Issues

By Dora M. De La Rosa

The following are my views on current issues that are facing our city. As a non-incumbent I pledge to keep an open mind on all of these. I pledge to listen to any resident who would like to express a view or share any particular area of expertise. Eight years as an elected official have taught me that it is not wise to demagogue or have knee jerk reactions. Instead, I pledge to continue to take a measured and thoughtful approach to the issues.

TRUST IN LOCAL GOVERNMENT I believe local government exists to serve its residents in the most efficient and transparent manner. Local government can and should partner with residents, local businesses and community organizations to solve problems. However, in order to do this the city must earn the public trust. Trust is earned through fiscal responsibility, respect, accountability and transparency. My experience on the school board, where residents have voted 5 times in the last ten years to invest in our public school district, is that voters will be supportive when they have faith their elected officials are wisely managing the public's resources. The new council must do a better job of earning and maintaining the public's trust.

LEADERSHIP AND ACCOUNTABILITY The ultimate authority, and responsibility, rests with the council. The council sets the overall tone for the city. I believe that council members work for the residents. At the school district we call it "customer service." As school board president I have presided over many meetings with hundreds of residents in attendance. Though the issues may be contentious, the meetings themselves need not be. Council members should treat residents with respect and civility. At the same time, the council must hold its staff accountable through oversight and strong fiscal management.

PUBLIC SAFETY Crime prevention and public safety is, first and foremost, the top local priority. A close working relationship with the Sheriffs' Department and County Fire Department officials is essential. Maintaining adequate staffing levels is critical and should take budgetary priority.

INFRASTRUCTURE Infrastructure needs must be weighed in terms of overall fiscal priorities. Long term strategic planning is imperative. Imminent structural failures should be given the highest priority. The city has recently qualified for $9.4 million in state funding to address the San Ramon Canyon repairs and is seeking matching federal and county funds. The Portuguese Bend landslide area needs equal attention. The city currently spends in excess of $500,000 annually in short term remediation efforts for PV Drive South. No adequate long term solution has been identified. I will make this long standing, lingering problem one of my priorities. Storm drain maintenance is equally important. Voters approved a Storm Drain User Fee in 2004. The city should provide an annual report to the residents outlining the number and types of repairs and how the funds are being used. We must evaluate the continuing use of the Storm Drain User Fee in comparison to using the Transient Occupancy Tax (TOT) generated by Terranea, now approaching $3 million annually. Sewer maintenance is becoming an issue. However, the sewers are owed by LA County. Better assessment and analysis are required to address this issue. A thorough needs assessment must be completed prior to any attempt to seek another user fee. The TOT is a revenue stream that could potentially be used for sewer maintenance.

OPEN SPACE AND RECREATIONAL AREAS We are indebted to those city founders who worked to preserve our beautiful semi- rural environment and to prevent our city from becoming overdeveloped. However, it has been noted that the city is above average in open space and passive parks but below average in active recreation. I favor more investment in recreational parks and facilities that achieve more active recreation. Here again, long range planning is critical. Furthermore, partnerships with our neighboring cities, our school district and local youth recreation organizations could produce mutually beneficial solutions.

CITY STAFF SALARIES AND PENSIONS The last formal organizational assessment was completed in February 2008 by Management Partners, an outside consultant. By the time the new council is seated it will be nearly four years and time for this subject to be revisited. I would urge a comprehensive organizational study. Staffing levels have increased 30% in recent years. Are these levels justified? Can we be more efficient? Do all open positions need to be filled? Are we providing the services our residents need? These are valid questions that must be answered. City staff has received increases in compensation over the last several years, by some accounts salaries have increased 85% since 2003 (attributable to both an increase in the number of staff and in individual compensation). While the city's budged has not been decimated by the state the way the state's schools have been, the current economic climate dictates a cautious and conservative approach. I am opposed to any further salary or personnel increases until the city's fiscal priorities have been addressed. Pension reform should be a top priority for the new council. The council recently approved a two tiered pension benefit structure. This is a good start. The council also recently approved a 5% ongoing salary increase for current employees to offset a 6.5% increase in their individual contribution. The problem with this approach is that the 5% ongoing salary increase ultimately increases the pension obligation. The long term costs of this approach must be more fully investigated.