Western City April 2011

A P R I L 2 011 |

The Monthly Magazine of the League of California Cities

Life in a Fishbowl: Avoiding Disaster p.11 Resources to Help Families p.7 Trail Enhances Safety p.18

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CONTENTS 2

Calendar of League Events

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President’s Message

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Killing Redevelopment: California’s Biggest Economic Mistake

Everyday Ethics for Local Officials

Gifts, Part II Life in a Fishbowl: Avoiding Disaster This feature is part of a series on laws related to gifts.

By Jim Ridenour After FY 2011–12, the state will realize zero savings from shutting down redevelopment. But it will permanently destroy hundreds of thousands of jobs and wipe

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Whittier Trail Offers a Safer Way To School and a Recreational Resource 18

out billions of dollars in local economic activity.

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By Samantha Caygill Each year the League honors outstanding work done in cities throughout California. It may not be too late to submit your city’s online application for a Helen Putnam Award for Excellence.

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South San Francisco’s Centennial Way Links Neighborhoods And Transit 19

City Forum

Enter Your City’s Innovative Program Today For Statewide Recognition

Convenient Resources To Help Families Find Affordable Health Insurance For Their Children

By Yvonne Hunter A website and other resources offer easy, practical ways for local officials to help parents in their communities connect with no- or low-cost health insurance for their children.

California Cities Helen Putnam Award for Excellence

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Job Opportunities

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Professional Services Directory Cover Photo: Adam Gault/ Getty Images

President Jim Ridenour Mayor Modesto

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

First Vice President Michael Kasperzak Council Member Mountain View

Second Vice President Bill Bogaard Mayor Pasadena

Immediate Past President Judy Mitchell Council Member Rolling Hills Estates

Executive Director Chris McKenzie

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

leaguevents

Magazine Staff Editor in Chief Jude Hudson (916) 658-8234 e-mail: <editor@westerncity.com> Managing Editor Eva Spiegel (916) 658-8228 e-mail: <espiegel@cacities.org>

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Advertising Sales Manager Pam Maxwell-Blodgett (916) 658-8256 e-mail: <maxwellp@cacities.org>

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

Classified/Website Advertising and Subscriptions Sara Rounds (916) 658-8223 e-mail: <info@westerncity.com>

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April

Contributors Dan Carrigg Tracy Petrillo JoAnne Speers Adrienne Sprenger

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

May

Associate Editors Carol Malinowski Carolyn Walker Design Pat Davis Design Group, Inc.

4–6

City Attorneys Spring Conference, Fish Camp This meeting covers the latest trends and issues affecting public law practitioners.

18 – 20

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

Legislative Action Days and Advanced Leadership Workshops, Sacramento City officials attending these events get updates on key legislative issues that impact cities.

19 – 20 Board of Directors Meeting, Sacramento The League board reviews, discusses and takes action on a variety of issues affecting cities, including legislation, legal advocacy, education and training, and more.

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

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Postmaster: Send address changes to Western City, 1400 K Street, Sacramento, CA 95814. Western City Trademark Reg. U.S. Pat. Off. ©2011 League of California Cities. All rights reserved. Material may not be reprinted without written permission. This issue is Volume LXXXVII, No. 4.

For the latest information on League conferences and events follow us on Twitter @CaCitiesLearn.

For legislative and policy updates and more, follow @CaCities.

Join Us on Facebook! www.facebook.com/westerncity www.facebook.com/LeagueofCaCities

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President’s Message by Jim Ridenour

Killing Redevelopment: California’s Biggest Economic Mistake

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he battle over the governor’s proposal to shut down local redevelopment agencies continues to play out in the state

Capitol. It is unlikely to be resolved quickly.

Eliminating redevelopment will bring little financial benefit to California.

However, it will permanently destroy hundreds of thousands of jobs, wipe out billions of dollars in local economic activity and obliterate a key tool that local governments use to meet the state’s infill land-use objectives.

Assessing the Damage

The state Department of Finance acknowledges that after FY 2011–12, the state will realize zero savings from shutting down redevelopment. Redevelopment agencies have more than $87 billion in bond and other contractual obligations that legally must be repaid before revenues can be made available for any other purpose.

In addition, killing redevelopment will cause serious and permanent economic damage at the local level. Redevelopment activities: • Support upward of 300,000 jobs annually, including 170,600 construction jobs; • Contribute more than $40 billion annually to California’s economy through goods and services; and • Generate more than $2 billion in state and local taxes in a typical year.

Ending redevelopment will also take away one of the few tools local governments have to comply with state requirements to plan for more compact urban land use

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supported by transit-oriented development, housing, jobs and infrastructure.

Furthermore, redevelopment is the second largest funder of affordable housing, after the federal government. Redevelopment agencies have helped build 98,000 units of affordable housing since 1993.

Twenty percent of property taxes generated from redevelopment activities must be spent on affordable housing.

Proposal Is Unconstitutional

Shutting down redevelopment agencies violates multiple state Constitutional provisions, including Article XVI, section 16, which requires tax increment to be paid to redevelopment agencies to repay the public cost of redevelopment projects, and Article XIII, section 25.5, which explicitly prohibits the state from taking tax increment from redevelopment agencies.

Long-Term Costs

Jeopardizing these contractual obligations will shake investor confidence and the creditworthiness of the state. It will also increase state and local bonding and borrowing costs for years to come.

In my city, Modesto, losing redevelopment funding would have devastating consequences for our community. Without redevelopment, the city’s efforts to revitalize the downtown area and provide affordable housing would come to an abrupt halt. The city has two major projects on the horizon that will not be possible without redevelopment. continued

Abolishing redevelopment could violate the U.S. and California Constitutions, which prohibit impairment of contracts.

Redevelopment agencies have more than $87 billion in contractual obligations and have entered into tens of thousands of contracts with banks, developers and bond issuers. The Legislature cannot constitutionally abrogate those contracts or unilaterally substitute a new party to replace the redevelopment agency without the consent of the other parties to the contract.

Western City, April 2011

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Killing Redevelopment: California’s Biggest Economic Mistake, continued

The threat of losing redevelopment as an economic development tool is exacerbated by the ongoing grim fiscal conditions.

Unemployment in California is high, and jobs are few.

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Innovative Solutions. Enduring Principles.

If the state succeeds in killing redevelopment, five or six years from now it is likely to be regarded as one of the worst mistakes California ever made in terms of economic development and growth.

A broad coalition of mayors, council members, local governments, business and labor organizations, environmental leaders and affordable housing advocates oppose the state’s attempt to kill local redevelopment. If you have not yet joined this effort, I urge you to do so now. Visit www.ProtectOurLocalEconomy.com and www.MyVoteCountsCA.org to learn more. n

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Enter Your City’s Innovative Program Today for Statewide Recognition by Samantha Caygill Each year the League honors outstanding work done in cities throughout California. The League Partner-sponsored Helen Putnam Award for Excellence program provides an opportunity to acknowledge employees and collaborators, gain the appreciation of your residents and showcase outstanding contributions that have made your city a better place to live and work.

• Enhancing Public Trust, Ethics and Community Involvement;

The award program recognizes California cities whose projects result in beneficial innovations, resourceful efficiencies, improved public service and enhanced public trust and support. Winning an award also offers a chance for your community to celebrate the good work being done locally.

• Planning and Environmental Quality;

Does your city have an innovative program that increases efficiency and delivers quality service? Award categories include: • Community Services and Economic Development;

The 2011 City Hall Directory Find-it-fast information for every city in California!

✓ Mayors, Council Members and

City Department Head Information

✓ City Addresses, Phone, Fax and Websites ✓ Advertisers with Products and Services That Your City Needs

With the 2011 City Hall Directory, the information you need is right at your fingertips.

Download the order form online: www.cacities.org/citybooksorderform or call (916) 658-8247.

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League of California Cities

• Health and Wellness Programs; • Housing Programs and Innovations; • Internal Administration; • League Partners Award for Excellence in City-Business Relations; • Public Safety; • Public Works, Infrastructure and Transportation; and • Ruth Vreeland Award for Engaging Youth in City Government.

To qualify, simply demonstrate that your city offered a program or service that has proven measurable and successful within a minimum of one year of actual implementation.

Particular attention and credit are given to applications that specifically advance the League’s strategic priorities (available at www.cacities.org/priorities), which are determined each year by the League board of directors.

Only one award is given in each category.

Winners are recognized at the League’s annual conference as part of the opening general session program, and each winning city has the opportunity to showcase its project with a booth at the conference.

In addition, Western City features the winning projects throughout the year.

The entry deadline is April 14, 2011.

Submit your application online at www. helenputnam.org. n

Samantha Caygill is public affairs program manager for the League and can be reached at <scaygill@cacities.org>.

www.cacities.org

Convenient Resources to Help Families Find Affordable Health Insurance for Their Children

by Yvonne Hunter

T

he health of a community’s children is critical to its overall well-being and is also one of the most

important concerns of local officials. Finding affordable health insurance for their children can be a challenge for families with limited resources, and many working parents do not know that their children may be eligible for no-cost or low-cost health insurance.

Members of the La Mesa Wellness Task Force generate excitement at a community event called Kids Care Fest. The City of La Mesa used existing health fairs and children’s fairs to reach families and collaborated with local health plans and community-based organizations to provide outreach and application assistance at these events.

The Institute for Local Government (www.ca-ilg.org), the nonprofit research and education affiliate of the League of California Cities and the California State Association of Counties, offers resources to local officials to help families and parents in their communities connect with no- or low-cost health insurance.

ILG’s Insuring Kids’ Health Online Resource Center (www.ca-ilg. org/InsureKids) is based on best practices and lessons learned by California cities and counties that participated in a four-year ILG program called Communities for Healthy Kids. A grant from

the Anthem Blue Cross Foundation provided funding for the program.

Ten communities participated in Communities for Healthy Kids — Chula Vista, Huntington Park, Indio, La Mesa, Riverside, Salinas, the City and County of Santa Barbara, Santa Clarita and South Lake Tahoe. Local officials in these communities helped identify the best ways to connect with parents whose children are eligible for no- or low-cost health insurance. continued

Yvonne Hunter is a program director at the Institute for Local Government (ILG). She can be reached at <yhunter@ca-ilg.org>.

www.westerncity.com

Western City, April 2011

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Convenient Resources to Help Families Find Affordable Health Insurance for Their Children, continued

Local Officials on the Importance Of Health Insurance for Kids Why is it important to a community for its children to have health insurance?

Children who have health insurance are more likely to see a doctor when they are sick, get preventive care to keep them well and perform better in school. In addition, helping families find affordable health insurance for their children provides an economic benefit to the community. According to Santa Barbara County Supervisor Salud Carbajal, making sure children have health insurance is cost effective. He says, “Children with health insurance are getting the preventive care that they need and don’t end up in the emergency room, where the cost is multiplied.”

While counties traditionally have played a leadership role in providing health services for the community, cities too can play an important role. Riverside Mayor and League Past President Ron Loveridge says, “The argument sometimes is that cities provide police and fire services, public works and parks and recreation, so why should we be worried about health insurance for kids? Because the quality of life is at the center of what we do. And if you don’t have health insurance, the quality of life is at risk.” Loveridge points out that the lessons learned in California can be applied in other states as well.

Activities that any city can implement include simple steps such as putting information about affordable children’s health insurance at city offices, collaborating with local nonprofit groups or schools, partnering with local healthinsurance providers, and working through local community centers to get the word out and offer enrollment opportunities to families. The key is to choose outreach activities that fit the unique needs and resources of the local agency.

Sandra Toro is a health advocate with the Santa Barbara County Children’s Health Initiative, which collaborated with the City of Santa Barbara’s Parks and Recreation Department as part of the Communities for Healthy Kids project. Toro says, “Working with the city’s Parks and Recreation Department helped us reach families that we otherwise would not have

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been able to reach.” She adds, “Families trust the community centers and their staff.” This element of trust helps providers of affordable health insurance connect with eligible families who often need help to navigate the system and complete the necessary paperwork.

Online Resource Center Offers Helpful Tools ILG’s Insuring Kids’ Health Online Resource Center provides information to help local officials assist families. “It’s a great tool,” observes Hal Conklin, chair of the ILG board of directors. “The Online Resource Center offers an easy way to learn what the program is about and how to help people in your community.”

The City of La Mesa participated in the three-year Communities for Healthy Kids program and successfully partnered with a local nonprofit group to connect families with children’s health insurance.

“The resources provided by Communities for Healthy Kids were absolutely invaluable in teaching us what was available and how best to get the word out,” says Karen McElroy, administrative analyst with La Mesa.

In addition to detailed web-based resources on how local agencies can help families find health insurance for their children, ILG’s Insuring Kids’ Health Online Resource Center includes: • Helping Families Find Affordable Children’s Health Insurance: A Local Official’s Guide, a publication that offers ideas, tips and step-by-step guidance (www. ca-ilg.org/InsureKids/OnlineResource Guide); • A short video that summarizes the goals and information developed from the Communities for Healthy Kids program. It includes testimonials from California city and county officials on the benefits of helping families find affordable health insurance for their children, as well as highlights of best practices and lessons learned by program participants (www.ca-ilg.org/ InsureKids/Video); • Templates for flyers and enrollment information, links to state and national

resources, step-by-step “how to” information and key activities to help local officials assist eligible families in their communities; • Information on how national health care reform affects health insurance options for children and youth; and • A short guide to understanding the role counties play in delivering health services (www.ca-ilg.org/CountyHealth Services).

Helping Families in Hard Economic Times Many families are struggling to make ends meet in the current economic environment, and working parents, especially those in lower-paying jobs, are often without health insurance for their continued on page 27

Creating Healthy Communities The Institute for Local Government also offers other resources to help local officials improve the health of their community. For example, the publication Understanding the Basics of Land Use and Planning: Guide to Planning Healthy Neighborhoods identifies the reasons to be concerned about the relationship between health and the built environment, offers options for transforming that concern into a vision for a healthier community and provides strategies and examples of how to translate that vision into action. A separate two-page tabbed binder insert provides tips to help local officials consider which strategies and resources for planning healthy neighborhoods best fit the situation in their particular neighborhood or community. Visit www.cailg.org/healthyneighborhoodsguide for more information.

www.cacities.org

Many parents do not know that their children may be eligible for no- or low-cost health insurance.

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CIT Y OF UNION CIT Y Mayor Mark Green at the Ribbon Cutting of the City’s New Transit-Oriented Mixed-Use Development Near BART “Union City’s Intermodal Station project is a perfect example of a how a redevelopment agency project can grow a sustainable, transportation and pedestrian friendly neighborhood that revitalizes a once blighted section of the City.

Meyers Nave’s talented municipal, construction and redevelopment attorneys have been instrumental in helping Union City build this ambitious project!”

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Western City, April 2011

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Everyday Ethics for Local Officials Gifts, Part II

Life in a Fishbowl: Avoiding Disaster

T

his series of “Everyday Ethics” columns is dedicated to providing an easy-to-understand explanation

of the law governing public officials’ acceptance of gifts. Five practical questions (below) provide a framework for thinking about gift issues and a step-by-step approach for applying the rules to real-life gift situations.

The February “Everyday Ethics” column (online at www.westerncity.com) discussed the ethical principles underlying the gift rules, prohibited actions and disclosure requirements with respect to gifts and the wide variety of gestures that qualify as gifts. It also addressed the options available to a public official who receives a gift that he or she would rather not disclose or that would exceed the annual $420 gift limit (see question 5 in “Key Gift-Related Questions for Local Officials to Ask” at right).

This column follows with a more detailed discussion of the first three of the five practical questions introduced in the February column. The remaining articles in this series will address question 4, the specific rules applicable to particular kinds of gifts.

QUESTION 1: What’s the Value of What I Received?

Promoting fair and merit-based decisions is a key goal of ethics laws. Another goal is to avoid the appearance that public servants are receiving special perks as a result of their status. As a general matter: 1) The public has a right to know when public officials receive gestures with a value of more than a certain amount;

Key Gift-Related Questions for Local Officials to Ask 1. What’s the value of what I received?

2. Who gave me what I received?

3. Did I do something in exchange for what I received?

4. What kind of gift is it? (And do special rules apply as a result?)

5. Which of the permitted courses of action do I want to take with respect to the gift?

2) Public officials may not receive gestures with a value of more than a certain amount; and 3) Gifts should not influence the decision-making process or appear to be influencing the decision-making process. continued

Prizes won in raffles and drawings are generally considered gifts.

This column is a service of the Institute for Local Government (ILG), whose mission is to promote good government at the local level. For more information and to access ILG’s resources on public service ethics, visit www.ca-ilg.org/trust. ILG thanks University of California, Hastings College of the Law 1066 Foundation Bridge Fellow Jessica Ryan and Institute volunteer and retired City Attorney Michael Martello for their assistance with this article.

www.westerncity.com

Western City, April 2011

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Life in a Fishbowl: Avoiding Disaster, continued

Public officials must consequently be alert to the value of what they receive from others: 1. Gifts worth $50 or more must be reported on your Statement of Economic Interests. For purposes of this rule, gifts from a single source are combined. This means the official must report what he or she received when the total value of a series of gestures from a single gift-giver reaches $50 or more. This requires keeping a running tally of smaller gifts in case the total value of gestures from one source adds up to $50 or more over the course of a year.

If you serve on the board or volunteer for a nonprofit organization, you must classify gestures such as travel expenses and food as either income or gifts for reporting purposes.

2. The annual gift limit is $420 from a single source per calendar year. As a general rule, a public official may not accept a gesture that’s worth $420 or more. Similarly, a public official may not accept a series of gestures that total $420 or more from the same gift-giver over the course of a calendar year.

3. Receiving a gift may also keep a public official from participating in the decision-making process. If you are a public official and you accept gestures with a value of $420 or more from a single gift-giver in the 12 months preceding an official decision affecting that person, you may have to disqualify yourself from partici pating in that decision-making process.

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Celebrating

How do you determine the value of a gift for reporting purposes? The general rule is that you must report the gift’s fair market value. For example, if someone buys you dinner, you should report your portion of the tab (which may include the amount spent on your spouse, partner or guest, parking and tip, etc.).

Some other rules related to valuing gifts include the following: • What the gift-giver paid is not necessarily the value. If it would cost you more to pay for the gesture, that is the value you must report, even if the giftgiver paid less.

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• If the item is not sold on the open market, reporting a good-faith estimate of its value based on the price of comparable items is acceptable. If you cannot determine the fair market value because the gift is unique or unusual, its value is the cost to the giftgiver if known or a good-faith estimate of that cost if unknown.

If the gesture fluctuates in cost or value, note that the value is pegged to the date of receipt.

See “Additional Hazards: Special Valuation Rules for Certain Kinds of Gifts” at right for special rules related to valuing particular types of gifts.

QUESTION 2: Who Gave Me What I Received?

The issue of who is doing nice things for a public official is important for several reasons.

• Single Source. Gift reporting requirements and limits are tied to gestures from a single source. You must identify the source to correctly report the gesture and stay within the limit.

• Intermediaries. Sometimes a gesture occurs through a middle person. This is the concept of an “intermediary.” An official must report both the intermediary and the true source on his or her Statement of Economic Interests.

For more detail on the rules related to intermediaries, visit www.ca-ilg.org/ giftsources.

• Gifts From Multiple Sources. When multiple people pitch in for a gift valued at $50 or more, you may report the identity of the gift-givers in general terms, such as “co-workers,” unless someone gave $50 or more. Contributors of $50 or more must be individually named on your Statement of Economic Interests.

• Identity of Gift-Giver. Gestures received from certain sources may be subject to special rules. For example,

Additional Hazards: Special Valuation Rules for Certain Kinds of Gifts Private Air Transportation. For charter or private air transportation, the base value is what you would have to pay to charter the kind of flight in question. The reportable share is not determined by dividing the base amount by the number of passengers on the flight, but rather by dividing the base amount by the number of qualifying public officials on the flight. Meals, refreshments or other benefits received while traveling on the flight must be reported as extra value received unless such benefits would have been included in the base charter fare.

Fundraisers. The general rule for an admission ticket is that you must report the face value of the ticket, but there are exceptions. For example, reporting tickets to nonprofit and political fundraisers is subject to a complicated valuation rule.

• A public official need not report receipt of a single free ticket to a political fundraiser held in California from the candidate or committee holding the fundraiser as long as the official personally uses the ticket.

• A single fundraiser ticket provided by a 501(c)(3) tax-exempt nonprofit for the official’s personal use is also exempt from reporting provided the nondeductible portion of the ticket does not exceed the gift limit.

The Fair Political Practices Commission regulations contain additional nuances related to when and how these exceptions apply (for more information see www.ca-ilg.org/fundraisers).

As question 4 (What kind of gift is it, and do special rules apply as a result?) suggests, special rules apply to particular kinds of gifts, including informational materials, campaign contributions, wedding gifts, home hospitality, plaques, bequests and inheritances. The June “Everyday Ethics” column will analyze those rules.

continued

www.westerncity.com

Western City, April 2011

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Life in a Fishbowl: Avoiding Disaster, continued

gifts from immediate family (as defined in the regulations) are not subject to reporting and limits. Gestures an official receives from his or her public agency are subject to special rules (see www. ca-ilg.org/agencygifts for more information). Finally, under some circumstances, favors done by neighbors may not be reportable as gifts.

Of course, accepting gestures from those who have business pending before the agency involves additional legal and ethical issues. If someone has business pending before the agency, the risks of the public perceiving that the gift influenced a decision (or was a reward for a favorable decision) are especially great. That is one of the reasons the rules require public

officials to step aside from the decisionmaking process if they have received gifts in excess of $420 in the 12 months preceding the decision. To avoid any perception of influence or reward, many officials decline such gestures altogether.

A broader issue is the public’s possible perception that those who do nice things for local officials are in essence buying access to a local official — and that the local official is allowing them to do so.

The public’s concern is that either the conversations that occur or the personal relationships that might develop may influence a public official in a way that people who lack such access cannot.

Some officials are sufficiently troubled by

the possibility of such a public perception that they decline such gestures and simply have a “no gifts” policy.

QUESTION 3: Did I Do Something in Exchange for What I Received?

The core concept underlying the notion of a gift is that it is something someone gives another for nothing in return.

Consequently, if you pay for what you received or otherwise exchange goods or provide services of equal or greater value for it, it does not fit within the definition of a gift. Here are the questions to ask yourself to determine whether or not you are in gift territory.

Did I Pay Money or Exchange a Tangible Item of Equal or Greater Value for What I Received?

• Payment Made. If you paid cash, wrote a check or used your credit card to pay the full monetary value of what you received within 30 days of receipt, you need not report it as a gift nor count

An official must report what he or she received when the total value of a series of gestures from a single gift-giver reaches $50 or more.

Seek Professional Advice Although the Institute for Local Government endeavors to help local officials understand laws that apply to public service, its informational materials are not legal advice. In addition, attorneys can and do disagree on the best interpretation of the complex rules relating to public service ethics. Officials are encouraged to consult an attorney or the Fair Political Practices Commission for advice on specific situations.

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it toward the gift limit. Alternatively, officials who feel comfortable disclosing gifts have the option of reimbursing the gift-giver for a portion of the value of one or more gifts to avoid exceeding the $420 gift limit. Documenting the payment with a canceled check, credit card receipt or other evidence is a good practice. Keep in mind that the check must be cashed by the recipient — it is the official’s burden to prove the donor both received and accepted the reimbursement payment.

• Gift Exchanges. If you acquired what you received through exchanging gifts for an occasion such as a birthday or holiday, it is not subject to reporting requirements or the gift limit if the gifts are approximately equal in value. Gifts continued

Promoting fair and merit-based decisions is a key goal of ethics laws. Another goal is avoiding the appearance that public servants are receiving special perks as a result of their status.

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Western City, April 2011

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Life in a Fishbowl: Avoiding Disaster, continued

acquired through participation in an employee gift exchange are also not subject to the rules, if the gifts exchanged are provided by agency employees and are of approximately equal value.

• Barter Transactions. If you acquired what you received through a barter transaction — where you exchanged an item you owned or provided non-governmental services that were demonstrably worth the same or more — the gesture you received is not a gift subject

to reporting requirements or the gift limit. If you received more value than you gave, that “excess value” may be a gift to you. Documenting the transaction and values associated with it is a good idea.

Did I Provide Services in Exchange for What I Received?

Your city’s Best resource for legal solutions California’s premier full-service public law firm has one of the state’s most extensive municipal law practices.

Labor Negotiations & Litigation Employee Discipline & Termination Employee Benefits Employee Discrimination & Sexual Harassment Wage & Hour Law

• Employment-Related Gestures. If what you received was part of an employment relationship unrelated to your service as a public official, the value of the gesture may be counted instead as income from your employer and disclosed pursuant to those rules.

• Business Gestures. If what you received was in exchange for goods or services you provided as part of a business you operate, the gesture may instead be counted as income and disclosed pursuant to those rules.

• Volunteer/Nonprofit Activities. If you serve on the board or volunteer for a nonprofit organization, you must classify benefits such as travel expenses and food as either income or gifts for reporting purposes. In order for the benefits to qualify as income, you must be able to demonstrate that you provided services of equal or greater value

Looking for Footnotes?

Offices throughout California | Please visit www.bbklaw.com

16

League of California Cities

A fully footnoted version of this article is available online at www.westerncity.com.

www.cacities.org

A broader issue is the public’s possible perception that those who do nice things for local officials are in essence buying access to a local official.

More Resources Online For more information and links to related resources, read this article online at www.westerncity.com.

to the nonprofit. If you did not provide such services, the benefits should be reported as gifts and may be subject to the $420 gift limit.

• Presentations, Event Attendance and Articles Written. If your services involved giving a speech or participating in a panel or seminar, you may accept free admission, refreshments and non-cash benefits at the event without reporting those benefits as a gift or counting them toward the limit (note that there is some indication this exception may be eliminated soon). However, the honoraria prohibition forbids you from accepting compensation for providing those services, including for giving a speech, writing an article or attending a public or private conference or other event. Certain exceptions exist for presentations and articles in connection with a business or an employment relationship unrelated to your public service. For more information, visit the Fair Political Practices Commission (FPPC) website page on honoraria at www.fppc.ca.gov/index.php?id=226.

• Other Ceremonial Functions. If you received a ticket from either your agency or an outside source for admission to an event at which you performed a ceremonial function on behalf of the agency, your use of the ticket must be reported on FPPC Form 802.

Your agency must post Form 802 on its website. The form contains information on the event, the value of the ticket, the source of the ticket and which official received the ticket. Otherwise, the value continued on page 26

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Western City, April 2011

17

Parents and children alike celebrate the 2009 opening of the Whittier Greenway Trail.

Whittier Trail Offers a Safer Way to School and a Recreational Resource Transforming an abandoned railroad right of way into the Whittier Greenway Trail, a 4.5-mile recreational and commuter bikeway and pedestrian path, took 12 years to plan, fund and build — but it was worth it.

The City of Whittier (pop. 87,128) is located in Los Angeles County, 12 miles southeast of Los Angeles. Nearly 300 traffic collisions occurred between 1995 and 2005 within school zones on the city’s arterial streets. To avoid walking on the streets, many children used an abandoned Union Pacific Railroad right of way to get to school. Along this unsupervised route they encountered criminal activity, including drug use and harassment, along with illegally dumped trash and other hazards.

Making the Community Safer “The community was anxious to improve the overgrown, vandalized railroad route that traversed the heart of the city and eliminate the crime, homeless camps, trash, graffiti and gang activity that the abandoned property attracted,” says Mayor Greg Nordbak. “Residents campaigned for an off-road bike path so families could safely ride to schools and parks without using major arterial streets.”

Whittier began planning, negotiating and acquiring funds in 1997 to purchase

the 4.5-mile abandoned property and develop it into a bicycle and pedestrian trail.

The corridor purchase and development were funded with $15 million in federal, state and county grants. The city completed the project and opened the trail in January 2009.

Trail Offers Multiple Amenities The Whittier Greenway Trail begins on the western city boundary near Los Angeles County’s San Gabriel River Bike Trail and traverses Whittier, linking schools, homes, parks, shopping areas and transit continued on page 22

The City of Whittier won the 2010 Helen Putnam Award for Excellence in the Health and Wellness Programs category. For more about the awards program, visit www.cacities.org/helenputnam.

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League of California Cities

www.cacities.org

South San Francisco’s Centennial Way Links Neighborhoods and Transit

V

isitors to South San Francisco might assume it is a suburb of the famous neighboring city to the north. However, 50-foot-tall concrete letters on a hill

unabashedly declare that “South San Francisco the Industrial City” is a separate municipality with a unique identity.

The trail encompasses a popular dog park and provides recreational opportunities and access to transit.

The city (pop. 65,872) comprises diverse neighborhoods and businesses, yet for many years fell short in terms of park space. City Manager Barry Nagel says, “The built environment had dense suburban character, but lacked amenities for safe routes to school, walking, biking and community gatherings. Park acreage per capita was lower than neighboring cities and the national standard, and the city had limited resources for park land acquisition. But then events occurred that made the option of creating a linear park through the center of town an exciting possibility.” continued on page 24

The City of South San Francisco won the 2010 Helen Putnam Award for Excellence in the Planning and Environmental Quality category.

For more about the awards program, visit www.cacities.org/helenputnam. www.westerncity.com

Western City, April 2011

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Western City magazine’s job opportunity section is the source for job seekers looking for positions in local government. When you place a job opportunity ad in Western City 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.

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Display and Classified Advertising

Website Job Postings

Call Pam Maxwell-Blodgett at (800) 2621801 to place a display (boxed) ad or for rate and deadline information. Or e-mail: <admanager@westerncity.com>.

Display and classified 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.

Call Sara Rounds at (916) 658-8223 for classified advertisements. Columntype classified ads are $18 per line with a five-line minimum (approximately 35 characters per line). You must call to confirm receipt.

To post your job opportunity ad on our automated website, visit www.western city.com or e-mail <info@westerncity. com> for more information.

Did You Miss the March Issue?

Read it online at www.westerncity.com CareersInGovernment.com Employees are looking for YOU! Post your jobs on CIG — The Public Sector Job Board Registration & postings are EASY AND QUICK Thousands of CIG links on University, College and career boards Manage all jobs and resumes independently 24/7 CIG advertises in major public sector publications Our focus is on you — we are available to meet your needs anytime via email, fax or voice:

Don’t Miss the Top Hits on Our Website!

1 Gifts, Part 1—When Someone Does Something Nice For You: Practical Questions for Public Officials to Ask 2 Proposition 26: An Executive Summary for The Layperson 3 The Origins of California City Powers 4 Redevelopment Debate Is All About Our Old Friend “Land Use” 5 Why Now Is a Smart Time to Consider Updating Your General Plan Read these articles today at www.westerncity.com

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League of California Cities

(818) 991-9653

www.careersingovernment.com info@careersingovernment.com

Serving You Since 1996

as America’s Premiere Public Sector Job Board

General Manager, Fallbrook Public Utility District, CA As an unincorporated part of San Diego County Fallbrook has a population of approximately 43,000. The Fallbrook Public Utility District constructs, operates and maintains facilities to supply water and sewer services to the town of Fallbrook and water and reclaimed water to the surrounding residential and agricultural areas comprised of approximately 28,199 acres. The FPUD is seeking a General Manager to oversee an Operating Budget of $23 million, a CAP Budget of $11million and 71 full time employees. The incoming General Manager will be joining a stable organization working with water, wastewater and recycled water. The General Manager should be an advocate of the District and have an open and honest communication style.

The selected General Manager should be skilled in both employee and labor relations. The ideal candidate should be capable of developing a solid financial plan and budget for the District, and insuring expenditures are in line with the budget. Candidates with a minimum of five (5) years of responsible, executive-level experience in water utility or public works management in a municipal or special district setting; and a Bachelor’s degree in management science, business administration, civil engineering or a closely related field is required.

The salary for the General Manager ranges from $150,000-$190,000 and is dependent upon qualifications. The District also offers an attractive benefits packaging. If you are interested in this outstanding opportunity, please apply on line at www.bobmurrayassoc.com. Please contact Mr. Regan Williams at (916) 784-9080 should you have any questions. Brochure available. Closing date April 22, 2011.

phone 916 U784U9080 fax 916U784U1985 www.bobmurrayassoc.com

www.cacities.org

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Temporary Staffing for All Municipal Departments!

Serving all Cities in California! s #OMPETITIVE BILL RATES s :ERO BUYOUT OR CONVERSION FEES s 4EST DRIVE CANDIDATES BEFORE YOU HIRE

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1-866-406-MUNI (6864) www.munitemps.com

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League of California Cities offers FREE Interim Candidate Searches. View Resumes Online Now! Connect with municipal veterans who can help meet your needs. Free for statewide agencies.

No middle man â&#x20AC;&#x201D; you contact applicants directly.

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Take the pressure off and visit MuniLink today!

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MuniLink is a joint project of the League, the Institute for Local Government and Western City magazine.

Opening in April . . .

Police Chief City of Hayward

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Looking for Information?

We Can Help!

Getting up to speed on city issues can be challenging.

Western City magazine makes it easier to get a handle on the issues affecting your city. Our website gives you a way to easily locate recent articles that address:

Âť Community Services Âť Economic Development & Redevelopment

Âť Environment, Energy & Climate Change

Âť Governance, Legislation & Law

Âť Municipal Finance Âť Land Use & Planning Âť Personnel Âť Public Safety Âť Public Trust & Ethics Âť Public Works & Infrastructure Âť Youth Visit www.westerncity.com and click on â&#x20AC;&#x153;Topicsâ&#x20AC;? to read helpful articles that give you both the big picture on statewide issues and detailed examples from cities throughout California.

Western City, April 2011

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Whittier Trail Offers a Safer Way to School and a Recreational Resource, continued from page 18

The Whittier Greenway Trail has become one of the most popular destinations in the city.

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City Manager, City of Pittsburg, CA The City of Pittsburg is a culturally rich and diverse community of over 65,000 residents, located at the gateway to Northern California’s fabulous 1,000-mile Delta waterways.

Pittsburg is one of the fastest-growing cities in the San Francisco-Oakland Bay Area and is now seeking a City Manager. The City of Pittsburg desires a visionary candidate who can provide strong leadership and build a relationship of trust and transparency with City staff, the City Council, and the community. A candidate with an open, inclusive, and empowering communication style would do well in this position. The ideal candidate for this position will have a strong background in municipal budgeting and financial planning, economic development and redevelopment, and strategic planning. Candidates for this position must possess a bachelor’s degree in public administration or a closely related field, as well as six years of administrative or managerial experience in a public agency. The salary for the City Manager position is $215,000; this salary is currently under review and dependent upon qualifications. If you are interested in this outstanding opportunity, please apply on line at www.bobmurrayassoc.com. Please contact Regan Williams at (916) 784-9080 should you have any questions. Brochure available.

Closing date April 22, 2011. phone 916 U784U9080 fax 916U784U1985 www.bobmurrayassoc.com

City of Sacramento CITY MANAGER California’s growing and vibrant capital city of Sacramento (pop. 470,000) is seeking 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 eight-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 $833 million, including a $364 general fund budget. Three Assistant City Managers support the City Manager in the oversight of 17 departments and a workforce of 4,374 FTE’s.

A formal job announcement and recruitment brochure are expected to be available in April at: www.cps.ca.gov/search.

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For more information, contact Stuart Satow 241 Lathrop Way Sacramento, CA 95815 Tel: 916 / 263-1401 Fax: 916 / 561-7205 E-mail: resumes@cps.ca.gov

www.cps.ca.gov/search City web site: www.cityofsacramento.org

stops. The trail comprises a 12-foot-wide asphalt path for wheeled traffic and a 5-foot-wide decomposed-granite path for pedestrians. The entire trail is ADA accessible and has dog comfort stations, large mile markers and smaller on-path quarter-mile markers to assist visitors with location and distances. Public art and interpretive exhibits dot the trail.

Residents use the Whittier Greenway Trail for transportation, recreation and simply enjoying the outdoors.

Safety monitoring is an important component of trail operations. Graffiti, trash and litter are removed seven days a week.

For extra security, the Whittier Police Department patrols the trail with small dual-sport motorcycles, and regular police patrols monitor segments of the trail by visual assessment from each intersection.

The Whittier Greenway Trail’s design follows “safe by design” landscaping practices. The trail increases the urban forest with more than 1,000 trees and numerous specimens of 46 types of plants and shrubs. These plantings maintain greenery to shield adjacent properties, but still allow trail users a clear view of the surroundings and limit opportunities for graffiti. Native and drought-tolerant plants appear throughout the project, requiring little or no water after they are established. The tree varieties planted will not uproot the trail surface, and the irrigation system minimizes run-off on the pathway.

“Rather than have the abandoned railroad property continue as an eyesore in the heart of the city, converting it to a bicycle and pedestrian trail attracted residents who may have not otherwise been inclined to walk or bike on city streets,” says Mayor Pro Tem Cathy Warner. “For Whittier’s health, fitness, commuting and recreational needs, we needed a safe and accessible transportation option for bicyclists and pedestrians. The Whittier Greenway Trail not only provides greater access to outdoor activities, but also establishes a strong and beautiful sense of place for the community.”

“The trail has been a positive addition to the community, especially in its role

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about — an opportunity for the community to share an active outdoor facility that will benefit those who use it for years to come,” says Mayor Nordbak.

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Contact: Fran Shields, director of parks, recreation and community services, City of Whittier; phone: (562) 567-9420; e-mail: <fshields@cityofwhittier.org>. n

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Economic de velopment/Workforce investment board director

The Whittier Greenway Trail is a safe alternative to urban streets with heavy traffic.

years executive level work in progressively responsible economic development management experience can be substituted for Apply by April 29, 2011 to RJA Management Services, Inc. www.rjamanagement.com | Email: Richard Garcia, rgarcia@rjamanagement.com

in promoting health and fitness,” says Council Member Owen Newcomer, who also serves on the council’s trail subcommittee. “Because of our densely populated urban location, the corridor’s transformation to an off-road, non-motorized transportation option provides a safer pathway for recreational and commuter trips and also reduces traffic and air pollution.”

According to Council Member Joe Vinatieri, the Whittier Greenway Trail has become one of the most popular destinations in the city. “Our family uses it all the time, and we hope that the health benefits and just plain fun of being on the trail will be experienced by many others,” he says.

“It provides accessibility to homes, school, activity and employment centers, and transit systems, thus encouraging residents to use alternative transportation.”

Council Member Bob Henderson adds, “There is a real sense of community among those who use the trail, and people greet one another as they pass, creating a friendly neighborhood atmosphere.”

“The Whittier Greenway Trail represents the best of what health and fitness are

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★

B S M ★ City of Santa Ana, California Salary: $100,872 to $142,512/yr.*

*Employees contribute 6.3% of salary towards 2.7%@55 CalPERS retirement formula

The Building Safety Manager oversees the Building Safety Division of the Planning and Building Agency.

The Manager is responsible for the Permit Counter, Plan Check Section and Building Inspection Section consisting of 20 professional, technical, field inspection and support staff members.

The ideal candidate will have five years of increasing responsible supervisory and management experience including at least three years of supervisory level experience in a municipal or county government’s building department. A Bachelor’s degree in architecture, engineering or a related field and possession of a certificate as a Certified Building Official from CALBO or ICC is required.

Apply by 5:30 p.m., May 2, 2011. Please submit a detailed resume and cover letter to: City of Santa Ana, Personnel Services Dept. M-24, 20 Civic Center Plaza, Santa Ana, CA 92702. Phone: (714) 647-5340 or visit: www. santa-ana.org/jobs for a brochure and application form. EOE

Western City, April 2011

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South San Franciscoâ&#x20AC;&#x2122;s Centennial Way Links Neighborhoods and Transit, continued from page 19

Transit Line Creates An Opportunity

an open corridor 50 feet wide that ran from one end of the city to the other.

Because the method used to construct the tunnel underground does not permit other structures to be built within the corridor, BART agreed to build a bike route through the cities located along the line.

When Bay Area Rapid Transit (BART) planned an expansion to the San Francisco Airport in the early 1990s, the decision to locate the train underground through South San Francisco resulted in

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Director of Administrative Services/City Treasurer (At-Will Position) City of Mission Viejo, CA A master planned City located in South Orange County with a population of 100,725 and an operating budget of $57 million.

Mission Viejo is a contract city with a AAA bond rating, has healthy reserves, and no bargaining units. This candidate will plan, manage, and oversee the activities of the Administrative Services Department, including Finance, Purchasing, Human Resources, and Risk Management. Other duties include coordinating the administration of the annual budget for the City and performing City Treasurer duties. The ideal candidate has an established record of providing the highest level of customer service, is detail-oriented and able to see the big picture, is politically astute without being political, has strong analytical, communication and interpersonal skills and can establish and maintain effective working relationships. BA in relevant field. MA and/or C.P.A. and working knowledge of HR is desirable. The salary is $109,812 - $162,168 DOQ with excellent benefits.

To apply, please call (949) 470-3060 or visit www.cityofmissionviejo.org.

Closing Date: April 25, 2011

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According to Council Member Mark Addiego, â&#x20AC;&#x153;The concept of creating transit villages with higher densities around BART stations and using strategies to reduce automobile congestion and promote bicycle and pedestrian transportation were relatively new. We envisioned an enhanced linear park that would increase access to destinations such as parks, schools and businesses â&#x20AC;&#x201D; not just in one location, but along the three miles within our city limits, through a variety of underserved neighborhoods.â&#x20AC;?

After BART acquired the property and constructed the extension, the swath of land above the tunnel remained unsightly, with overgrown weeds cutting a ribbon of neglect through the center of town.

Although everyone agreed in concept to an enhanced bike trail, it was far from a reality. Limited funding, interests in development, and liability and maintenance concerns threatened to end the project before it began.

The city hired a landscape architecture firm to facilitate community input and develop appropriate design options that would reflect best practices and unique local circumstances. An intensive outreach effort involved numerous stakeholders, including BART, San Mateo County Transit, San Mateo County Flood Control District, Pacific Gas and Electric Company, the school district, city departments, businesses and residents.

The outreach process resulted in a Master Plan that provided the basis for grant applications. The city received 12 of the 13 grants it applied for, totaling $5.1 million. Approximately $1 million was allocated from developer fees. The city committed roughly $100,000 per year for ongoing maintenance, and an ongoing donation program also helps with the cost of upkeep. Funding from the local redevelopment agency and the acquisition www.cacities.org

Commuters use the trail for easy access to transit, and strolling families enjoy the view of spring wildflowers.

brings the ratio of park land per capita closer to a desirable standard. From a fiscal perspective, Centennial Way provides an attractive public amenity and draws more visitors to the area. The trail has stabilized land values for owners of adjacent properties. Perhaps most important of of a surplus property made it possible to include a dog park in the project.

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all, it has created a new sense of place and provides numerous options for healthy activities for the entire community.

Contact: Sharon Ranals, director of parks and recreation, City of South San Francisco; phone: (650) 829-3807; <Sharon.Ranals@ ssf.net>. n

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Trail Offers Many Amenities Named Centennial Way, the 2.87-mile trail has made a positive impact since it was dedicated in 2009. Walkers, joggers, bicyclists and skaters enjoy the trail, along with commuters, young people biking and walking to school, and workers taking breaks. The ADA-accessible pathway is frequented by seniors with walkers and wheelchair users. Families use the trail for access to nearby recreational activities, and the 1.7-acre dog park has become a popular meeting place.

Flanked by two BART stations, Centennial Way offers an alternative and healthy mode of transportation that promotes the use of public transit.

Project amenities include benches, trash receptacles, lighting, plazas, interpretive and directional signage, dog waste dispensers, kiosks with trail maps and space for community information, and trail and mileage markers. Centennial Way incorporates sustainable practices with drought-tolerant plantings, swales and limited use of turf at entry points.

Local schools use the trail for crosscountry running, and it is a key feature of Parks and Recreation Department programs that include a walking group, summer camp and after-school child care.

Realizing the Vision Finding the solution to the challenge required years of steady effort among a host of agencies, with South San Francisco taking the lead. Without the determination of its supporters, this project would not have been built.

The trail added approximately 15 acres of park land to the city’s open space, which

www.westerncity.com

City of Arcadia, CA

POLICE CHIEF Salary: $139,728 - $174,528/yr. (D.O.Q) The community of Arcadia is located in northeast Los Angeles County and is known for suburban living at its best. Nestled at the foot of the San Gabriel Mountains, Arcadia’s 11 square miles and 54,000 residents has continued to develop as an outstanding community of fine homes, and its schools have an outstanding reputation. The City’s 295 full-time employees provide a full range of municipal services to the community.

The City is seeking a dynamic professional to manage and oversee the Police Department’s daily activities and operations. The ideal candidate should have seven years of responsible law enforcement experience including five years of management and supervisory experience.

Education equivalent to a Bachelor’s degree from an accredited college or university with major course work in police science, public or business administration or a related field and possession of a valid driver’s license and P.O.S.T Management Certificate.

For further information, please contact the City of Arcadia’s Human Resources Division at (626) 574-5405 or visit the City’s website at www.ci.arcadia.ca.us.

Closing Date: 5 p.m., May 5, 2011

ASSISTANT FINANCE DIRECTOR City of Glendora, California Glendora, “Pride of the Foothills,” (pop. 50,000+) is located at the base of the scenic San Gabriel Mountains, in Los Angeles County. Located approximately 27 miles from downtown Los Angeles, Glendora offers convenient access to major commercial, cultural, educational and recreational areas in Southern California.

The City seeks a dynamic, progressive Assistant Finance Director to lead the daily operations of the 14-person Finance department, including accounting, budgeting, payroll, purchasing, accounts payable and receivable, utility billing, business licensing, cashiering, and information technology.

Requirements include a Bachelor’s degree in a related field and five years of progressively responsible experience in government accounting.

The ideal candidate must have the highest integrity, excellent communication skills, experience in financial staff leadership and a record of accomplishing special finance-related projects. The City seeks a candidate with excellent internal and external customer service skills and someone who leads by example to advance the department.

The annual salary is $93,725 to $113,923, including an excellent benefits package.

Please call (626) 914-8203 to request an announcement and application or visit www.ci.glendora.ca.us.

Application Deadline: May 6, 2011

Western City, April 2011

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Life in a Fishbowl: Avoiding Disaster, continued from page 17

If you pay for what you received or otherwise exchange goods or provide services of equal or greater value for it, it does not fit within the definition of a gift.

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DIRECTOR OF FINANCE City of South El Monte

(Salary: $8,000/mo. - $9,724/mo.)

The Director of Finance will serve under the direction of the City Manager to coordinate the activities of the Finance Department; implement and establish policies and procedures related to finance, data processing, business licensing, central purchasing, grant administration; develop and prepare the City’s and Business Improvement District’s annual budgets and perform related duties as required.

The ideal candidate will maintain any combination of education and/or experience that provides the knowledge, skills, and abilities necessary; which may include (5) years of progressively responsible municipal accounting experience, including at least two years of supervisory experience at the midmanagement level; a Bachelor’s Degree in public or business administration, accounting, or closely related field. A Master’s Degree or Certified Public Accountant License (CPA) and bilingual skills are desirable.

APPLY BY: 5:30pm, Tuesday, May 31, 2011. For additional information, please contact Human Resources at (626) 579-6540 or refer to the web site: www.ci.south-el-monte.ca.us.

Downey City of

City Clerk

CALIFORNIA

Annual Salary $91,948 - $113,908 DOQ plus benefits and a 9/80 work schedule

Situated in southeast Los Angeles County about 10 miles from the Pacific Ocean, the charming City of Downey has a population of 113,000 and covers an area of 12.7 square miles.

The ideal candidate will have experience in a City Clerk operation within a municipal agency leading initiatives such as enhanced records management practices and procedures through the use of technology, assessment of workflow processes, and website design for the availability of records to enhance customer service. The successful candidate will be politically astute, collaborative, professional, ethical, and committed to service.

The position requires five years of progressively responsible experience, preferably in a City Clerk’s Office. A Bachelor’s degree in Public Administration or a related field is preferred. Certified Municipal Clerk designation, administrative and supervisory experience are highly desired.

Apply online by 5:30 p.m., Friday, April 29, 2011 at www.downeyca.org. Click on “Human Resources/Employment Opportunities.”

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of admission must be reported as a gift and is subject to the gift limits.

Did I Win the Item in a Raffle, Drawing or Competition?

• Prizes and Awards From Bona Fide Competitions. A prize or award received in a bona fide competition not related to the recipient’s status as an official or candidate must be reported as income. Prizes and awards that are received due to official status must be reported as gifts and are subject to the gift limits and disqualification rules.

• Raffles and Drawings. Prizes won in raffles and drawings are generally considered gifts. When a prize for an agency raffle or drawing is furnished by an outside party, the official who wins the prize must report the outside party as the source of the gift and the agency as the intermediary. The fair market value of the prize is reduced by the amount the official paid to enter the raffle, and the value counts toward the gift limit for that source.

Future Columns to Address More Details

The next three “Everyday Ethics” columns will cover additional aspects of the gift rules in greater detail. The June column will discuss special kinds of gifts, including informational materials, campaign contributions, wedding gifts, home hospitality, plaques, bequests and inheritances. The August column will examine travel-related gifts. In October, “Everyday Ethics” will look at other special kinds of gifts, including attending events and tickets to political and charitable fundraisers. n

More Resources Online Additional information and sample materials related to gift issues for local officials are available at www.ca-ilg.org/gifts.

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Convenient Resources to Help Families Find Affordable Health Insurance for Their Children, continued from page 8

children. The tools provided by ILG’s Insuring Kids’ Health Online Resource Center make it easier to link eligible families with no- or low-cost health insurance for their children. It’s a strategy that makes sense on many levels. Helping children get health insurance is a great way for local officials to build trust with their residents and underscores that they care

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