Blog

Almost two years ago in April of 2015, I wrote about the drought in this blog.

“As a second-generation Stanislaus County walnut grower, I can tell you that there are a few things I can count on and a whole lot of things I can’t. For example, I can count on the sun shining about 260 days a year here in the Central Valley. And I can still count on my 83-year-old father to put in a harder day’s work than I do most of the time. Both of those things help our trees grow and our business flourish. I just wish the rain was as reliable.”

Please click here to watch a brief video about this program.

A few years ago, Plumas County was implementing a plan to improve public health, but like many counties it was short on funds. So Mimi Hall, the Plumas County Public Health Director, started with the idea that if they maximized their existing assets and people, they could improve the health and wellbeing of their 20,000 residents without spending any more money. That remains the premise of the 20,000 Lives initiative. They restructured the way they deliver health services—and in doing so, fostered a level of cooperation, communication and coordination among county departments and throughout the community that is helping people live healthier happier lives. The 20,000 Lives initiative received CSAC’s California Counties Innovation Award for 2016.

Please click here to watch a brief video about this program.

At the Northern California Construction Training Center in Sacramento County, you can find a number of probationers hard at work learning new crafts. And over the sound of hammers and buzz saws, a four-letter word is frequently heard. That word is H-O-P-E.

For many of those taking part in this career training, it’s the first time they’ve  had any hope in a long, long time – thanks to a joint program created by the Sacramento County Probation Department, County Office of Education and the nonprofit Northern California Construction Training (NCCT).

Please click here to watch a brief video with President Carson

Please allow me a few minutes of your time to say “thank you” for putting your faith and trust in me to lead CSAC for the year. I am grateful, humbled and energized to lead this organization. In county government, every year offers challenges that must be overcome as well as opportunities to make life in California better for the people we serve. I am looking forward to working on behalf of a larger constituency this year.

This blog entry was originally printed as an Op-Ed in the Sacramento Bee.

Local governments spent the last two years sounding the alarm about our crumbling transportation network and educating policymakers about the poor condition of our streets and highways and the cost to fix them.

California’s energy crisis in the early 2000s left many people dealing with rolling blackouts and higher prices. Counties were left wondering if and how they would be able to provide essential services to their communities. In response, Ventura County Supervisor Kathy Long created the Ventura County Regional Energy Alliance, a Joint Powers Authority (JPA) composed of public agencies working in collaboration to approach the availability, reliability, and conservation of energy resources in the area.

A year has passed since the December 2, 2015 San Bernardino terrorist attack that targeted the employees of the county’s Environmental Health Services Division, and the impact on county employees and the organization has been profound.

“When citizens are actively involved in their civic and democratic institutions, their community and nation are stronger, more just, and more prosperous.”  — Alan Solomont, Dean, Tufts University

As public engagement is a foundation of our democracy, the Public Engagement Program has been a foundation of the Institute for Local Government (ILG).  A key component of our organization’s vision is to work toward a future where “all segments of the community are appropriately engaged in key public decisions.” It’s a vision shared by our parent organizations: CSAC, the League of California Cities and the California Special Districts Association. It’s also a vision that is challenging to realize – especially in an era when constituents seem to increasingly distrust government. But it’s also a vision we are confident that we can assist local governments throughout California achieve.

I spent most of my adult life in public service and I can tell you that the work we do is not always permanent. As a Yolo County Supervisor and a member of the State Legislature, I helped set public policy on many different issues; but many laws or ordinances are designed with a “sunset.” Putting an automatic expiration date on a new idea makes some people feel better about their vote because there’s a fail-safe if there are unintended consequences.