Risk-Sharing Pools

To commemorate its anniversary and agricultural past, Cerritos commissioned renowned sculptor Jane DeDecker to create “Milking Time—A Tribute to Dairy Valley,” a bronze sculpture that will be dedicated by the City Council at the Cerritos Civic Center this spring. The artwork features a cow, a farmer, his son and daughter, and the family’s dog. After the design was revealed, the city engaged the community in the project through a “Name the Cow” contest. After reviewing submissions and conducting a community vote, the winning name was Bessie; submitted by six different Cerritos residents.

In addition to the new local art, Cerritos will celebrate its 70^th anniversary with a Spring Fling & Fireworks Spectacular on Saturday, April 25, from 4:00 to 8:30 p.m. at the Cerritos Sports Complex. The free community event will feature a welcome from the Mayor and City Council, dance recitals, a concert, line dancing, games, crafts, food trucks, and a fireworks show at the end of the night.

The same day, the Cerritos Library will launch “StoryCorps: Voices of Cerritos—A Celebration of 70 Years,” a storytelling program inviting community members to record meaningful conversations with family, friends, colleagues, or neighbors. Trained library staff will guide the process. Select recordings will be added to the library’s local history collection and submitted to the StoryCorps Archive at the American Folklife Center at the Library of Congress.

The Cerritos Library is also presenting its 27^th annual Contests for Talented Teens, with anniversary-minded themes focusing on the city’s history and future. Contest categories include art (“Cerritos: Past, Present, Future”), photography (“Life in Cerritos”), poetry (“Heart of Cerritos”), and short story (“Cerritos in the Future”).

Cerritos has been a California JPIA member since April 1, 1978, when the Authority was founded. The partnership has provided, and continues to provide, significant support for the city’s risk management efforts and professional development initiatives. This February, Cerritos graduated its inaugural class from the Supervisor and Administrator Leadership Program, which the Authority helped the agency to launch. “Investing in our frontline leadership is probably one of the most important things that we can do,” said Drew Schneider, director of administrative services. “We really appreciate the support that the California JPIA has given us. And the fact that the Authority provides these resources at no cost, it’s just incredible.”

The city is working with the Authority on multiple initiatives, including participation in a wood chipper pilot program for the public works team. Recently, Authority staff have also supported Cerritos in revising human resources processes, improving driver safety training, and reviewing contract templates across the organization to incorporate best practices and proper duty-to-defend language.

Throughout its 70 years, Cerritos has maintained a strong sense of community pride, grounded in this robust staff support. “Our city has some very beautiful facilities, but what makes them very special is we have extremely dedicated staff who are very passionate about the services and programs that they provide,” Hylton said.

For more information about Cerritos’ 70^th anniversary celebrations and to view historical photos and videos, visit the city’s website and the Cerritos library’s website.

Congratulations to the City of Cerritos on 70 years of service to your community!

As the city enters its ninth decade, the city council remains focused on infrastructure investment, fiscal sustainability, public safety, environmental stewardship, and maintaining the character that makes Pismo Beach distinctive. The city is in the final stages of constructing new police and fire stations, representing a significant investment in public safety infrastructure. Additionally, Pismo Beach is preparing to go out to bid for an advanced water purification facility to provide a sustainable water resource for the community. Other upcoming priorities include continued street and utility improvements, coastal resiliency planning, park and public facility enhancements, and strategic economic development efforts that support the tourism-based economy while preserving quality of life for residents. “We are committed to long-term planning to ensure the city remains well-positioned to meet future challenges and opportunities,” Garcia said.

This commitment to community preparedness and risk management is linked to Pismo Beach’s decades-long partnership with the California JPIA. Investments in street rehabilitation, facility maintenance, stormwater systems, coastal resiliency, and emergency preparedness all reduce long-term liability exposure and improve public safety. “Over the years, this membership has provided stability, expert guidance, and valuable resources that support the city’s day-to-day operations,” said Garcia. “The city is consistently working with our risk manager, Tim Karcz, to find solutions and to highlight areas of opportunity.”

One of these recent partnerships took shape through a downtown sidewalk assessment and the grinding of concrete lifts to reduce trip-and-fall claims. By leveraging a master agreement coordinated by the Authority, the city secured below-market pricing, mobilized quickly, and reduced risk. Other proactive risk management strategies have included regular safety trainings for staff, property and liability risk assessments, ergonomic evaluations, workers’ compensation programs, and policy reviews to reduce exposure and improve operational safety. “The Authority has also supported the city in strengthening internal controls, updating safety protocols, and participating in loss prevention programs that ultimately reduce risk and protect public resources,” he said. “Risk management is an active endeavor, and Pismo Beach sees the dividends of being present on committees, academies, and training events.”

These active preparedness efforts all center around protecting the city’s character. “Pismo Beach is defined by its strong community identity, natural beauty, and engaged residents,” said Garcia. “At its heart, we’re a community that values small-town connection, responsible governance, and preserving the unique coastal lifestyle that has defined us for 80 years.”

Congratulations to the City of Pismo Beach on 80 years of excellence!

“Having the Authority’s campus located in La Palma gives us direct access to staff, training, and resources,” said Deputy City Manager Joseph Cisneros. “The proximity allows our employees to participate in in-person workshops and programs without the added time and cost of travel. It also promotes a strong working relationship with frequent engagement.”

This close partnership extends beyond location. “The California JPIA is an essential partner in our risk management and organizational development efforts,” Cisneros added. “Their training programs, policy resources, and guidance on liability and workplace safety help us maintain consistent compliance and reduce operational risk. They also provide valuable support during claims handling and offer expertise that strengthens our internal procedures, staff readiness, and overall risk mitigation strategies.”

La Palma’s identity is built on maintaining its tight-knit community charm. “Our civic pride is rooted in small-town character, strong public safety, and high level of resident engagement,” said Cisneros. These values are on full display at La Palma’s annual events, like the Festival of Nations and Concerts in the Park.

La Palma has been an Authority member for 27 years, joining the California JPIA in 1998. The city has sustained its commitment to common values and community pride through seven decades of growth and change, and the Authority is honored to be a part of it.

Happy anniversary to the City of La Palma!

“The California JPIA has been a continuous resource for our success,” said SEAACA Executive Director Denise Woodside. “The Authority creates our foundational resources and training. They have a deep understanding of risk management that our team makes efforts to follow. By regularly engaging with the Authority, we’re able to help animals and the community while doing everything we can to be safe and strategic.”

The partnership between SEAACA and the California JPIA extends beyond training. “They’ve been there for us when there are times of need, helping properly file claims and supporting us,” said Woodside. “Working in public service, these sorts of things do come up, so it’s important to have somebody there that you can rely on.”

SEAACA has received multiple recognitions from the California JPIA in acknowledgement of their efforts including risk management awards for best overall performance for non-municipal agencies for the liability and workers’ compensation programs.

“It is a pleasure working with Denise and her staff,” said Senior Risk Manager Melaina Francis. “SEAACA is deeply committed to continually improving their agency’s risk profile and maintaining a safe working environment for all employees. I look forward to our continued partnership in the years to come.”

The organization celebrated the milestone with proclamations, recognitions and commendation from member cities displayed in the front lobby, a staff luncheon, commemorative challenge coins for Board Commissioners and staff, and a $50 pet adoption promotion.

While celebrating 50 years of progress, Woodside noted there’s still work to do. “Currently, only about 30 percent of all pets acquired come from shelters. As much as we have enough to celebrate, there is always room for improvement!”

Congratulations to SEAACA for 50 years of protecting the health, safety, and welfare of both animals and people. To learn more about SEAACA or to adopt a pet, visit their website at SEAACA.org.

The City of Westlake Village’s ordinance bans e-bikes, electric scooters, and other recreational electric mobility devices from sidewalks, parks, trails, fields, and drainage basins within city limits. Hermosa Beach’s ordinance requires all e-bike riders under the age of 18 to wear helmets, and all passengers must have their own seats. The City of Azusa’s ordinance prohibits the use of e-bikes and motorized scooters in parks, on sidewalks, and in city recreational and government facilities. San Clemente’s ordinance prohibits dangerous riding, including traveling with passengers on an e-bike and performing stunts like wheelies. San Clemente’s new e-bike rules hold parents equally responsible for violations committed by their children, including any fines.

The ordinances come amid a regional uptick in complaints about reckless riding, particularly by minors. According to Westlake Village City Manager Rob de Geus, the affordability and popularity of high-powered electric vehicles have outpaced local governments’ ability to regulate their use. “Electric vehicles, especially e-bikes and e-motorcycles, can reach speeds of over 40 miles per hour, creating a safety hazard for pedestrians and parkgoers,” de Geus noted in a memo to the Westlake Village City Council.

The ordinances empower law enforcement officers to administer the new rules. Additionally, some of the agencies’ ordinances carry escalating fines ranging from $100 to $1,000.

Westlake Village’s ordinance extends sections of the California Vehicle Code, such as those addressing speeding and reckless driving, to all public properties and private lots open to the public, provided appropriate signage is in place.

As other municipalities across Southern California grapple with similar challenges, these agencies’ proactive approach may serve as a model for balancing mobility innovation with public safety.

Building on this momentum, it is equally important for municipalities to adopt a comprehensive strategy that addresses all forms of cycling, not just e-bikes. While much attention has been placed on minors operating high-powered electric bikes, other cyclists, such as those training for races or riding at high speeds, can also pose safety risks when they disregard traffic laws and ride aggressively in shared public spaces. A balanced approach that incorporates education, enforcement, and clearly defined expectations for all riders, regardless of their equipment or experience level, is essential to promoting safer streets and protecting pedestrians, parkgoers, and fellow cyclists alike.

To support these efforts, the California JPIA encourages member agencies to stay informed on developments in e-bike regulation and evaluate how local ordinances and enforcement strategies can be leveraged to mitigate risk and enhance community well-being.

The city has completed several significant projects in recent years, including the construction of a skate park adjacent to City Hall. The city also manages extensive wetlands and is coordinating with other agencies on the removal of infrastructure connected to decommissioned offshore oil platforms. Looking ahead, Carpinteria is assuming stewardship of more natural spaces, including cliff areas and trails near the train tracks. “The city’s literally growing in size with this open space that it’s acquiring,” said Karcz. “And with that comes decisions and risk management.”

Carpinteria has been a California JPIA member for 33 years, joining the Authority in 1992. Building on their longstanding membership, the city continues to innovate. They recently formed a team with staff from every department to address liability concerns and safety issues identified in a risk management evaluation.

“They actively involve us and have been wonderful partners of ours for many years,” said Karcz, who has worked with Carpinteria for nearly 10 years and regularly participates in the city’s quarterly all-hands staff meetings to discuss risk management topics.

“The Authority empowers us to not only manage claims effectively but to proactively mitigate risk and liability exposure across our entire organization,” said Assistant City Manager Ryan Kintz. “In the coming years, we look forward to strengthening this partnership by leveraging the California JPIA’s extensive training catalog, collaborating more closely with Tim on new risk-related processes, policies, and procedures, and fully utilizing their dedicated experts and resources. Our collaboration with the Authority is fundamental to building a more resilient and secure future for the City of Carpinteria.”

Congratulations to the City of Carpinteria for 60 years of serving your residents!

Ordinance

Recently, the City of Hidden Hills enacted Ordinance No. 393, becoming the first city in California to legally restrict high-risk outdoor activities during Red Flag Warnings. The ordinance, which the Los Angeles County Fire Department supports, bans outdoor grilling, open flame fires, spark-generating tools, and smoking when fire danger is elevated due to weather conditions like strong winds and low humidity. These measures aim to prevent wildfire ignition during the most hazardous periods.

“The City of Hidden Hills has demonstrated commendable leadership in public safety and risk mitigation by adopting Ordinance No. 393. By restricting high-risk outdoor activities during Red Flag Warnings, the City is taking a critical step to reduce wildfire ignition risks during vulnerable conditions,” said California JPIA Senior Risk Manager Toni Consolo. “This ordinance reflects a proactive approach to protecting lives and property and serves as a model for other communities facing similar wildfire threats.”

Technology

The City of Hidden Hills has a history of taking proactive measures to curtail wildfire hazards. Along with Authority members, Big Bear, Malibu, San Luis Obispo, and Santa Clarita, the city is a member of ALERTCalifornia and has installed perimeter wildfire detection cameras. The cameras are part of the statewide Cal Fire and UC San Diego network, which uses thousands of interconnected cameras for early wildfire detection and real-time monitoring. ALERTCalifornia is a public safety program that uses advanced technology to monitor and respond to wildfires and other natural disasters. It operates a statewide network of over 1,190 cameras and sensors, delivering real-time, open-source data to support emergency response, environmental research, and public safety decisions.

Traditional Methods

Several California JPIA members, including the cities of La Cañada Flintridge, Ojai, Paso Robles, Palos Verdes Estates, and San Clemente, have used goats, sheep, and other livestock to graze on dry brush and vegetation in open areas, canyons, and hard-to-reach hillside areas this year. Grazing is a method used to reduce fuel loads, establish defensible space, and promote community safety.

Whether first of its kind or traditional, the California JPIA recognizes member actions to reduce wildfire risk. If your agency is working to decrease wildfire exposure, send us an email. We may feature your actions in an upcoming newsletter article.

Liability Program

• Coachella Valley Association of Governments (Non-Municipal Agencies)
• City of Big Bear Lake (Municipal Agencies without Police Exposure)
• City of San Luis Obispo (Municipal Agencies with Police Exposure)

Workers’ Compensation Program

• Southern California Association of Governments (Non-Municipal Agencies)
• City of Calabasas (Municipal Agencies without Public Safety Exposure)
• City of Morro Bay (Municipal Agencies with Public Safety Exposure)

A committee of California JPIA staff evaluated various factors that reflect member risk management efforts, including overall claims performance, improvement in claims performance over time, responsiveness to Loss Control Action Plan (LossCAP) recommendations, participation in the Authority’s loss control programs, and attendance at training and academy opportunities.

“The Risk Management Awards reflect the power of strong governance and leadership,” said California JPIA Chief Executive Officer Alexander Smith. “I am honored to celebrate this year’s award recipients. Their commitment to excellence in risk management sets a standard for our entire membership and public agencies throughout the state.”

Congratulations to the 2025 Risk Management Award Winners!

This year, the Authority highlights the City of Santa Clarita’s Public Works Department and its commitment to employee safety. The department incorporates comprehensive safety measures into managing and inspecting capital improvement projects, promoting active transportation, overseeing private development design and permitting, planning and building sidewalks and medians, partnering with the community to improve neighborhoods, and maintaining the city’s network of roadways, bridges, and infrastructure.

Risk management and human resources have worked together to weave risk management into the department’s culture. This has created a supportive environment for employee well-being through targeted training and updates. They assign safety training to new hires, have post-mortems to discuss incidents and injuries, monitor the long-term impact of employee injuries, and provide specialized and supervisor training.

“All of these actions help to increase trust in the organization’s commitment to employee health and well-being,” said the city’s Risk Management and Safety Technician, Cindy Perez-Enriquez. “We have a feedback loop where stakeholders are updated during quarterly manager and supervisor meetings, safety committee meetings, employee newsletters, and the employee intranet. Every step of the process is collaborative.” Safety committee members also act as an extension of risk management, educating and informing staff across the organization of the safety efforts.

Recognizing workplace hazards and communicating with risk management for support is facilitated by managers and supervisors. These relationships are crucial for team buy-in of the process and training. “Risk management works with various departments and the California JPIA to tailor training sessions to specific job needs,” said Perez-Enriquez. “They ensure training is instructive, and the efforts foster trust, shared understanding, and help identify future needs.”

In addition to training, the department conducts regular mock-OSHA inspections to proactively identify and address potential risks. These inspections, carried out with their Authority Senior Risk Manager, Tim Karcz, help maintain a safe working environment and foster a culture of shared responsibility.

“Santa Clarita’s commitment to sound risk and safety management practices is matched only by their dedication to maintaining a safe and healthy community for residents to thrive in,” said Karcz. “Their specialized training programs include rattlesnake handling sessions and driver safety obstacle courses, ensuring employees are well-prepared for unique challenges.”

Keeping safety top of mind is especially important considering the department’s responsibilities. The General Services Division is responsible for maintaining the City’s streets and vehicle fleet. In 2024, the street maintenance team completed over 850 sidewalk repairs in-house, repaired over 1,500 potholes, and replaced over 1,900 traffic and roadway signs. Vehicle maintenance was completed, and over 800 scheduled and 1,200 unscheduled repairs were made to the city’s fleet.  General Services maintains an annual inspection and repair schedule for sidewalk rehabilitation. The team also completes citywide guardrail repairs, installation, and removal of over 300 flags and banners for the Hometown Heroes banner program and completes right-of-way beautification and weed abatement programs.

Success in risk prevention is measured both quantitatively and qualitatively. Positive employee feedback, strong management involvement, and visible safety culture in daily operations also signify success. “We track incidents, workers’ compensation claims, and training completion rates,” said Perez-Enriquez. “When staff is actively engaged in safety initiatives and programs, we celebrate these proactive safety ‘wins.’”

Authority members wishing to incorporate more risk management and employee safety strategies into their public works department should contact their regional risk manager for information.

Foothill Transit has implemented several security initiatives, which have earned it the APTA Security Gold Award. The agency recognized the need for security enhancements due to public transportation systems’ open nature and high passenger volumes, making them potential targets for criminal activities.

In the last three years, Foothill Transit has reexamined and updated its comprehensive Security and Emergency Preparedness Plan (SEPP), Emergency Operations Plan (EOP), and Continuity of Operations Plan (COOP). The process included tailored training and tabletop exercises designed to help prepare, respond, and recover from critical incidents. The local TSA representative, Los Angeles County Sheriff’s Department, and other law enforcement were included throughout the process. Learn more about the agency’s multi-layered security strategy in this video.

“We’ve been laser-focused on these issues and have enjoyed tremendous support from our colleagues at the Department of Homeland Security, Transportation Security Administration (TSA), California Highway Patrol, LA County Sheriff’s Department, and myriad other local law enforcement agencies,” said John Curley, chief of safety and security at Foothill Transit. “Taking a critical eye to our infrastructure and staying on task to remediate areas for improvement has required a true team effort.”

The SEPP identifies and addresses security threats and vulnerabilities. It integrates security measures and emergency preparedness into all operations, services, business administration, and maintenance activities, creating a comprehensive security program for the organization. The preparedness plan is reviewed annually and updated as necessary to ensure it remains up-to-date and consistent with federal, state, and local regulations and guidelines and Foothill Transit’s management goals and objectives.

The EOP provides a framework for a coordinated and scalable response to emergencies. It applies to any natural or human-caused hazards affecting Foothill Transit, requiring emergency response operations or a coordinated response with multiple agencies.

The key purpose of COOP planning is to minimize business disruption. This plan provides guidance to ensure mission-essential functions continue and directs the relocation of personnel and resources to an alternate facility. It outlines a management structure and operational procedures to sustain essential activities when normal operations are not possible.

Strategic planning has enhanced transit safety, as evidenced by its successful implementation during a critical incident on June 17, 2024. As the event unfolded, measures were quickly enacted, leading to the safe apprehension of the suspect within 12 hours of the incident. This event underscored the vital role of prior training and preparedness exercises. Learn more about the agency’s emergency management procedures and why it won an Emergency Management Gold Award in this video.

“Security threats and safety risks are nothing new for public transit. The exposures are constant and evolving, so Foothill Transit’s exemplary efforts to mitigate risk and be highly vigilant and thoroughly prepared for incidents have won them this well-deserved recognition and prestigious APTA award,” said Authority Senior Risk Manager Melaina Francis. “It is a pleasure to work with Foothill Transit’s team of highly competent professionals, and I congratulate them on this achievement.”

Winning two APTA Gold Awards is a significant achievement for Foothill Transit, highlighting the agency’s and its contractors’ dedication and hard work. The next steps for enhancing transit security include finalizing the COOP plan by the summer of 2025, hosting monthly meetings with the Los Angeles County Disaster Management Area Coordinator, and including their team in training and exercises. The agency is committed to further strengthening its overall planning and response capabilities.

We congratulate Foothill Transit on this achievement and look forward to its continued success in transit security.

A cornerstone of the city’s risk management efforts is its safety committee, which includes representatives from every department who serve as primary safety contacts. The Committee, which was created to support the city’s commitment to ensuring the well-being of its staff, infrastructure, and community, meets quarterly to review risk management metrics, training programs, and key safety topics, including:

• employee injury reports,
• liability claims and litigation,
• causes for each claim, and
• possible preventive measures for the future.

City Manager Jorge Garcia, an experienced risk manager, promotes a strong safety culture across all departments, ensuring safety is a top priority at every level. “As a city, we have collectively supported the prioritization of safety, recognizing its critical importance in fostering a secure environment for everyone,” said City Manager Jorge Garcia. “This Committee is a proactive step toward addressing and mitigating safety concerns in our entire city.”

“Pismo Beach has had an active Safety Committee for over ten years. They include representatives from all departments to collectively collaborate on city-wide safety program initiatives, accident investigations, safety concerns, California JPIA recommendations, and managing the city’s safety incentive program,” said Senior Risk Manager Tim Karcz. “The committee is an essential method of communication consistent with their Injury Illness and Prevention Program.

Committee members are involved in safety planning and hazard reporting, ensuring that all staff follow proper procedures. The program’s success is measured through tracking general liability claims, workplace injuries, and claim severity. When safety goals are met, staff are treated to a Safety Incentive Lunch to celebrate achievements.

“One of the program’s highlights is the Safety Incentive Lunch,” said Assistant City Manager Mike James. “When we achieve our safety goal of three or fewer medically treated injuries in a quarter, we enjoy a meal together. This tradition helps reinforce positive behaviors and strengthens teamwork.”

To support continuous safety improvements, all committee members ensure timely follow-up on Committee action items, promoting accountability and engagement. New employees receive safety onboarding covering policies, evacuation routes, and position-specific trainings.

Following facility remodels and desk relocations, the Safety Committee recently identified the need for more public-facing staff to have accessible panic buttons and updated evacuation plan exhibits. These low-cost, high-value safety improvements were coordinated with Public Works, Engineering, Building, and Fire Department staff. The updated evacuation plans also prompted a review of the City’s Evacuation Plan policy, which is now being revised. Once approved, a fire drill will be conducted to familiarize employees with the new protocol.

Tips for starting a safety program at your agency:

• Embed risk management in the culture: A successful safety program requires buy-in from all levels—governing bodies, leadership, managers, and staff—which is essential.
• Leaders must prioritize safety: Safety must be modeled and supported by leaders. Recognizing hazard identification and rewarding safe practices fosters engagement and reduces the perception of safety as just a formality.
• Regular reporting: Risk management reports help decision-makers, and the public see the tangible benefits of strong safety practices.

If you want to learn more about establishing a safety committee at your agency, please contact the City of Pismo Beach’s Human Resources Office.

The city, which has a population of 33,000 residents, celebrated 40 years of cityhood during a free West Hollywood Day & State of the Community Celebration on Thursday, November 21, 2024. The event was hosted by comedian Bruce Vilanch. City officials and community members gathered to celebrate the city’s history and reflect on its achievements and challenges over the past four decades.

“The City of West Hollywood hosts many special events throughout the year. City staff takes a proactive approach to identifying, assessing, and mitigating risks to ensure the safety of participants, staff, and property while minimizing potential disruptions,” said Senior Risk Manager Maria Galvan. “I’ve worked with the city for over 11 years, and it is great to work with staff across the organization that embrace a risk management culture. Happy 40^th Anniversary!”

In addition to West Hollywood Day, the city is hosting a year’s worth of activities, including an Art on the Outside hand-painted mural at city hall, a Winter Sounds outdoor concert, and a video series with past council members that highlights the progressive policies that shaped the city’s founding.

Congratulations to the City of West Hollywood for 40 years of inclusivity, creativity, and progress!

In the early days of the city’s partnership with the Authority, the event management team was much smaller and didn’t include its present-day breadth of perspectives. “When I started at the city, the team consisted of community services and public works—risk management really wasn’t involved,” said Buckley. “Now, we have a representative from every department on the team.”

The city’s dedication to teamwork is felt across its partnerships with local organizations. “The Lake Elsinore special events team excels in collaboration, bringing together skills and ideas to create large and small city events,” said RSO Sergeant Brad Foster. “Their strong communication and shared vision ensure each event runs smoothly and meets the community’s needs. Together, everyone creates events that are well planned and successful.”

Director of Community Services Johnathan O. Skinner emphasized the importance of flexibility to Lake Elsinore’s special events planning process. “We learn and adapt as programs are happening,” he said. “We take proper steps ‘in the back of the house’ so the participants in the ‘front of the house’ can focus on having a great time!”

The Authority and Regional Risk Manager Abraham Han are another integral part of the special events team. They provide an expert perspective on the risk management protocols that shape each event and are equipped to share this expertise beyond the internal special events team. “When individuals push for certain events, we can lean on the Authority to be the ‘bad cop,’” said Buckley. “They’ve got our back when it comes to protecting the city from unnecessary liability.”

Now, Lake Elsinore’s event planning process runs like a well-oiled machine—public works ascertain roadways are safely closed, RSO manages traffic and safety, and planning confirms that events comply with local laws. These tried-and-true processes make sure that annual events like Trunk or Treat, Winterfest, West Coast Thunder, Mariachi Fest, and Quack Fest go off without a hitch.

Each new event proposal is thoughtfully evaluated by the city and the California JPIA, making sure that the event can be safely executed. “When we have new events, I always reach out to my regional risk manager,” said Buckley. “It’s great to have a second set of eyes—it ensures we haven’t missed anything.”

Han emphasizes the importance of collaboration and flexibility in his work. “In risk management, it’s not always about saying no; it’s about being a part of the solution,” he said. “Lake Elsinore’s event planning process is so effective because of their willingness to collaborate, listen, and bring everyone to the table—I strive to emulate that same spirit of partnership across all of the members I work with.”

By fostering collaboration between a wide range of stakeholders, Lake Elsinore ensures that they cover all their bases, laying the foundation for a successful event roster for years to come. “Be a good listener, communicate, and put your community first,” said Buckley. “When you do that, you can always find a way.”

For more information and assistance with your community’s event planning needs, please contact your regional risk manager.

Today, paddleboarders appreciate the bay’s calm waters, surfers enjoy the waves along Morro Rock, and the city’s fishing industry continues with species like halibut, rockfish, and albacore caught by commercial and sport vessels.

The city, with a population of 10,000 residents, was officially incorporated in 1964 following the construction of the Morro Bay power plant, which brought jobs and increased the city’s tax base. Since its incorporation, the city has grown from a quiet fishing village into a destination known for its natural beauty, vibrant local culture, and strong sense of community.

At the heart of the city’s identity are two features: the iconic Morro Rock, which has stood as a sentinel over the bay for millions of years, and three 450-foot concrete smokestacks. Locals know them as “three stacks and a rock,” together, they symbolize the city’s fishing and industrial heritage.

“The city has been a wonderful partner of ours for many years. The unique and relaxed vibe makes it a perfect location to visit along the Central Coast,” said Senior Risk Manager Tim Karcz.

To commemorate this milestone, the City of Morro Bay planned three days of festivities, including a concert in the park, an art exhibition, and a Founder’s Day parade along Morro Bay Boulevard to the Embarcadero. A Family Picnic and Fun Day at Tidelands Park followed the parade to round out the festivities.

“As we celebrate the 60^th anniversary of Morro Bay’s incorporation, we honor our rich history and the vibrant community that has shaped our beloved city,” said Mayor Carla Wixom. “Morro Bay has grown into a place where natural beauty meets a spirit of resilience. Together we will continue to value our coastal treasures, nurture our diverse culture, and build a bright future for generations to come.”

Congratulations to the City of Morro Bay for successfully serving its residents for 60 years!

Known for many firsts, including the first school and Chamber of Commerce in the valley, Imperial also became home to the Imperial Irrigation District and the California Mid-Winter Fair.

“The City of Imperial stands out for its natural beauty along with the fine people that reside here, who bring out an abundance of community spirit to all our events,” said Mayor Robert Amparano.

Over the past 120 years, the City of Imperial has evolved from a small agricultural hub into a city that balances rural charm with modern amenities. The city’s rich history is rooted in agriculture, which remains a significant part of its economy today. However, Imperial has also embraced change, with new residential, commercial, and public infrastructure developments contributing to its growth.

The city celebrated its 120^th anniversary with a special event at the local community pool, where residents enjoyed a day of fun in the sun. The celebration featured free admission to the pool, music, games, and refreshments, creating a lively atmosphere for the community members. The event reflected the city’s commitment to fostering a robust and connected community.

“There is a vibrant color of togetherness that we see in events around the City of Imperial as well as cultural festivals, and we would again just like to thank all those who came out to celebrate the birthday of the City of Imperial,” said Mayor Amparano.

As Imperial looks forward, it remains committed to preserving its unique identity while continuing to grow and prosper.

“On behalf of the California JPIA, I would like to congratulate the City of Imperial on an amazing 120 years,” said Senior Risk Manager Abraham Han. “It has been a pleasure to work with those in the city, especially because they embody the enterprising spirit that has sustained the city over many decades.”

Congratulations to the City of Imperial for serving your residents proudly for the last 120 years!

Located in the heart of Southern California and established in 1988, Foothill Transit has provided fixed-route bus transit services with minimal litigious risk exposure for over 35 years. The agency is governed by a Joint Powers Authority comprising 22 member cities within the San Gabriel and Pomona valleys and the County of Los Angeles. The governing board is divided into five regional clusters, which elect representatives annually to serve on a five-member Executive Board.

“Joining the California JPIA marks a step forward for Foothill Transit,” said Foothill Transit Chief Executive Officer Doran Barnes. “This partnership aligns with our commitment to excellence and safety and provides us with invaluable resources and support to continue serving our community effectively.”

The agency employs 54 full-time employees, maintains an administrative office, transit centers, two park-and-ride structures, retail space at the Covina transit center, and leases spaces for two transit stores operated by contracted staff. Bus operations and maintenance are contracted to Keolis and TransDev.

“The California JPIA offers many training suites for human resources, management, leadership, and executive development that we fully intend to utilize,” said John Curley, chief of safety and security at Foothill Transit.

Foothill Transit offers services designed to enhance connectivity, including express routes to downtown Los Angeles and local lines connecting neighborhoods throughout the region. Additionally, it was one of the first agencies in the nation to adopt electric buses and is setting new standards for eco-friendly public transport.

“By leveraging the extensive skills and expertise of the California JPIA’s team, we anticipate making important shifts in Foothill Transit policies and procedures, which, in the long term, will even further reduce the agency’s risk exposure,” said Curley. “This is not limited to policy, however, and we’re looking forward to advancing our team’s abilities to prepare for, respond to, and ultimately recover from critical incidents.”

Welcome, Foothill Transit, to the California JPIA!

By the time Lomita was incorporated in 1964, it was a 1.87-square-mile city. Since then, Lomita has grown into a vibrant community known for its rich history, welcoming residents, and strong community spirit. To commemorate this milestone, the city has organized a series of events that bring the community together in celebration and highlight the city’s unique charm.

“On behalf of my City Council colleagues and our hard-working employees, I thank the California JPIA for their ongoing support,” says Mayor Pro-Tem and JPIA Executive Committee member Mark Waronek. “For the last 60 years, we have made wonderful strides to keep Lomita a safe place to work and play, and it is our commitment to continue to build on those efforts as we look to the future.”

The celebration kicked off with the two-day Founders’ Day Festival on June 29. The festival included live music, food trucks, carnival rides and games, community performances and a local artisan craft market. The event included a fireworks display.

Residents gathered at the Lomita Railroad Museum in early June for a day dedicated to Lomita’s rich history. The event included historical reenactments, guided tours of the Lomita Railroad Museum, and storytelling sessions by local historians. Families enjoyed picnics on the lawn while children participated in old-fashioned games and crafts, giving them a glimpse into the city’s past.

“I have served as Lomita’s regional risk manager for nearly 12 years and enjoy working with city staff,” said Senior Risk Manager Melaina Francis. “Lomita is the cutest little city in the South Bay. City staff and officials are very risk-minded and participate in many of the California JPIA’s programs, training, academies, and annual Risk Management Educational Forum. They contact me whenever they have a risk-related issue or question, and it’s a pleasure to assist them.”

August will feature the National Night Out & Car Show and Summer Concert. Residents can interact with the Lomita Sheriff’s Deputies during National Night Out and enjoy performances from Upstream and 80s All-Starz during the Summer Concert Series.

The 60^th anniversary of Lomita is not just a celebration of the past but also a tribute to the community’s resilience and togetherness. These events have and will provide opportunities for residents to connect, celebrate their shared heritage, and look forward to the future with optimism.

The Authority congratulates the City of Lomita for 60 years of excellence!

“I want to thank our recreation team for their foresight and work in creating a safe, inviting, and inclusive atmosphere for all our community members,” said Irwindale City Manager Julian Miranda. “The RockAbilities program represents the best of our Irwindale community and enhances the quality of life and pride within each of us.”

The program was inspired by the increasing number of individuals with additional support needs attending Irwindale’s after-school program. Recognizing the need for training to provide a safe and inclusive environment, staff began seeking opportunities to learn. However, they quickly noticed a broader gap in recreation programs for individuals with disabilities. This led to the launch of RockAbilities in February 2021 with 24 participants. By December 2023, the program had grown to over 150 participants, with staff witnessing firsthand the profound impact of their efforts.

RockAbilities offers a variety of events that encourage socialization and community engagement. From dances and petting zoos to summer Olympics and resource fairs, the program ensures there is something for everyone. Each event is carefully planned to accommodate individuals with disabilities, their families, and staff. Accommodations such as fidget kits, headphones, and break opportunities are provided to all participants. Individualized support is also available to meet specific needs.

During spring break, the city hosted a petting zoo. The event featured animals selected for their suitability for individuals with sensory differences and included a popular RockAbilities Sensory Space. The Irwindale Police Department also participated, engaging with the community and even the reptiles. The event was a resounding success, exemplifying true inclusion and the strength of community collaboration.

The future of RockAbilities looks bright, with growing attendance at each event and consistent participation. Staff plans to expand training to all community service areas within the city, provide tools for frontline workers, and add new trips, classes, and open play gym times for residents. The program’s growth in offerings, awareness, attendance, and impact is a testament to its success and potential.

“As we recognize the 34^th anniversary of the Americans with Disabilities Act being signed into law this month, it is inspiring to see the City of Irwindale’s and staff’s continued commitment to promoting equal opportunity for people with disabilities,” said Senior Risk Manager Maria Galvan.

If your agency is considering building a similar program, the advice is simple: Go for it. With more than 400,000 Californians with intellectual and developmental disabilities, the need is clear. Whether starting small or big, the key is to act and create inclusive environments. It’s not just a win for the community; it’s a win for society.

The RockAbilities program is a brilliant example of how community-driven initiatives can create meaningful change, foster inclusion, and improve the quality of life for all residents. As the program continues to grow, it promises to make an even more significant impact on the City of Irwindale and beyond.

“The PSA program serves to break down the silos of our organization as employees from different job functions are brought together in a common learning program,” said Town Manager Rob Patterson. “They learn about other aspects of the organization and how their work impacts others.”

Kobylarz and Gray wanted to find a better way to provide orientation for new employees without burdening any one employee or department too much. They met with the town manager and department heads to obtain their buy-in and feedback on the concept. The PSA was born from there, and the work to make the program happen began.

“Initially, it was a heavy lift developing monthly presentations and coordinating with department heads,” said Kobylarz. With their unique administrative perspective, Kobylarz and Gray knew they had to shape the program to align with their vision. They met weekly to develop the presentations for department review and approval. They also scheduled the years’ worth of presentations to avoid departmental busy periods. Kobylarz and Gray estimate that the program took approximately 80 hours to develop during the first year, and the first presentation took place about 3-4 months from the program’s conception.

The PSA became a year-long, once-monthly overview of the town, its services, and operations and even includes a risk management component and a presentation from the Authority. New employees are required to attend the Academy, and current employees are invited to attend sessions based on interest. It also became a forum for new employees to develop relationships with others outside of their department whom they might not normally interact with during the scope of their everyday work.

The program, which launched in January 2023, was a success. One hundred percent of participants surveyed said they had learned something about the town, and new and long-standing employees agreed it was beneficial.

Now in its second year, the PSA is much easier to organize. Presentations are already created and need little editing, and meeting times are scheduled at the beginning of the calendar year. Participants gather during lunchtime on the second Tuesday of each month for a one-and-a-half-hour presentation, with lunch provided.

The exception to the schedule is facility tour day. “We rent a trolley from the Transit Authority and take employees around town. The last time we hosted the tour, it lasted 4.5 hours, and employees could see town facilities, parks, our pool, the airport, our vacant properties, and they received tours of the town’s housing project and police station,” said Kobylarz. “Being able to see our facilities in person helps to give our employees a first-hand understanding of the full scope of the operations and services that we provide to our community.”

The program operates on a rolling basis, allowing participants to easily catch up on missed presentations when they are next offered. Completing the full 12-session Academy earns participants a certificate of completion. For reference, here is the 2023 schedule.

Kobylarz noted Mammoth Lakes’ success with the program and suggested other agencies might benefit, too. “The more our employees grasp the breadth of our work, the more effectively they can communicate it to others. This fosters internal ambassadors who share our major projects and how taxpayer funds are allocated,” said Kobylarz.

Here are her tips for starting a program like the Pathway to Success Academy.

• Gain buy-in from your chief executive and department heads; their support is crucial.
• Centralize the program within the administrative office for oversight by someone with a comprehensive grasp of agency-wide services, projects, and perspectives.
• The project lead should have a broad understanding of departmental activities when designing the presentation agenda.
• Begin by listing topics to cover and schedule them to avoid departmental busy seasons or other potential conflicts.
• Consider pairing departments together to streamline presentations.
• Issue certificates to program completers; recognition is key.
• Consider providing food. Free food always encourages attendance!

The California JPIA prioritizes providing high-quality training opportunities to its members, aiming to enhance operational effectiveness and mitigate potential risks. We commend the Town of Mammoth Lakes for developing a dedicated training program that deepens employees’ understanding of their agency and comprehensive risk management practices.

If you want to learn more about the program, please contact the Town of Mammoth Lakes Assistant to the Town Manager, Pam Kobylarz.

The trio reconnected at the Authority’s 2023 Risk Management Educational Forum in Carlsbad, and soon after a monthly lunch blossomed. They expanded their group to include Calexico’s Human Resources / Risk Management Manager, Denise Garcia. Each month, they rotate hosting duties, sharing stories, tips, and resources within the HR field.

“These lunches have become much more than just information sharing – they’ve fostered genuine friendships,” said Smith. “But the most valuable aspect is the combined expertise we offer. Each of us brings different strengths and knowledge to the table, allowing us to learn from each other and develop a well-rounded knowledge base.”

Although each participant is also a member of the larger Imperial Valley Human Resources Association, they face different challenges than their counterparts in the non-profit and private sectors. The small four-agency network offers a platform for the group to share local government best practices and lessons from their agencies’ operations.

“Mostly it is a group of professionals that bring compassion and experience to the table.  They are a resource I tap into regularly to make sure my thought process is right on,” said Bonillas. “We share a job description or two, a policy here and there, and sometimes it is just a sanity check when it gets crazy in HR.”

For professionals and government agencies, when an employee participates in a networking group, it can be transformative. If you’re wondering how starting a small professional network can help you, Smith provided some insights:

How Can This Benefit You?

This experience is a testament to the power of collaboration. By reaching out and connecting with colleagues, you can build a valuable support system, strengthen your professional development, and gain access to a wider range of knowledge.

Thinking of Starting Your Own Group? Here are Some Tips!

• Identify Your Network: Look for colleagues within your field, perhaps from neighboring cities or organizations within your region.
• Start Small: Begin by connecting with a few individuals who share your interests.
• Find Common Ground: Look for opportunities to collaborate, such as attending trainings or workshops together.
• Schedule Regular Meetings: Establish a regular meeting schedule, whether virtual or in-person, to nurture your network.

The California JPIA provides comprehensive support to its member agencies, providing resources and guidance through each step of the sidewalk maintenance process. The City of La Mirada is committed to excellence in public safety and has demonstrated remarkable success in its sidewalk inspection program, setting a standard for proactive risk management.

Walkway hazards—even those only a few inches tall—can create significant problems for cities.

“Sidewalk trip and fall claims are one of the most frequent liability claims we experience,” said Risk Services Director Alex Mellor. “Cities usually don’t have the resources to inspect their sidewalks as frequently as they would like, and people can get seriously hurt, especially if there is a sidewalk deviation close to a senior center.”

Recognizing the benefits of a systematic approach to sidewalk maintenance, in September 2007, La Mirada partnered with the Authority to formalize their program and develop a comprehensive system of evaluation and repair for La Mirada’s 144 miles of sidewalk. The city regularly reviews its sidewalk maintenance program and adjusts its practices to incorporate alternate inspection and repair options with available resources.

La Mirada’s sidewalk inspection program is a testament to the effectiveness of proactive risk management. Using resources provided by the California JPIA, the city developed a regimented sidewalk inspection and maintenance policy. Once a potential hazard is detected, the city measures it. If the deviation is deemed to create a dangerous condition, it is scheduled for repair or replacement, and deviations marked as trivial defects are monitored.

“If staff identifies a deviation that exceeds 1.5 inches, mitigation measures are implemented immediately, and a temporary or permanent repair is added to a repair, replacement, and/or reinspection schedule,” said Tony Moreno, a senior administrative analyst for the City of La Mirada. “If the pavement displacement is shorter than 1.5 inches, it is typically noted, evaluated, and scheduled for re-inspection or temporary repair. If the hazard is adjacent to a school, senior center, or zone with above-average foot traffic, it may be prioritized for repair.”

Based on established standards of what constitutes a dangerous condition, La Mirada’s public works staff also keeps an eye out for sidewalks with excessive slopes; cracks and holes exceeding a half inch in depth or diameter; damage around traffic signals, utility poles, ground utility boxes, streetlights, and regulatory sign posts; hazardous tree wells; and other relevant hazards, regardless of whether they meet specific requirements for repair. They also check on potential hazards reported by community members.

“Our public works staff responds to reports about sidewalks, regardless of the size reported,” said Moreno. “The separation doesn’t have to meet any ‘hazard’ standard — our field and office staff endeavor to coordinate inspections of nearly all reports of sidewalk separations. Staff do a great job communicating with citizens regarding their requests and strive to provide excellent customer service in addition to the physical work performed.”

Staff flags sidewalk hazards with fluorescent paint. This marker draws pedestrians’ attention to the defect, reducing the potential for a trip and fall before a repair is completed.

When La Mirada staff flag a walkway hazard, it is addressed by temporary repair installed by city staff, addressed by another contractor, or repaired by Precision Concrete Cutting (PCC) experts. The California JPIA facilitates partnerships between its members and PCC through a master services agreement. Members leveraging this relationship benefit from preferred pricing and terms, allowing for cost-effective sidewalk maintenance options.

“One of the reasons we contract with PCC is because we feel as though the work they do, both in inspections and maintenance, is of the highest quality,” said Mellor. “When there’s a deviation between two sidewalk panels, most maintenance companies will grind the raised panel down. Notably, PCC uses tools that cut straight through the concrete, creating a smoother finish.”

La Mirada also employs a fast-setting cold mix material called Trowelpave to patch and repair city sidewalks. This material creates wedges that bridge the vertical separations created by tripping hazards, removing the need for a more expensive and time-consuming repair process.

As La Mirada continues to prioritize public safety, its inspection, response, and repair program serves as a model for municipalities across California. By embracing proactive risk management strategies and leveraging partnerships with the California JPIA and PCC, cities can create safer environments for their residents while minimizing liability and enhancing the aesthetics of public property.

Members interested in developing a sidewalk inspection program can access a sidewalk inspection and maintenance program template in the resource library on cjpia.org. Please contact your regional risk manager for more information.

Now, 70 years later, the city continues to be known as one of the most successful, family-friendly, and affordable communities in Southern California. Lakewood has evolved into a vibrant residential community of nearly 80,000 residents, with a broad ethnic diversity that closely mirrors Los Angeles County as a whole. Known for its picturesque parks, diverse recreational opportunities, well-kept infrastructure, family-oriented neighborhoods, and dedication to safety, Lakewood stands as a testament to a thriving city.

To honor its 70^th anniversary, the city hosted several celebratory events, including a luncheon at the senior center with city council members. The lunch included music, dancing, and a birthday cake. Several family members of the original council attended and were introduced to the audience. The city also hosted a “Family Movie Night” featuring the classic film “Back to the Future,” which is largely set in 1955. Residents, who were encouraged to dress in 1950’s attire, enjoyed carnival games, free popcorn, food trucks, and photo opportunities, including one large collage bearing nostalgic photos of Lakewood’s past.

“Seventy years ago, the residents of the largest planned community in America made the bold decision to incorporate, establishing the city that we love,” said Mayor Todd Rogers. “With Lakewood’s founding in 1954, the movie is a glimpse into what life might’ve been like here too. What was once lima bean fields, is now filled with parks, schools, businesses, homes, and our wonderful residents.”

Happy anniversary, Lakewood – may the next 70 years be filled with even greater achievements and prosperity!

The city hosted various events and activities to commemorate this significant milestone, including a time capsule to preserve local memories and mementos from community members about why the community is important to them.

Signal Hill’s centennial celebrations also included Spring Fest at the Signal Hill Public Library, featuring an egg hunt and photos with the Spring Fest Bunny; a Mayor’s Tree Planting event, which encouraged residents to embrace environmental stewardship by enhancing Signal Hill’s green spaces; a youth art contest, which tasked participants with capturing a community moment in a 2D medium; and a community-wide photo contest. The winning art and photos were displayed at the city’s Centennial Celebration. Alongside the displays, the Centennial Celebration comprised a Color Fun Run & Walk, pancake breakfast, opening ceremony, time capsule revelation, skate demonstrations, live entertainment and music, food, games, and family-friendly crafts. 

Throughout the year, local businesses and organizations participated in the celebrations through Signal Hill’s sponsorship program, which incorporated support for local events and a series of signature centennial street pole banners and bus shelter ads. The program displayed some of the city’s key landmarks and allowed local businesses to support Signal Hill and celebrate the centennial by sponsoring each banner and ad. The colorful banners served as a visual reminder of the city’s proud history and bright future.

“It’s always a pleasure to work with the City of Signal Hill’s staff,” said Senior Risk Manager Melaina Francis. “On behalf of the California JPIA, I congratulate the city on this historic anniversary.”

Congratulations, Signal Hill, on a century of pride and prosperity!

The Hawaiian Gardens anniversary parade showcased the community and culture of the city. It commenced in the heart of Hawaiian Gardens and featured colorful floats and lively performances, reflecting the city’s rich history and the remarkable individuals who have shaped its journey.

Community members also enjoyed family-friendly activities at the carnival, which took place at Furgeson Elementary School from April 4 to April 7. The carnival featured thrilling rides, delicious food vendors, games, live entertainment, and music.

Incorporated on April 9, 1964, Hawaiian Gardens is the smallest city in Los Angeles County by size; it boasts a population of approximately 14,400 residents and a vibrant community renowned for its diversity and cultural heritage.

The city is committed to meeting the future with preparation and enthusiasm; in 2023, Hawaiian Gardens received a Gateway Cities Energy Action Award, exemplifying its commitment to a sustainable future. It also completed several maintenance and infrastructure improvement projects that bettered the community’s quality of life. City staff completed more than ten safety training programs through the California JPIA and completed over 2,500 work orders and resident requests.

“On behalf of the California JPIA, I congratulate the City of Hawaiian Gardens on this momentous occasion,” said Senior Risk Manager Melaina Francis. “It is my pleasure to work with excellent staff at an amazing city.”

The city also invested in future generations, serving over 600 participants in city youth sports programs, providing over 6,000 meals to community youth during summer months, implementing a socialization program for Hawaiian Garden’s preschoolers, and re-opening the C. Robert Lee Game Room to kids across the city.

As Hawaiian Gardens enters a new decade, it will pursue eight central goals: promoting a strong local economy, enhancing employee relations, prioritizing community safety, pursuing community revitalization, ensuring government responsiveness and transparency, enhancing residential quality of life, maintaining fiscal stability, and enhancing city operations.

The Authority congratulates the city on 60 years of community vibrancy and growth!

The exercise drew out the complexities of a municipal cyber-attack response and the various inter- and intra-agency coordination. Participants transcended a technical discussion to focus on higher-level decision-making and strategies, which resulted in an improved and streamlined response plan. During the simulation, discussions ranged from public information management to continuing city services to financial and legal implications.

In addition to Aliso Viejo staff, the tabletop exercise engaged Orange County Sheriff’s Department members, the Orange County Intelligence Assessment Center, and even the Department of Homeland Security.

Currently, all Authority members receive cyber coverage through the liability program. During the exercise, Thyden shared resources, recommendations, and processes to consider from a risk management perspective.

“Jim provided a wealth of knowledge and shared resources that we had no idea the California JPIA offered its member agencies,” said Limones. “That was a big lesson: That the city doesn’t have to do all of it on our own. The California JPIA has a lot of resources for us.”

Thyden applauded Aliso Viejo for coordinating the Cyber Attack Tabletop Exercise, which left the city and its agency partners better prepared for a future cyber threat.

“A tabletop exercise is immensely valuable because it is the only way to properly prepare for a scenario that has not happened but could happen,” said Thyden. “With the right assembled team and the right tabletop exercise, cities like Aliso Viejo can dramatically improve their cybersecurity preparedness.”

For more information about the for member agencies, please contact your regional risk manager.

Nestled beneath the San Jacinto mountains, the city offers residents and visitors a unique blend of natural beauty, cultural vibrancy, and economic prosperity. Arts and cultural amenities are pivotal in shaping the city’s identity. Palm Desert is the home to the McCallum Performing Arts Theatre, the Palm Desert Aquatic Center, the Palm Desert Library, the Melissa Morgan Sculpture Garden, the Create Center for the Arts, the Living Desert Zoo, and 12 parks.

The McCallum Theatre features world-class performances from Broadway shows to classical music, while the Artists Council Artists Center at the Galen features ongoing exhibitions of internationally important sculpture, painting, photography, art glass, architecture, and design. The city is also home to the Living Desert Zoo & Botanical Garden. The 1,200-acre preserve is one of the City’s most popular attractions and features 400 desert animals, Native American exhibits, hiking trails, and more.

Palm Desert’s commitment to sustainable living is evident in its eco-friendly initiatives, including its well-maintained public parks, bike-friendly infrastructure, a grid of electric vehicle charging stations, and a focus on renewable energy sources, ensuring the desert landscape remains pristine for generations to come.

The heart of Palm Desert lies in its strong sense of community. Over the past five decades, residents have created a warm and welcoming environment for newcomers and tourists alike. Events like the Palm Desert Golf Cart Parade and the Concerts in the Park series have become valued traditions that unite the community.

”It has been my pleasure to serve as the City of Palm Desert’s regional risk manager for the last 11 years,” said California JPIA Senior Risk Manager Alex Mellor. “The Palm Desert community is fortunate to have a professional and dedicated city staff who focus on completing projects and providing services that enhance the quality of life for all stakeholders. I appreciate city leadership allowing me to support staff in accomplishing these goals while protecting valuable city resources.”

The City of Palm Desert celebrated its golden anniversary with an all-day event in Civic Center Park on November 18. The event featured live musical performances, art installations, a culinary food tasting, and a wine and beer garden.

As Palm Desert celebrates its 50^th anniversary, the city is set on a bright future. Plans for further urban development, cultural enrichment, and environmental preservation continue to shape the city.

Congratulations to Palm Desert for serving your residents proudly for the last 50 years!

Goodman’s participation in local government began when he was appointed to the La Palma Community Activities and Beautification Committee in January 2014. He was first elected to the La Palma City Council in November 2016. Goodman has represented the City of La Palma on the California JPIA’s Board of Directors since 2019 and serves on the Housing, Community, and Economic Development Policy Committee for the League of California Cities, serving as Vice Chair of the committee in 2021 and Chair in 2022. He’s on the Board of Directors of the Orange County Sanitation District, serving on the Administration Committee, the Audit Ad Hoc Committee, and the Legislative and Public Affairs Committee.

“As a professor of public policy at California State University Long Beach, Marshall brings thoughtful leadership and a wealth of experience to the Executive Committee,” said California JPIA Chief Executive Officer Alex Smith. “He has a pragmatic, collaborative, and inclusive approach to public service. It’s a privilege to work with him.”

The League of California Cities Orange County Division leadership team includes four additional California JPIA members: First Vice President David Shawver, mayor, Stanton; Immediate Past President John Taylor, councilmember, San Juan Capistrano; First District Representative Glenn Grandis, mayor pro tem, Fountain Valley; and Third District Representative Scott Voigts, councilmember, Lake Forest.

Congratulations, Mayor Pro Tem Goodman, on your election as the League of California Cities Orange County Division president!

“The California JPIA provides excellent customer service and valuable resources to assist its members from a liability standpoint. Their staff is personable, helpful, and knowledgeable in their areas of expertise,” said Fountain Valley City Manager Maggie Le. “We are excited that the Fountain Valley City Council supported our staff recommendation to rejoin the California JPIA.”

“The California JPIA’s customer service has always been great,” said Fountain Valley City Clerk Administrator Rick Miller, who administers the city’s risk management program. “The training program provided by the Authority is also highly regarded and welcomed by all of our employees.”

Fountain Valley, in northern Orange County, is bordered by the cities of Costa Mesa, Garden Grove, Huntington Beach, Santa Ana, and Westminster. It was incorporated in 1957, and its name refers to the area’s high-water table and artesian wells. It is home to a population of 55,496 residents.

“From our initial meetings with the City of Fountain Valley, it was clear that risk management is an important element of the city’s operations,” said California JPIA Chief Executive Officer Alex Smith. “We look forward to supporting the city and working with staff to take their risk management best practices to the next level.”

The city’s public safety resources include a police department and two fire stations.

Fountain Valley hosts more than 150 acres of neighborhood parks, recreational buildings, and athletic facilities. The city has twenty-one (21) parks, a community center, a 16,652-square-foot senior center, and a sports complex. Mile Square Regional Park is a 640-acre park that features two lakes, two 18-hole golf courses, playing fields, picnic shelters, and a 20-acre urban nature area that is in the city limit but is operated by County OC Parks. Annual special events managed and staffed by city employees and volunteers include Summerfest, movies and concerts in the park, a Lunar New Year Luncheon and cultural events, senior holiday luncheons, a Senior Expo, Classic Car and Truck Show, an Egg Hunt, a Crawfish and Lobster Festival, a Winter Dance, and a Tree Lighting Ceremony.

“I am enthusiastic to have the City of Fountain Valley join the California JPIA,” said California JPIA Senior Risk Manager Lucy Gonzalez, who supports the Authority’s members in Orange County. “During the application process, it was clear that the city’s management understands and adheres to proper risk management practices and values the safety of both residents and staff. I look forward to collaborating with Fountain Valley to further strengthen their risk management policies and protocols.”

Welcome back, City of Fountain Valley, to the California JPIA!

 

“The California JPIA is excited to have the City of Hermosa Beach as a member.  Through the application process, it was evident city management and staff understand the importance of risk management and the benefit they will derive from the Authority’s coverage and services,” said California JPIA Senior Risk Manager Toni Consolo. “We look forward to a long and collaborative partnership.”

The city has a total area of 1.43 square miles. It has one pier, two libraries and museums, one skate park, 20 parks and playgrounds, and two community centers. It offers senior programs, recreation classes and activities, and special events, including festivals and charitable activities.

“The leadership and staff of the City of Hermosa Beach have a well-informed approach to risk management. Their values align with the Authority’s risk management culture,” said California JPIA Chief Executive Officer Alex Smith. “I’m confident this partnership will benefit our members and the Hermosa Beach community, providing dependable and cost-effective coverage and valuable training resources.”

Welcome, City of Hermosa Beach, to the California JPIA!

 

Incorporated on December 20, 1991, Laguna Hills boasts fourteen parks, a library, a community center, a sports complex, and a skate park. The city hosts several special events throughout the year, including a Daddy Daughter Dinner Dance, Easter Egg Hunt, 4th of July Celebration, Harvest Festival, Breakfast with Santa, and Christmas tree lighting ceremony.

Nestled in the heart of Orange County, Laguna Hills is surrounded by the cities of Lake Forest, Laguna Woods, Aliso Viejo, and Laguna Niguel. With a total area of 6.7 square miles, the city has a population of almost 31,000 residents.

Laguna Hills offers community development (code enforcement and building and safety), public safety, recreation, parks, public works, and general administration. The city contracts its police services with the Orange County Sheriff’s Department and its fire protection with the Orange County Fire Authority.

“I am enthusiastic about the opportunity to work with the City of Laguna Hills,” said California JPIA Senior Risk Manager Lucy Gonzalez. “During the application process, it was clear that city management and staff are committed to mitigating risk by proactively implementing safety and risk control measures for their residents and employees. They are also excited about further enhancing the quality of life in their communities by accessing our comprehensive risk management solutions, innovative programs, and significant training resources.”

Welcome, City of Laguna Hills, to the California JPIA!

“The Aquatic and Recreation Center is a bustling hub of community in West Hollywood with sports, activities, community meetings, and civic events,” said City of West Hollywood Mayor Sepi Shyne. “The grand staircase that rises out of the grassy lawn in West Hollywood Park ascends to two incredible rooftop pools with captivating views across the metropolitan area. The large-scale multi-sport court is already brimming with evening sports leagues nearly every day. It’s thrilling to be part of creating a top-tier public recreation facility, and it’s exciting to see people from every facet of our community enjoying it each day as part of staying healthy, active, and connected to the community.”

The new 75,000-square-foot space boasts an Olympic-sized swimming pool, diving platforms, dedicated water polo and synchronized swimming areas, and a recreational pool. It also has top-notch fitness amenities, including a modern gymnasium equipped with cutting-edge exercise equipment, fitness studios for group classes, outdoor exercise areas, a large-scale multi-sport court, spacious multipurpose rooms that serve as hubs for community gatherings, events, and educational programs, and a public access TV studio. The complex also includes two dog parks, picnic areas, art and cultural spaces, and the preservation of a neon sign of a diver.

The ARC created a wide array of design and engineering challenges. Connecting several city recreational elements in one, the building includes a sky bridge over the road that links the new facility to a community building with meeting rooms, a daycare center, and staff offices. Engineers designed a two-way truss system to suspend and support both pools above the multisport gym and maximize space on the level below. In addition, a lift system within the garage doubles the parking capacity on the first level of the facility.

“The Aquatic and Recreation Center (ARC) serves many distinct purposes. It combines leading-edge engineering advances with the latest technological innovation,” said City of West Hollywood Director of Public Works Steve Campbell. “With distinct zones for community meeting rooms, a sliding glass wall that opens an indoor event space to outdoor gathering space for civic functions, to the rooftop pools and indoor sport court, the ARC meets many community needs at once. In combining sports, swimming, and athletics into a new footprint, the project also adds enhanced green space in West Hollywood Park, where there were formerly aging single-story buildings. The approach means more park space for our community.”

In addition to LEED certification, the ARC has received multiple honors, including:

• The American Public Works Association (APWA) Southern California Chapter 2022 Project of the Year Award in the Buildings category
• The Honors Award for commercial design; and a C.O.T.E. Award for resiliency and sustainability in design from the American Institute of Architects Orange County Chapter

We commend the City of West Hollywood for completing the ARC. The facility is an example of the possibilities when a design process is built around creating a facility that supports various community interests. It is a shining example of the positive impact that parks and recreation can have on a community’s well-being and quality of life.

For more information about the West Hollywood Aquatic and Recreation Center, please visit the city’s website.

Photo by Jon Viscott courtesy of City of West Hollywood

“The City of San Marcos has proven itself to be a drive-to destination and not a drive-through city,” said San Marcos City Manager Jack Griffin. “We are an education and emerging healthcare hub in North County and have much to offer.”

One of the standout features of the city is its commitment to preserving its natural beauty. The city features 41 parks, a 72-mile trail network, and a newly renovated Nature Center. The Creek Infrastructure Project is an undertaking that, once complete, will include two bridges over San Marcos Creek. The project will have restored and preserved one-and-a-half miles of creek habitat and consists of a new park and trail, places to play, gather, sit, or relax. No wonder the city is nicknamed “San Parkos” as it offers residents and visitors ample outdoor activities.

California JPIA Senior Risk Manager Alex Mellor recently assisted the city with a risk assessment of the newly opened South Lake Park. The 10-acre site, including a retired reservoir owned by Vallecitos Water District, will now provide San Marcos residents and visitors with additional hiking, fishing, and other outdoor activities.

“The city staff does a fantastic job providing outdoor recreational opportunities to the community while managing risk as much as possible,” said Mellor. “Parks and other outdoor spaces provide proximity to nature and encourage physical activity, both of which are important elements of a healthy, vibrant community.”

Over the years, the city has cultivated a diverse economic landscape, attracting various industries, including technology, healthcare, and manufacturing. City staff is proud of the numerous services offered to help businesses thrive. One of these efforts is their ‘concierge’ service. In 2022, more than 175 organizations were assisted through the variety of offerings this service provides, including site selection, permit assistance, connection to resources, and much more. These services are available to established enterprises and businesses considering relocating to San Marcos.

Despite its robust economic efforts, San Marcos may be most well-known as home to the California State University San Marcos. The university opened in 1990 and has played a central role in shaping the city into a hub of educational activity, and it has added energy and diversity to the community.

To commemorate this significant anniversary, San Marcos celebrated with community members during an Anniversary Celebration at the Community Center. Historical photos were displayed during the event to showcase San Marcos’ evolution. Mayor Rebecca Jones provided remarks to lend her perspective on how the city has implemented its long-term vision for creating a city where businesses and families can flourish.

“We as a community are focused on improving our city but remaining true to our small-town roots, which is why we pride ourselves in investing in our local businesses and working hand in hand with them to watch them grow,” said Mayor Jones. “This is only a hint of what makes San Marcos shine. We are a diverse, vibrant community with a rich history. And I am grateful to have served this city as an elected official for the past 16 years.”

Here’s to 60 years of progress and prosperity in the City of San Marcos and an even brighter future ahead!

Public Works Week is an opportune time to recognize and celebrate the crucial role that public infrastructure projects play in shaping our communities. One project that stands as a testament to the power of public works is the El Centro Library. Designed by Ferguson, Pape, and Baldwin Architects, this innovative facility transformed an aging shopping center in the City of El Centro into a hub of knowledge, inspiration, and community engagement. The City of El Centro recently received a Project of the Year Award for the new library from the American Public Works Association San Diego / Imperial County Chapter.

“With this new library, the city continues its path to deliver outstanding projects that enhance the quality of life of our community for generations to come,” said Public Works Director / City Engineer Abraham Campos.

The library project was envisioned to provide the community with a modern and dynamic space for learning and discovery. The state-of-the-art library boasts several innovative features that enable digital access to many resources, including e-books, online databases, and multimedia collections. The facility includes dedicated spaces for collaboration, group study, and community events, encouraging interaction, knowledge sharing, and networking among residents.

The building serves as a community hub, offering a range of programs and activities that cater to the diverse interests and needs of the residents. The library fosters lifelong learning and brings people together, from children’s story hours to adult literacy programs, from art exhibits to workshops on various subjects.

“The new El Centro Library has been a wonderful addition to our city, and we are already seeing the positive impact it has had on the quality of life in our community,” said El Centro Mayor Martha Cardenas-Singh. “It is one of our most valued assets for community members to learn, grow, and discover.”

The impact of the El Centro Library extends beyond education and community development. Its presence in the heart of El Centro has revitalized the surrounding area by attracting visitors and stimulating local businesses.

California JPIA Senior Risk Manager, Alex Mellor, assisted the city with selecting appropriate types and limits of insurance for the project. “El Centro’s new library is a wonderful addition to the community,” said Mellor, “The city council and staff are to be commended for the vision and hard work needed to take the project from concept to completion. By taking the time to analyze and manage the risk involved, the City ensured taxpayers were protected in the event of an unexpected loss.”

The California JPIA also provided course of construction coverage for the library project. This program offers coverage for physical damage to member facilities while under construction.

We commend the El Centro Library project and the staff that made it possible. It stands as a shining example of the transformative power of public works and is a reminder of the vital role that public works plays in our daily lives.

The California JPIA congratulates the City of El Centro on this impressive new library!

• “NatureGrounds,” integrates manufactured play equipment and the living landscape to create richer play experiences for children.
  • The city worked with Arroyo Grande “In Bloom,” a local non-profit, to incorporate native plants into the design and installation.
• “Play-On Tech” creates play environments that align with national standards for youth physical activity and provides fun, physical activities for children to enjoy.
• The “7 Principles of Inclusive Playground Design” creates universally designed play environments that increase the “playability” for people of diverse abilities, age, race, gender, ethnicity, culture, and socioeconomic status.
  • The playground features “poured-in-place” rubber surfacing, providing opportunities for independence and multi-generational interaction.
  • The playground also includes multi-sensory (auditory, visual, tactile) stimuli through a variety of play activities.
• Outdoor Adult Fitness Park provides a variety of meaningful moderate to vigorous physical activity.

The Arroyo Grande city council initially approved the addition of inclusive playground amenities, to be sponsored by the Kiwanis Club of Arroyo Grande Valley 2015. Since that time, the club had been fundraising for the project until Recreation Services Director Sheridan Bohlken learned of a Proposition 68 per capita grant program and was able to match the grant program with the project. After an extensive design period and series of public meetings, the grant was awarded to the city. The council then approved the project design, allocated the remaining funds, and the city began work on the installation of the inclusive playground in the fall of 2022.

The project was funded by a state grant awarded through California Proposition 68 in the amount of $177,952, a donation in the amount of $21,000 from the Kiwanis Club of Arroyo Grande Valley, and the remaining funds from the city sales tax fund that supports ADA access throughout the community.

“I applaud our city council for adopting a goal for inclusion, diversity, equity, and justice. Having this direction from our council for city projects, in all areas of services we provide, was powerful for this project to move forward with unanimous support,” said Bohlken. “Of course, having the grant secured provided the platform for the project to be developed.”

The city held three community meetings to get feedback from stakeholders regarding playground priorities to provide inclusive play for all. Residents requested play equipment for small children as well as adult fitness equipment and shade.

The finished playground has been a tremendous success, with city staff receiving positive feedback from community members. Bohlken has seen residents throughout the community and the region use the one-of-a-kind park.

If your agency is thinking of upgrading a playground to make it more inclusive, Bohlken offered these tips:

• Have your city council provide project direction and share input on your project from the very beginning.
• Be creative – look for grant funding and see if local groups can also assist.
• Understand the specifics of new design elements so you can be prepared for additional costs, if any.
• Ensure your community stakeholders provide input and feedback so everyone aligns with the vision for the park.
• Work with reputable companies who will work with you to ensure their products succeed in your environment.

“The city of Arroyo Grande is a leader in offering unique and cutting-edge services to their community,” said Senior Risk Manager Tim Karcz. “Many of these offerings, including this new inclusive playground, bring the community together with enhanced opportunities for play.”

Congratulations to Arroyo Grande for providing this unique playground on the Central Coast!

Most existing state laws treat these crimes as misdemeanor offenses, making them difficult to prosecute through local courts. Unless your public agency has specific ordinances related to illegal street racing and sideshows, deterring these events can be difficult for law enforcement.

The City of Paramount, a California JPIA member, took action to curb these activities in their city. In 2020, Paramount adopted two ordinances establishing regulations for illegal street racing and sideshow activities. The first ordinance declares that vehicles used in street racing and sideshow activities are a nuisance, allowing the vehicles to be impounded. If cars are used to block an intersection illegally, those vehicles can also be seized. In addition, if damage has occurred to an intersection, felony vandalism charges can also be filed against drivers, making them liable for full reimbursement of up to $6,000 to repair the damage. Vehicle impound costs and ancillary fines can grow into thousands of dollars for each driver. The second ordinance declares that spectators can be cited with a misdemeanor offense and fined $2,000 per offense.

According to a Paramount staff report, data from January 2021 through August 2022 resulted in 137 arrests, 272 notice to appear in court citations, 78 notice to appear citations for spectators, 145 administrative citations for spectators, 117 vehicles impounded, and 25 vehicles confiscated.

“I applaud the City of Paramount staff and city council for addressing street racing and sideshow spectating by taking necessary action and passing ordinances against this illegal and dangerous activity,” said Senior Risk Manager Melaina Francis. “Protecting people, property, and the environment from noise, exhaust, and high-risk maneuvers by drivers that can lead to serious bodily injury, or worse fatalities, is absolutely the best risk management practice.”

In tandem with the ordinances, the city created a task force that has been successful in helping to seize problem vehicles. The task force includes Paramount public safety staff, the city attorney, the city’s dedicated deputy district attorney, and the L.A. County Sheriff’s Department.

“Creating a sound policy to mitigate nuisances and illegal activity in our community takes a team effort,” says Paramount City Manager John Moreno. “We try to balance proactive efforts with responsive action, and it helps when our city council and city staff are philosophically aligned in our mission and goals.”

Your council may want to explore the creation of an ordinance that establishes a legal procedure for forfeiting “nuisance” vehicles and allows for the prosecution of street race audiences. If you are interested in learning more, contact your regional senior risk manager.

That engagement planted the seed for a continuing program that provides regular trash service for unhoused residents. Kiosks throughout the city, filled with orange garbage bags, invite homeless individuals to gather and throw away their trash. The bags, whose carrot-bright color provides an eye-catching signal that they contain waste to be discarded, are collected daily by Atascadero’s public works staff.

“For our unhoused residents who like to keep their areas really neat and tidy, that orange bag can be a lifeline,” said Rickard.

In addition to affording people experiencing homelessness the opportunity to live in a neater, cleaner space, the Orange Bag program aligns with the city’s responsibility to keep public spaces clean and free of dangerous conditions.

“While individuals who are unhoused or transient may inadvertently present potential hazards, such as needles or broken bottles, the Orange Bag program helps reduce those risks,” said Senior Risk Manager Tim Karcz. “The program exemplifies how the people who live and work in Atascadero take pride in keeping the city clean, safe, and beautiful.”

Founded in 1913 and incorporated in 1979, the City of Atascadero, a community of 30,000 residents located along U.S. Route 101 in San Luis Obispo County, fosters an outstanding quality of life for its residents by providing excellent public service, stewarding its environment, preserving its heritage, and promoting economic prosperity.

Bordered by the Salinas River and home to Atascadero Lake, Atascadero Creek, and Green Valley Creek—the Spanish word atascadero loosely translates to “wetland”—Atascadero’s ravines connect the mountains to the ocean.

While plentiful fresh water and award-winning parks accentuate the community’s charm, they also contribute to opportune conditions for unhoused individuals.

“Atascadero Creek has steep embankments and is heavily wooded; the Salinas River also features woods and sand dunes,” said City Manager Rachelle Rickard. “It is very easy for people to live on those lands undisturbed.”

“Atascadero’s City Hall is a famous historic building in front of a large park area,” added Karcz. “It can appear to be a haven for individuals in an unhoused state.”

Atascadero’s 2022 Point in Time Count showed 93 homeless individuals, 42 of whom were sheltered, and 51 of whom were unsheltered. The community’s resources include El Camino Homeless Organization (ECHO), headquartered in Atascadero, a two-facility, 120-bed homeless organization whose mission is to empower people in San Luis Obispo County to make positive change by providing food, shelter, and supportive services such as job and life-skill training.

“ECHO has a strong outreach component, with crisis assessment teams (CAT) that pair police officers with mental health specialists to connect with and offer support for specific individuals,” said Rickard.

For example, she continued, CAT representatives began bringing one homeless person coffee and medication every morning. Their regular visits and treatment helped manage the individual’s mental health crisis, which reduced his socially inappropriate and illegal behaviors. After three months, he was ready to engage with ECHO’s onsite programming.

“What works for one person may not work for another person,” said Rickard, who frequently speaks with homeless people who live near City Hall. “The more we can understand each individual’s needs, the more likely we are to help them get into a program that will eventually get them out of experiencing homelessness.”

Rickard, a 30-year resident of Atascadero, joined the city staff in February 1997 from the Santa Maria office of accounting firm Moss, Levy & Hartzheim, where she specialized in audits of governmental entities and non-profit agencies. Rickard led audit teams for 13 cities, 14 special districts, 21 school districts, and 26 non-profit agencies, preparing financial statements and presenting audits to governing boards. She holds a Bachelor of Business Administration degree from California Polytechnic State University, San Luis Obispo.

After beginning her career with the City of Atascadero as an accountant, Rickard was promoted as the youngest and the first female director of administrative services. Responsible for financial planning and reporting, accounting, and other financial matters—as well as risk management, litigation, workers’ compensation, personnel, negotiations, regulatory compliance, and contract review—she introduced a comprehensive financial plan that, over ten years, pivoted the city’s general fund from a deficit unreserved fund balance to an $11 million reserve.

Rickard also led the funding, planning, and construction of Atascadero’s $34 million Historic City Hall Project, securing $16 million in grant funds from CalEMA and FEMA and $2.2 million in California Cultural and Historical Endowment funds.

After several opportunities to serve as acting city manager, she was appointed city manager in June 2013.

“There’s no doubt that Rachelle is a stellar city manager who has been a consistent leadership force on the Central Coast for more than 20 years,” said Karcz.

Rickard cultivates a risk management culture among her staff by pausing to think about potential risks as part of every discussion. She recognizes the liability associated with serving the community and considers options to minimize risk without sacrificing service: she strives for a reasonable protection level, not a perfect one.

“You don’t want risk management to be paralyzing,” she said, “but you do want to take reasonable precautions to mitigate risk.”

Rickard credits the California JPIA as a resource for finding that balance, partnering with staff to assess situations, and minimizing exposure to the most practical extent.

“The California JPIA’s regional risk manager program is a huge benefit,” said Rickard. “I—or anyone on my staff—can call Tim and ask a question any time. Having that perspective helps a ton.”