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The questions were prepared by the League of Women Voters of Los Angeles and asked of all candidates for this office.
See below for questions on
Most Important Issue,
Audit Priorities,
Payroll Problems,
Sales Tax
Click on a name for candidate information. See also more information about this contest.
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1. What is the single most important issue facing the Controller’s Office today, and how would you deal with it?
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Answer from Dennis P. Zine:
Solutions to the City's structural budget deficit and stimulation of the local economy are the greatest challenges we face. As Controller, I will manage city resources, encourage economic growth, and address key cost drivers.
Answer from Jeff Bornstein:
We need revenue. Stopping waste, abuse is a given. The City spends too much. Besides reducing spending, we need to make profit.
Sales and profit do not have to be nasty words. Commodity sales and profits can defer costs.
Answer from Ankur Patel:
The most important issue facing the Controller's Office is a lack of public trust. As the elected official tasked with following the money, I would earn trust by opening up the City's books in an unprecedented way.
Answer from Cary Brazeman:
The city faces over $1 billion (yes, billion) in looming liabilities in the next five years. The structural deficit threatens to imperil delivery of core city services, many of which already are provided at low levels. Some say bankruptcy remains a real threat. As Controller, I'll be a voice for responsible, constructive action to address the budget deficit while preserving and protecting core city services (public safety, streets, sidewalks, parks, libraries).
Answer from Ron Galperin:
Increasing efficiency, accountability and performance is essential to solving L.A.'s ongoing deficits. Having chaired the Commission on Revenue Efficiency (CORE), I am the only candidate for Controller who has detailed $450 million in real annual efficiencies, revenues and savings.
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2. The Controller serves an important audit function. What departments or programs would you prioritize for auditing?
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Answer from Ankur Patel:
Out of the 37 departments funded by the City's General Fund, I would prioritize auditing the $131,000,000 Department of Transportation. More importantly, I would scrutinize the billion dollar proprietary departments of the Harbor, Airports, and Water and Power.
Answer from Cary Brazeman:
First and foremost would be performance audits of core city services. I was a prominent voice in shining light on the improper reporting of Fire Dept. emergency response times, which have not been examined seriously by the Controller in 10 years. I'll monitor public safety performance by publishing "Real-Time Report Cards," including reports on the accessibility of parks to L.A. residents, in addition to financial audits.
Answer from Ron Galperin:
Auditing is an important function of the Controller -- but audits by themselves don't result in change. As Controller, I will:
· Meet personally with each department/bureau management team that is to be audited + and develop an action plan.
· Compare how we are doing with other government agencies and private industry -- and ensure the adoption of best practices.
· Focus on the changes that can achieve the most "bang for the buck".
· Craft audit recommendations that are do-able and proven as effective.
· Report in greater depth about the follow-ups and performance of audited departments.
· Recognize excellence as well as shortcomings of particular departments. The role of Controller isn't just to critique and "beat up" on departments + rather to be a part of the solutions.
· Work with other elected officials to make their follow up on audits easier and more timely.
· Create and partner with community and business advisory councils.
· Continue the annual survey of City departments and bureaus I began as Chair of the City's Commission on Revenue Efficiency and as President of the Quality & Productivity Commission.
Answer from Dennis P. Zine:
I will implement a performance review of the Controller's office to ensure firm controls over the auditing process and the wise use of limited resources. I will work to conduct fiscal, contract, and performance audits prior to abuse, provide clear paths to reform, and ensure the recommendations are acted upon by tracking real-time departmental budgetary data and implementing a management scorecard system.
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3. What management strategies would you implement to avoid payroll system problems in the future?
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Answer from Cary Brazeman:
I don't want my name signed on any improper checks! So you can be sure internal controls, including for payroll, will continue to be a high priority for my department.
Answer from Ron Galperin:
In December 2012, the state Controller reported that the $371-million overhaul of the California government payroll system -- one of the state's biggest technology endeavors -- is riddled with problems and "in danger of collapsing". In contrast, the County of Los Angeles has implemented a number of money- and paper-saving initiatives to reduce the annual costs of County payroll processing by more than $5 million, while making payroll easier to process.
As a business owner, I have first-hand experience with payroll systems. And as Controller, I will adopt the proven and best practices of other government and private industry payroll processors -- to better automate, standardize and save money for the taxpayers.
Answer from Dennis P. Zine:
Government payroll systems are complicated and often fail because they are not designed properly or project teams are not managed. LA's Payroll System Replacement Project is an exception and is well past the risk of failure.
If, however, significant modifications or additions to the City's system are proposed during my tenure, I would examine the need and determine if they are truly required. If modifications are required, I would create a strong project management or oversight team within the Controller's office to keep me apprised of the ongoing status of the payroll system project, making sure it is implemented on time and within budget.
Answer from Ankur Patel:
Our budget and payroll systems are currently paper-centric. By moving towards a primarily digital medium, we would be able to make the City's financial processes more transparent and accessible to the public, which would lead to greater efficiency through accountability.
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4. Do you support the ballot measure to increase the sales tax in the city?
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Answer from Dennis P. Zine:
I voted against the current proposed 1/2-cent sales tax in Los Angeles because of the burden it would place on our residents, consumers, and businesses. We need to do a better job of collecting what is owed to us and work to make government as efficient as possible.
Answer from Cary Brazeman:
Strongly oppose.
The sales tax increase is regressive and would hit hardest the people who can least afford it. It also would make L.A. one of the most expensive cities in the region to live and do business. Thus, more residents and businesses would be at risk of leaving L.A.
Absent a comprehensive plan to fix city finances and ensure consistent service delivery, there should be no broad-based tax increases in the city.
I'm proud to have signed the ballot argument against the sales tax increase along with other Democrats, Republicans and Independent voters.
Answer from Ron Galperin:
No, I do not support the ballot measure to increase the sales tax.
a. Sales tax is one of the most regressive forms of taxation -- hurting low- and moderate-income people the hardest.
b. Los Angeles already has one of the highest sales tax rates in the country. A higher sales tax will drive shoppers and businesses away, resulting in less vs. more revenues for the City.
c. I have advocated that the City (along with County, LAUSD, etc.) do more local purchasing + to help local businesses and jobs, and to decrease the significant sales taxes being paid by the City for its own purchases outside of Los Angeles.
d. With all our great businesses and stores in L.A., the City ranks 16th out of 17 adjacent cities in per capita sales and sales tax revenues + 21% lower than the average for other LA County cities, and 35% lower than the state average. What's needed in the City is not a higher tax -- rather more economic activity. If L.A. merely increased the City's sales tax revenues per capita to the average of all our neighboring Cities in L.A. County, the City could realize more than $60 million in additional annual revenues.
Answer from Ankur Patel:
I am against increasing the sales tax because it is regressive. If I had confidence that my tax dollars were going to be spent efficiently I might consider it -- but that is why I am running for City Controller.
Responses to questions asked of each candidate
are reproduced as submitted to the League.
The order of the candidates is random and changes daily. Candidates who did not respond are not listed on this page.
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League of Women Voters of California Education Fund
