPD) is a system of beautiful parklands and trails in Alameda and Contra Costa counties east of San Francisco. The system comprises 119,000 acres in 65 parks, including over 1,250 miles of trails. EBRPD is seeking a Police Captain who will plan, direct and organize the law enforcement activities in the Public Safety Division and will supervise field operations and investigations through Lieutenants, Sergeants and Detectives. The District seeks a Captain with experience in patrol, investigations, management/administration, budgets, negotiations, and direct field operations. Someone who takes the initiative of staying up to date of current legal, social, and economic issues related to law enforcement, patrol logs, reports, investigation strategies, and procedures will excel in this position. The new Captain will be someone who strongly believes in the community oriented policing concept and will work closely with the community to understand their issues and concerns. The incoming Captain will be a morale builder who believes in an open door and collaborative style of management. Candidates who possess a background in strategic planning and who embrace change will be valued. The selected candidate will have five (5) years experience in the public safety or law enforcement field, two (2) of which must have been in a middle manager or administrative position. A Bachelor’s Degree from an accredited college or university with major coursework in Police Science, Public Administration, or a related field. The salary for the Police Captain is $108,118 - $137,987 and is dependent upon qualifications with possible future performance-based merit steps up to $159,785. The District also offers an attractive benefits package. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Joel Bryden at (916) 784-9080 should you have any questions. Brochure available. Closing date May 1, 2015.

it is our duty and responsibility to continue to ask questions about standards and ethical issues as well as privacy rights.


The Mosaic effect

While not a type of data, the mosaic effect describes a phenomenon in which non-PII data can be combined with other available information in such a way as to pose a risk of identifying an individual. The U.S. government, in combatting this effect, requires agencies to consider other publicly available data to determine if some combination of data could allow an individual to be identified.

constructing a Privacy Policy

The classification of data is the first step in creating meaningful and responsible data sets for public use. Despite its strong connection with technology, data privacy is both a legal and a policy issue. With-out proper stewardship of city-collected data, controversies may erupt as data in or extracted from cumbersome public records becomes more accessible and link-able in unexpected ways. For example, a register of gun ownership in Westchester and Rockland counties in New York was transformed by a local newspaper into a data set, mapped and then published, cre-ating a strong backlash. The publication triggered a number of concerns, which in-cluded the possibility that the map would identify potential targets for burglars.

For the foregoing reasons, cities should endeavor to create privacy policies that not only comply with federal, state and local law but also balance the justifiable demand for open data with the entities’ responsibilities as public stewards. These privacy policies should take into account the issues of scope, best use of data, poli-cy versus technology, third-party interests, adaptability and providing notice.

Scope is the level of detail a given data set might have, and that level may set the pa-rameters of uses to which the data can be applied. For example, crime data can be generated for a general area in a city, or it can be released with much more specific levels of detail, down to street address information. A Neighborhood Watch group might have different concerns than an insurer.


Recreation ManagerCity of Brisbane

City Planner Assistant City Librarian

City of Santa Clara

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

City of Daly City


Steve Parker • 949.322.8794

phone 916•784•9080fax 916•784•1985


City Manager, City of Oceanside, CAThe City of Oceanside, CA (population 172,800) is a thriving beachfront community centrally located in the heart of the beautiful Southern California coastline. Oceanside is now seeking an experienced administrator, effective leader, and proven manager to serve as the new City Manager. A strong candidate will have prior experience as a City Manager for a city of similar size and complexity to Oceanside or as an Assistant City Manager or Assistant County Manager for a larger city or county. Competitive candidates will also have experience working with or knowledge of the Coastal Commission and have experience working with regional, state, and federal agencies. Candidates must possess at least six years of municipal management experience, including two years of supervising professional-level administrative staff. It is desired that candidates possess a background in planning, economic development, and administrative services. A Bachelor’s Degree in Business Administration, Public Administration, or a closely related field is required; a Master’s Degree in one of these fields is preferred. The salary for the City Manager is open and dependent upon qualifications. If you are interested in this outstanding opportunity, please apply online at www.bobmurrayassoc.com. Please contact Regan Williams at (916) 784-9080 should you have any questions. Brochure available. Closing date April 24, 2015.


Policy versus technology raises the question: To what extent should privacy concerns be handled at a technological level as opposed to a policy level? For example, ShotSpotter — a technology deployed by local police departments that triggers recording of sound when a gunshot occurs — has the potential to in-advertently record private conversations.

Third-party interests might be con-sidered in a manner similar to best use as described here, both when the city releases data and when private parties ac-cess the data. With regard to the former, interested parties who learn that mug shots are readily available, for example, might argue that such data should be made available for their use even though such information could lead to false conclusions. Regarding the latter, Oak-land’s RecordTrac, which identifies the requestor of a public record by name, has garnered complaints by journalists that public access to information about their requests might allow other journalists to find out what they are researching, allow-ing others to scoop their stories.

Adaptability is another area of concern. A privacy policy, like all policies, should not be etched in stone. It must be designed so it can be adapted over time to reflect change in applicable laws, policies and continuing technological developments. For example, a city should seek commu-nity input, thereby allowing the public to partner with the city and become aware of the data the city collects and dissemi-nates or makes available as well as the tensions between privacy rights and access to public information. Community input can also help increase awareness of the types and categories of information that may be included in usable data sets.

The Challenges of Open Data and Privacy Issues, continued

Find Related Resources Online

For links to additional information and related resources, read the online version of this article at www.westerncity.com.

The best use of data can be a concern that has public policy ramifications, espe-cially when the mosaic effect is involved. Users of the data provided may seek more and more data, and the interconnected-ness of all available data may collectively chip away at otherwise protected PII. For

example, profit-seeking enterprises might be able to sell information obtained from building permit applications to construc-tion supply businesses that in turn target the applicants with specific advertisements, creating what may be considered to be government-aided targeted advertising.


Looking for Footnotes?

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

phone 916•784•9080fax 916•784•1985


Finance Director, City of San Mateo, CAThe City of San Mateo, a diverse and vibrant regional hub, is a scenic and dynamic San Francisco Peninsula community of approximately 100,000 residents that boasts a very high quality of life marked by its great neighborhoods and schools outstanding libraries and parks. The City is now seeking a Finance Director. This is an excellent opportunity for a hands-on Finance Director with a breadth of financial services experience and skill in strategic planning. The ideal candidate will be an experienced professional who is a team-oriented and collaborative leader committed to innovative problem solving and customer service. A candidate who understands the role of the Finance Department in supporting the work of all other Departments in a high-performing City will be highly valued. The Finance Director is a key member of the City’s executive team and will help to define the City’s vision and strategy. The typical candidate will possess a Bachelor’s degree with major course-work in accounting or business administration. At least five years of progressively responsible experience in accounting and financial work including considerable administrative and supervisory experience is required. The salary for the Finance Director is $170,744 - $214,182, DOQ. If you are interested in this outstanding opportunity, apply online at www.bobmurrayassoc.com. Contact Bob Murray at (916) 784-9080 with any questions.Closing date May 11, 2015.

We are proud to announce that Julie Yuan-Miu has joined the TBC team as a Senior Recruiter based in the Bay Area. Serving most recently as Assistant City

Manager in Pleasanton, Julie brings 28 years of local government experience to the firm.

Welcome Julie!


Steve Parker • 949.322.8794

Growing. Better. Stronger.


Providing notice. As Oakland produces data that it receives or collects in the course of its municipal duties, its city officials and staff are committed to ensuring that its residents are aware of the city-collected data that might be included in a data set. This is an important responsibility, and one that may be challenging to fulfill. Disclosures, caveats, online terms of ser-vice and conditions of use are ubiquitous, often lengthy and written in “legalese” that at best requires careful study and at worst may be incomprehensible to the av-erage reader. Many people breeze past this information, simply clicking “I agree.” But nevertheless it should be a goal that local officials strive to meet, namely to make all residents fully aware of the implications of the government’s access to and potential disclosure of data.

Notice may be communicated to a party in a variety of ways, especially when information is collected online. Examples include click-through and browse wrap notice statements (such as hyperlinks at the bottom of a web page). Other pos-sibilities include notice for each particular data entry field, perhaps via a hyperlink, or after some time and acclimation a series of symbols that quickly keys users into how the data might be used (or is protected). The federal Chief Information Officers Council gives some guidance on the elements of a digital privacy notice in its Recommendations for Standardized Implementation of Digital Privacy Controls (Table 5).

conclusion

In 2015 we stand on the brink of an exciting and dynamic environment in which citizens will be able to perform the lion’s share of their work and other activities online. Everything from paying parking tickets to dissecting a city’s bud-get is at our fingertips. As stewards of the public’s information, it is our duty and responsibility to continue to ask ques-tions about standards and ethical issues as well as privacy rights, so that we can provide transparency and promote ac-countability and also protect the privacy

interests of our citizens. We have taken the first steps to accomplish these goals in Oakland, and we are committed to remaining vigilant and thoughtful in this process. ■

Property Tax Postponement Program Helps Seniors and People With Disabilities Remain in Their Homes, continued from page 17


program helped nearly 6,000 seniors and residents with disabilities remain in their homes and generated an estimated $41 mil-lion in revenue for the state General Fund.

But budget cuts in 2009 led to the PTP Program’s suspension. Thousands of participants received property tax

bills they had fully expected would be deferred. For many, this meant choosing between buying food and medicine or paying the taxes.

Eliminating the PTP Program not only adversely affected many at-risk Califor-nians, it also imposed financial burdens

Read these features online at www.westerncity.com by clicking on “Web Exclusive.”

Preventing Tech-Related InjuriesUsing laptop computers, tablets and cell phones is part of everyday work life, but it can take a toll in the form of eyestrain, headaches and back and neck pain. An ergonomics expert offers advice on what you can do to minimize the impacts of technology.

City Managers: The Next Generation

Teaching something as complex as city management presents a challenge. It’s not only public finance and organizational behavior, it’s also a delicate balance of practical skills, political savvy, on-the-job experience and service. Many top-tier institutions in California are geared to instill the basics, but debate continues about how and what to teach aspiring city managers. What is the best way to identify potential and nurture it? Can good city management be taught?

DON’T MISS THESE WEB EXCLUSIVES

WesternCity.com

Watch for these Upcoming Opportunities for the City of Hollister, CA:

•FireChief

•DirectorofDevelopmentServices

•CityClerk

•HumanResourcesManager

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: [email protected]

www.bobmur rayas soc . com

Upcoming Recruitments:

City of Atascadero – Community Development DirectorCity of Livingston – City ManagerMonterey County – Director of Behavioral HealthOrange County – Chief of Engineering/Assistant Director of Public Works City of Oxnard – City AttorneyCity of Petaluma – Fire Chief

Recent Appointments:

Calaveras County – Public Works DirectorDelta Diablo – Engineering Services Director/District Engineer, Maintenance Manager and Operations ManagerCity of Los Altos Hills – Planning DirectorCity of Moreno Valley – Economic and Community Development DirectorCity of Morgan Hill – Assistant City ManagerCity of Paso Robles – Community Development DirectorCity of Roseville – Environmental Utilities DirectorCity of South San Francisco – Finance Director City of Ventura – Finance and Technology Director

Please check our website at http://www.averyassoc.net for formal position announcements.

AVERY ASSOCIATES

William Avery & AssociatesManagement Consultants

31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030

408.399.4424Fax: 408.399.4423

email: [email protected]



on cities and counties as the state was faced with a significant number of residents who could no longer afford to stay in their homes.

Passage of AB 2231 Benefits Cities and CountiesAB 2231 reinstated and made several changes to the PTP Program to ensure its long-term financial viability. These changes included increased eligibility requirements and the establishment of a revolving PTP Fund maintained by the state to protect the program’s fiscal health and sustainability.

The original version of the PTP Program brought much-needed relief to communi-ties throughout the state by giving seniors and Californians with disabilities financial flexibility and relieving financial burdens for cities and counties. Under the revised PTP Program, the state will now provide the financial support needed for this program to operate, and local property tax revenues will be protected without forc-ing low-income seniors and Californians with disabilities from their homes.

Counties were granted immediate author-ity to halt tax sales for eligible Californians when the governor signed the bill in September 2014. The State Controller’s Office is preparing to fully implement the program, and applications for deferment will be accepted beginning July 1, 2016. ■

The revised Property Tax Postpone-ment Program provides certainty for local governments as well as low-income seniors and Californians with disabilities.

phone 916•784•9080fax 916•784•1985


Solid Waste & Recycling Manager City of Berkeley, CAThe City of Berkeley (population 112,000) is a highly educated and ethnically, economically, socially, and politically diverse community. The City is now seeking a Solid Waste and Recycling Manager to plan, organize, and direct the activities of the Zero Waste Division. Candidates with the ability to multi-task, prioritize, and wear a variety of different hats will be valuable in the position. The City is seeking a strong leader with exceptional interpersonal and communication skills. Candidates must possess a Bachelor’s degree with major coursework in environmental science, engineering, business administration, or a closely related field; and five years of contract and program management experience of which three years were in the field of solid waste management and two years of which has included the planning, development, implementation, and management of a sizable waste collection or recycling program. Progressively responsible management and program planning related experience may be substituted for the college coursework on a year-for-year basis. A Master’s degree in Busi-ness Administration, Solid Waste Management, Engineering, or a related field is desirable. The annual salary range for the position is $117,492-$141,996, DOQ. Apply online at www.bobmurrayassoc.com. Contact Joel Bryden at (916) 784-9080 with questions. Filing deadline is May 13, 2015.

The City of Camarillo (population 67,000) is seeking to fill two of its key positions in the Public Works Department. Located on the Pacific coastal plain, halfway between Santa Barbara and Los Angeles on U.S. Highway 101 in western Ventura County, it is only 15 minutes from the ocean with a mild year-round climate. Camarillo possesses all the benefits of a suburban community with a small town quality.

Director of Public Works $140,202 - $189,111 Closing: May 1, 2015

Will oversee a department of 78 employees assigned to engineering, CIP, transportation planning, transit, street/landscaping maintenance, storm drainage, water and wastewater. The ideal candidate will be a strategic problem solver who can deliver excellent service to a community with high expectations. A Bachelor’s degree and 10 years of experience in public works and engineering administration is required.

Deputy Director Public $108,242 - $146,003 Closing: May 15, 2015 Works/Transportation

Will manage the Transit/Transportation and the Street/Landscape Maintenance divisions. The ideal candidate will be a highly trained technical specialist with a minimum eight years of traffic systems engineering experience including supervision. CA Registration as a Traffic Engineer is required.

Formal job announcements, including benefit information are available at www.averyassoc.net. For further information contact Bill Avery at 408-399-4424 or Ann Slate at 805-459-5132.

CITY OF CAMARILLO

William Avery & AssociatesManagement Consultants

31/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030

408.399.4424Fax: 408.399.4423

email: [email protected]


The city held a community health fair to kick

off Live Well Perris.


Community Participates With EnthusiasmThroughout the summer following the health fair, Live Well Perris reached thousands of people with several no-cost activities and events. Aerobics classes moved out of the gym and into the city’s 14 parks. By holding outdoor workouts in neighborhoods throughout Perris, exercise became less regimented and more family oriented. As word spread, classes grew. To keep exercise free and convenient, city council members hosted fitness events such as “Walks With the Mayor” and “Hike With the Mayor Pro Tem at Lake Perris.” At these events, participants burned calories and reported feeling better as they adopted new fitness habits. Council members also promoted and participated in the International Walk to School Day in conjunction with local school districts. Local basketball coaches also joined in, volunteering to hold a free basketball skills clinic for underprivileged youth.

The city invested approximately $12,000 in the Live Well Perris program, and in-kind donations from the community matched the city’s expenditure. This modest outlay and the program’s success resulted in a major grant, when Riverside County awarded the City of Perris a grant of nearly $1 million in 2014 to support and expand the program through 2016.

Big Results at Low CostThe challenges facing Perris with respect to public health are not unique. Perris was determined not to let a difficult fiscal environment stand in the way of what needed to be done. “Live Well Perris demonstrated in its first year that a city doesn’t need a large budget to implement an effective public health campaign,” says Ron Carr, assistant city manager and Live Well Perris coordinator. “More important are enthusiasm, energy and a commitment to serving the community.”

Contact: Ron Carr, assistant city manager, City of Perris; phone: (951) 943-6100; email: [email protected]. ■

Enthusiasm Plays Central Role in Success of “Live Well Perris” Public Health Program, continued from page 15

The City of Pinole is located in the San Francisco Bay Area, on the shores of San Pablo Bay in West Contra Costa County. This position is a key member of the City’s executive leadership team, receiving administrative and general policy direction from the City Manager. The position organizes, provides administrative direction and oversight for and participates in all financial and related functions and activities, which include investments, financial transaction processing, record keeping and reporting, business licenses and payroll, ROPS administration; coordinates production and administration of the City’s budget; provides expert professional assistance to City management staff in areas of expertise.

Minimum qualifications include a Bachelors degree and four years of supervisory or administrative experience in maintaining financial records and preparing statements.

CLOSING DATE: APRIL 29, 2015, at 4:30 pm. Resumes will not be accepted in lieu of a completed application. For more information about this opportunity and to obtain an Employment Application, please visit our website at www.ci.pinole.ca.us or contact Human Resources at 510-724-9006 or [email protected]. Salary $135,396.

Finance Director

phone 916•784•9080fax 916•784•1985


Deputy Director for the San José-Santa Clara Regional Wastewater Facility Capital Improvement Program, City of San José, CAWith a population of over 1 million, San José is the third largest city in California and the 10th largest city in the U.S. The City takes pride in its nationally recognized and award-winning wastewater facility. The City is looking for a Deputy Director who can provide clear direction and strategic planning for the rebuild of this wastewater treatment facility. This Deputy Director will be responsible for managing all aspects of the Capital Improvement Program (CIP) at the Regional Wastewater Facility and will be responsible for leading and managing a team of almost 100 in-house and consultant staff deliver the $1.5 billion capital improvement program. The ideal candidate will be a strong leader and have outstanding communication and presentation skills. The incoming Deputy Director will be entrepreneurial, autonomous, adaptable, and open. The ideal candidate will be articulate, tactful, and able to deal with diverse perspectives and personalities. A candidate known for effective communication across a wide range of audiences would perform well in this position; it is expected that candidates for this position will be comfortable with public speaking and in making presentations to elected bodies and the community at large. A politically astute, yet apolitical, candidate is sought; an individual who is able to effectively, yet respectfully, stand up to challenges will be valued. This position requires at least eight years of increasingly responsible experience in a senior administrative level at a public or private agency; experience manag-ing a work unit equivalent to a major division within a City operating department is desired. A bachelor’s degree in engineering is required; experience in wastewater treatment facilities or an MBA/MPA is preferred. A Professional Engineer License is required, California P.E. license is preferred. The salary for the incoming Deputy Director is $102,181 - $159,168 and is dependent upon qualifications. The City also offers an attractive benefits package. If you are interested in this outstanding opportunity, contact Valerie Phillips and visit our website at www.bobmurrayassoc.com to apply online. Filing deadline: May 1, 2015


Please visit our web site for more information on these exciting career opportunities.

Peckham & McKenneywww.peckhamandmckenney.com

Peckham&McKenneyPresents

Outstanding Career OpportunitiesCity ClerkCity of Long Beach, CAWith a diverse population of 470,000 and boasting amenities few cities can offer, Long Beach blends big city convenience with the friendly, relaxed atmosphere of an ocean-side community. Appointed by the Mayor and nine-member City Council, the City Clerk oversees a $2.6 million FY 2015 budget and staff of 16.5 FTEs in the three Bureaus of Administration, Legislative, and Elections. The ideal candidate brings progressive and leading edge experience working with an elected body in a complex local government agency.

Filing deadline is May 1, 2015.

Assistant City ManagerFoster City, CAFoster City is a full-service city with 32,100 residents located along the west shore of the San Francisco Bay. The city has 186 full-time employees and is looking for an Assistant City Manager experienced in economic development, information technology and community outreach/public information. Salary range is from $144,228 to $175,308 DOQ (2% increase in July) with comprehensive benefits.

Filing deadline: April 10, 2015.

Engineering and Transportation DirectorSan Leandro, CASan Leandro is a community of 87,000 residents with well-maintained neighborhoods, twenty-one public parks and excellent schools. The department, with a budget of $2.9 million and 27 full-time staff, is responsible for all professional engineering services and is comprised of three divisions: Administrative Services, Project Development, and Land Use. Salary range is from $139,524 to $169,596 DOQ with comprehensive benefits.


Public Works DirectorCity of San Rafael, CAServing as Marin County’s premier economic, financial, cultural, and service center, San Rafael (pop. 60,000) is a vibrant city in an incomparably beautiful natural setting. Appointed by the City Manager, the Public Works Director will oversee a FY15 budget of $10.5M and staff of 62 in the design, construction, inspection, and maintenance of San Rafael’s existing and planned infrastructure system. Bachelor’s degree in engineering

or a related field and six years’ increasingly responsible public works construction/maintenance experience, including two years’ managerial responsibility. Salary up to $167,848 plus 4.59% in management allowance and generous benefits.

Filing deadline is May 11, 2015.

Executive DirectorSouth Suburban Park and Recreation District, Centennial, COSSPRD is a nationally renowned, three-time National Gold Medal Winner for Excellence in Park and Recreation Management, located at the southern edge of the Denver metro area including six cities and parts of three counties. With a staff of 250 full-time employees (over 1,700 employees in the summer) and a budget of $50.6 million, the District provides extensive facilities and programs for their 135,000 residents. Salary range is from $140,000 to $180,000 DOQ with extensive benefits.


Director of Financial Services Milpitas, CAMilpitas (pop. 70,000+) is a progressive, full-service community at the southern tip of the San Francisco Bay. Reporting directly to the City Manager and leading a department of 22 full-time employees and a $3.3 million budget comprised of financial planning and analysis, accounting, payroll, purchasing, investments, utility billing and collection, risk management, and internal audit, the Director serves as a key member of the city’s executive staff. Salary range is from $135,088 to $190,264 DOQ with excellent benefits.


Public Works DirectorMilpitas, CAMilpitas (pop. 70,000+) is a progressive, full-service community at the southern tip of the San Francisco Bay. Reporting directly to the City Manager and leading a department of 46 currently funded full-time employees and a $10.9 million budget comprised of administration, street maintenance, utility maintenance, trees and landscape maintenance, fleet maintenance, and facilities maintenance, the Director serves a critical member of the city’s executive staff. Salary range is from $152,199 to $185,000 DOQ with excellent benefits.



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Western City April 2015

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