CLEAR, COMPELLING, FISCALLY CONSERVATIVE LEADERSHIP

By Farrah Douglas

We now embark on a new phase of Carlsbad history. We must bring the positive city government of the past into a fresh era of creative management to ensure the future of this outstanding city.

CANNON ROAD PROPERTIES (2006 PROP. D) In 2006 the citizens voted to preserve farmland along Cannon Road as long as financially feasible, after which it would become open space. As a member of the 2006 and 2007-2008 Citizens Committees, I presented the Committee's final report to the Council in September. The report, resulting from eight public workshops, suggests limiting the future uses to parks, an amphitheatre, community gathering places and uses associated with agriculture. I agree with that vision and commend the significant public input process that arrived at those conclusions.

This input process set a high bar for future public involvement. During the process:

- The City was proactive in efforts to involve all citizens and thus facilitated a new level of public involvement.

- Many citizens appreciated the opportunity for input and energetically participated in the public workshops.

- The Citizens Liaison Committee was an important, successful part of the process.

- There was a strong partnership between City staff and the Committee.

I fully support utilizing this process again to ensure the public has an opportunity to give input.

CARLSBAD ENERGY CENTER NRG has proposed building a power plant west of Interstate 5 on the south shore of Agua Hedionda Lagoon. The City Council has voted to oppose construction of a plant there and has offered other locations.

The site of the current power plant offers a great opportunity to increase Carlsbad's quality of life and its future revenues through responsible oceanfront development. However, the development and ownership rights of NRG, as well as the critical power needs of the region, must be recognized.

I support a process whereby major stakeholders, including NRG, SDG&E and the City, participate in serious, direct negotiations to reach a mutually beneficial resolution, keeping in mind the importance of reliable energy sources and Carlsbad's tradition of respecting private property rights.

CARLSBAD VILLAGE REVITALIZATION Carlsbad Village is a critical future resource for both revenues and lifestyle. Future plans for Carlsbad Village must include the historic Barrio. I will work to:

- Identify and sign contracts for future projects within the Village Redevelopment area before July 2009, so the Redevelopment Agency may continue receiving property tax funds after the deadline.

- Fund Carlsbad Village Improvement Partners for the first year with clear, measurable benchmarks reported to the Council and the City Manager quarterly. Future funding will be based on performance.

- Review/decide on the Village-Barrio improvement projects on a case-by-case basis so each project moves toward economic vitality and sustainability.

- Develop partnerships to build parking structures while maximizing existing parking opportunities.

FUTURE DEVELOPMENT AND FACILITIES While the City is near build-out, some development activities will remain over the next several years. I believe that land owners and developers deserve a level playing field when dealing with the fees charged for their projects. As well, the city must work to streamline the approval process and, in general, improve the level of communication with owners and contractors. To this end, I will:

- Review and examine the existing fee document (a 42-page book) to identify what fees need to be improved or reduced.

- Ensure the City has a balanced approach and that developers are paying their fair and equitable share for their projects' impact on our infrastructure and residents.

- Change the City's approach in working with project owners and contractors to one of problem-solving and partnership so everyone works together to increase Carlsbad's quality of life.

- Hold all parties accountable for timely, clear and proactive dissemination of information.

GENERAL PLAN REVIEW The Carlsbad General Plan contains the following elements: land use, housing, open space and conservation, parks and recreation, circulation, public safety, noise and arts. I support an update to the General Plan and will urge a process similar to the very successful community involvement process for the Cannon Road properties (Proposition D from 2006).

GROWTH MANAGEMENT AND OPEN SPACE Carlsbad citizens approved a Growth Management Plan in 1986. This plan has guided the City's development ever since. We are now at 85% of build out and many residents may wonder if the Plan is still being enforced. In 1986 the GMP called for an eventual population of 154,000. Today, revisions in the plan indicate a final population of 124,000. The plan in 1986 called for 54,599 dwelling units. Now, the expectation is for 44,017. Overall, the plan requires preservation of 40% of the City as open space, and that goal is close to achievement.

"Open Space," defined differently by different people, is always a topic of discussion, as it reflects the desire of most people for a less crowded environment. The balance between open space and other uses crops up regularly when new developments are suggested. I believe it is critically important for residents to stay up to date on open space discussions. I strongly support adherence to the Growth Management Plan, especially in the retention of 40 percent open space.

MCCLELLAN PALOMAR AIRPORT McClellan-Palomar Airport is one of two commercial airports in San Diego County. As a resident in one of the developments near the airport, I am very concerned about safety issues and how airport operations affect our residents. As a new council member, I would meet with FAA officials regarding the two recent plane crashes to discuss the causes of these accidents and what can be done to enhance safety.

The private sector has put in over $100 million into airport, and the County is putting in another $25 million to build a state-of-the-art terminal. Currently, most regional commercial aircraft cannot fly into the airport.

I support a runway extension within the airport's existing footprint, which would allow quiet, fuel efficient commercial aircraft to service Palomar airport. This will:

- Support my vision for economic diversity, making Carlsbad a friendly place to do business, and providing greater flexibility for our citizens.

- Attract regional corporations for the convenience of their product development and business travel needs--thereby increasing city revenues.

PUBLIC SAFETY Public safety is a major issue for the whole community, including the business community. I believe a safety services master plan would define a roadmap to further enhance professionalism and ability to serve. My plan is to:

- Immediately seek an independent survey of both departments to ensure Carlsbad meets and exceeds public safety standards.

- Compare the industry's response-time requirements with actual Carlsbad response times and provide support to increase that efficiency.

- Provide equipment and resources necessary to protect our city in emergencies, including state-of-the-art communication devices.

- Create a master plan based on the results of the survey, providing for the present and future needs of Carlsbad citizens.

These steps will ensure a factual analysis that firefighters, police, management and council can agree on. I believe that the City should hire the best leadership possible in public safety positions and then allow them to use their expertise in determining priority needs.

Carlsbad employees, including firefighters and peace officers, are very ably represented by unions. One of the duties of the unions is to work to obtain the best possible compensation for its members. Currently, a retiring public safety employee can earn as much as 90 percent of his or her top salary in retirement. I support productive labor agreement negotiations and fair compensation that attracts quality employees and protects the city and its taxpayers against long-term financial challenges than can be caused by escalating pension agreements. We must avoid the financial pitfalls that have threatened the financial viability of other communities.

TRAFFIC CONGESTION Road improvements have provided better traffic flow, and the completion of Poinsettia's last remaining section will help to relieve pressure on Melrose Drive. I favor creating a Traffic Management Center as part of the proposed Public Works facility. That Center will use the latest technology to synchronize all traffic signals in the City, significantly improving flow. I also believe that we need to address moving people to and from the two Coaster stations to facilitate greater use of mass transit. Additionally, we can look at reducing parking requirements for new developments in exchange for ensuring a ridesharing program for employees that could including carpools, vanpools and transit subsidies. Finally, let's also survey other cities with successful traffic management programs and learn what has made them successful.