Position Statements

By Denise Eileen Kupperman

My goals are to:

• Ensure the town's financial viability and address the need to maintain town assets, review our most significant costs and build reserves.
• Maintain the quality of our public safety well into the future.
• Work with the Town Manager to improve town management.
• Preserve and enhance the town's scenic rural character and its environment.
• Address the need to improve or replace aging infrastructure.
• Develop traffic management strategies and safe routes to school.
• Develop collaborative working relationships with our neighboring communities and schools.
• Plan for possible future changes in neighboring communities to mitigate potential impacts on our town.
• Improve communications with residents.

Additionally, depleted reserves needed to be rebuilt + operating without sufficient reserves is not a good risk. While outsourcing public works and building and planning department functions has resulted in an improved cost structure, it is important to continue to measure performance received versus cost. Collaborating with the new Town working towards staff retention will lower costs and improve efficiency and service levels.

While the town may experience an increase in revenues over time because property values increase + cost structures must remain relatively constant so the town can deal with contingencies and capital improvement needs.

Investment in record keeping and communication technologies will further improve efficiency and lead to cost savings.

Public Safety Both I and our town value its Police Department. This is evidenced by resident approval for the parcel tax,60% of which is dedicated to supporting public safety. This requires a two-thirds majority which is a high bar to pass. Protecting public safety and property is an important and serious undertaking and maintaining high levels of service and performance is a priority for our residents. This requires the support of the community and council. I will support our Police Department to ensure our residents continue to receive the quality of safety and professional service they expect. Managing public safety personnel costs is a key component of the town's financial viability and a key component of ensuring we can continue to maintain our Police Department now and well into the future. Managing these costs in a way that is positive and fair is a necessity for all parties. This requires a dedication to understanding details and independance from pre-committed alliances.

Traffic and Transportation Needed traffic and transportation improvements include: safe pedestrian and bike crossing on El Camino, safe routes to school, a gated crossing at the rail line on Watkins, and pedestrian-friendly improvements on Alameda de las Pulgas. We need to pro-actively plan and work with neighboring communities to reach solutions to issues that arise from development beyond our town borders. It is important to plan for future traffic impacts while maintaining the rural quality of our roads.

High Speed Rail The current plans for High Speed Rail have potentially serious financial, environmental and urban planning consequences. The very fabric of our community will be divided. The High Speed Rail Authority's poor management of the project and process leaves no room for confidence in their ability to handle this project. In the words of State Senator, Joe Simitian, "this is the wrong project, in the wrong place, at the wrong time".

In concept effective mass transit is good for our state and our community. Is a High Speed Rail line that goes through our community a good solution to providing mass transit? No, I am opposed to that. High speed rail works in places with both high population densities, such as Europe and Asia, and a willingness to subsidize the system. Neither of those conditions exist in California. Will there be other future rail proposals that could affect our town? Yes - most likely. If and when those are presented I am prepared to deal with them in a pro-active manner.

Infrastructure The town's public service facilities are aging and unquestionably in need of replacement. Our public service facilities are housed in buildings and trailers that do not meet code requirements. The Town Center Task Force has worked hard over the last couple of years to put forth a plan for our public service facilities. Residents will have an opportunity to decide whether the town should move forward with the Town Center with ballot measure L in the general election. I support the project.

Community The town values and prides itself on its unique scenic, rural and verdant environment. Planning and development decisions that come before the council need to be consistent with the General Plan and residents' desire to maintain the quality of the environment residents enjoy. Development needs to be balanced and compliment the town's desire to preserve and enhance its unique scenic environment.

Atherton needs working relationships with neighboring communities and should proactively plan and deal with the impacts of future developments beyond the town's borders. Planning for changes in neighboring jurisdications is key to developing mitigation strategies that preserve the rural quality of our town.

The council can further the town's sense of community by promoting events in collaboration with the Park and Recreation Commission and town organizations such as the Holbrook-Palmer Park Foundation, Atherton Dames and Arts Committee.

The essential roles schools play in our town should be recognized by developing working relationship with schools and PTO's. This will lead to collaborative planning and solutions, such as mitigating traffic and designating safe routes to school.

Atherton Library Residents will have an opportunity to decide whether the new Atherton Library will be located in the recommended Holbrook-Palmer Park location, defined as the existing Main House and some surrounding walkways and patios. The town has a wonderful opportunity to build a library for today and our future + a library we can all take pride in. I appreciate and understand many of the concerns raised by residents. While I encourage fellow residents to vote in favor of this measure, I will fully support what the voters decide. (Refer to ALBSC October 19, 2011 Report to City Council)

Proposed Little League Stadium Menlo-Atherton Little League generously offered to build a new Little League Stadium in Holbrook-Palmer Park. As with a number of the facilities in the park, the existing field and facilities are in dire need of improvement. Little League has expressed a commitment to respect the community's desire to keep the open field in the park a flexible space that can be used by all. We have the opportunity to better serve the families that use our park. This issue will be decided by a vote on Measure M in the upcoming General Election and I will fully support what the voters decide.

Holbrook-Palmer Park Holbrook-Palmer Park is one of the town's greatest assets. Its pastoral qualities and flexible open space allow it to serve many uses. The town's limited resources to improve and maintain the park have been augmented over many decades by generous donations and volunteer participation in beautification efforts. The park would not exist as it does today without the generosity of the community and the town needs to allocate limited resources in a more efficient and effective manner. I, along with two of my colleagues and civic volunteers, donated an extensive amount of time to develop a Landscape Master Plan for Holbrook-Palmer Park. This plan was developed over a two year long public process and was approved by the City Council in 2005.

Communication Providing innovative opportunities for residents to learn and participate in town issues is a worthy goal. It is equally important to hear residents' views. Live-feed council meetings, making it possible for residents to dial in and comment on, or listen to meetings remotely, is an idea to pursue. Technology and community events can play a key role in improving communication with our residents.