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Ventura’s 2021 State-of-the-City Address Lacked Visionary Leadership

Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.

Peter Drucker

 

2021 State-of-the-City Address gets an F

Ventura Mayor Sofia Rubalcava presented the 2021 State-of-the-City Address (SOTC) in June. Unfortunately, over time, the City Council has lost sight of the purpose of a State of the City address. The speech should aim to praise accomplishments when deserved but not ignore major problems where improvement is needed.

For Mayor Rubalcava, who has only been in public office for three years, her address avoided the topics of the challenges, did not give a sense of vision for the future, or reset the city’s goals as her recent predecessors attempted to do in their speeches.

To many Venturans, a State of the City is a formality—a feel-good report—to make everyone comfortable and have pride in their ‘fair city.’ To others, it is an opportunity to celebrate accomplishments, reset goals and provide a vision for Ventura’s future. However, what the residents need is a candid assessment of how the city will combat its challenges.

What Was Missing in This Year’s State-of-the-City Address

The mayor’s address didn’t mention the city’s critical issues. For example, Ventura has a precarious financial situation, as ranked in the State Auditor’s Report. Mayor Rubalcava ignored it. In addition, she never communicated any vision for how the city could be doing better with the Thomas Fire rebuild, the burden of pensions on the Ventura, the needed street repairs, the growing homelessness on city streets, or economic development. What a missed opportunity.

What We’ve Heard Before

Mayor Rubalcava began by saying, “The city is re-imagining the delivery of city services.” Regrettably, the only thing she discussed was implementing the Matrix Report, something her predecessor, Mayor LaVere, mentioned in last year’s address. Madam Mayor explained the backlogs and gaps in service but glossed over how much of the Matrix Report the city has implemented. Staff reports indicated that the city staff planned to implement 50% of the Matrix Report by June 30, 2021, but they did not meet that goal.

Main Street Moves Program Was Part of the 2021 State-of-the-City AddressIn 2020, the city implanted a program named Main Street Moves to allow businesses hurt by the pandemic shutdown to serve limited customers outdoors. Forty-seven businesses applied for outside operating permits under the program. Mayor Rubalcava gave an update on business operating permits. By June 2021, the number of companies requesting outside operating permits was 51. Most of the credit for those accomplishments belongs to those implementing them in the prior year.

Mayor Rubalcava lauded The Trade Desk’s multi-million-dollar remodeling of the fourth and fifth floors of 505 Poli—improvements completed in 2020 during Mayor LaVere’s term and mentioned in his 2020 address. Yet, the tenant improvements were not a city accomplishment. The city only leased space to The Trade Desk. The Trade Desk made the needed changes to suit their needs. Mentioning leasing the fourth and fifth floors of 505 Poli attempts to gloss over the Brooks Institute debacle. Leasing the space to the photography school revealed poor management by the Council and the City Manager’s office. A poor decision six years ago cost the community hundreds of thousands of dollars.

The lack of new information is unfortunate because the casual observer believes that the city accomplished very little in 2020-2021.

A Major Undertaking Mentioned in the 2021 State-of-the-City Address

One key point the mayor did make was that the 2021 General Plan update is underway. The updated plan will replace the 2005 General Plan that the city has been using. A 22-member committee is selected and ready to begin work recalibrating the city’s vision for the next 15 years.

Staking Our Vision on a New General Plan

The 2005 General Plan said, “…today in Ventura, as all across America, there is concern about the health of our democracy.

“Over those years, the ability to build consensus about future development has been undermined by sharply polarized divisions, showdowns at the ballot box, and often rancorous public hearings. The complaint often recurs that planning decisions are made without adequate notice or consideration of the views of those affected. Many citizens criticize the City decision-making process as convoluted and counterproductive.”

No one would blame you for thinking our city leaders expressed that vision in 2021, but they didn’t. Yet, the statement was the preamble to Ventura’s 2005 General Plan. The planners faced these conditions in 2005. Not much has changed. In fact, it’s worse.

Sixteen years later, we’re updating the General Plan because the state dictates we do it, yet the same problems persist. What’s more, we have new issues to address, such as recovering from the Thomas Fire and the COVID-19 Pandemic, shaky city finances, repairing our aging infrastructure, water, street repair, economic development and homelessness. Significant challenges, such as these, require visionary leadership.

Unrealistic To Plan 15 Years into the Future

2021 State-of-the-City Address emphasized the long-range General PlanLong-range planning like this is a fool’s errand. Nobody can look in the future to see what Ventura will need, let alone look 10-15 years in the future. It’s harder still for a 22-person committee. What committee could have predicted the Thomas Fire, the pandemic, Anthony Mele’s murder, and the business shut?

Even though long-range planning is nearly impossible, California instructs Ventura to update its General Plan periodically.

One Final Thought on The 2021 State-of-the-City Address: Majoring In Minors

Too much time in the 2021 State-of-the-City Address was spent on Hate CrimesMayor Rubalcava spent a good portion of her address describing Ventura Police and Hate Crimes. Several things about that were troublesome. First and foremost, she spent all that time talking about four instances in 2020. While hate crimes have received a great deal of national publicity, four out of 6,500 crimes locally in 2020 is a minuscule number of cases to be singled out and dramatized.

Second, when one goes to the Ventura Police site, something there is listed as a “Hate Incident.” It’s a non-crime where someone is demeaned or perceives someone demeans them. Dealing with perception appears to be an unenforceable situation for the police. Furthermore, if the police base the Hate Incident on perceived hate, who is the arbiter of that? Where does free speech end and the hate incident begin? Yet, this seems to be a feckless attempt at posturing to make Ventura appear that it’s in line with the national zeitgeist. Unnecessary, and it detracts from policing the other severe crimes in the city.

Who on the City Council or in the police force considered the costs of implementing the new program? It’s hard to imagine the added bureaucracy and reporting will outweigh the benefit of enforcing the hate incidents.

With so much attention focused on a few hate crimes, it diverted City Council attention from other critical issues like water, pensions, Ventura Fire Department, the fissure between management and staff at City Hall and the homeless.

Editors Comments

Where's the leadership in the 2021 State-of-the-City Address?An opportunity exists for the City Council to demonstrate genuine leadership.  The results of the last two elections have delivered an unprecedented turnover of all the Councilmembers quickly.  The voters expressed their desire for new leaders. Can these new members do something different from the past Councils?

Currently, any direction the city has seems to be haphazard. We see examples of a lack of leadership in a variety of places. Whether it’s a “phone-it-in” State-of-the-City Address, an anemic refreshing of the General Plan, or fretting over a negligible number of hate crimes, it shows the city leaders bounce from one topic to another without regard to the city’s long-term well-being. Voters should not accept this anymore.

Mayor Neal Andrews got it right in his 2018 State-of-the-City Address when he said, “We [Ventura] are no longer a quaint little beach town. We’re among the top 10% of the largest cities in California.” He recognized a truth many of us have known for years. Ventura has urban issues, and we can’t solve urban problems with provincial solutions. We need fresh thinking.

Tell the Council to Tackle the Real Problems that Need Addressing In the General Plan.

Below you’ll find the photos of our current City Council. Click on any Councilmember’s photo and you’ll open your email program ready to write directly to that Councilmember.

Didn't receive money from the Ventura Fire Department Received contributions from the Ventura Fire Department
Mike Johnson received no money from the Ventura Fire Department Jeannette Sanchez-Palacios received no money from the Ventura Fire Department
Jim Friedman received contributions from the Ventura Fire Department Lorrie Brown is a Ventura Fire Department apologist
Joe Schroeder received no money from the Ventura Fire Department

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Code Enforcement Changes

What Remarkable Code Enforcement Changes Has Ventura Made Since 2012?

Ventura Code Enforcement Changes

Turbulent changes do not affect reality on a deeper level other than to cement the status quo.”

Proverb

 

The City of Ventura is proud of the changes it has made in code enforcement since 2012. Here is a complete account of the changes city officials consider the most important.

Changes Within Code Enforcement Since 2012

The city touts several changes since the Ventura County Grand Jury ruling:

  1. The department has a new name, Permit Services.
  2. In addition to the name change, there is an entirely new set of managers. Jonathan Wood is the Permits and Enforcement manager, overseeing both permit issuance and code enforcement. Mr. Wood reports to Peter Gilli, the Community Development Director, who, in turn, reports to Akbar Alikhan, the Assistant City Manager.
  3. Code Enforcement no longer allows anonymous complaints from citizens. Complainers must identify themselves before the department will act.
  4. The department is issuing financial hardship waivers for violations during the COVID-19 shutdown, when applicable.

Although their impact on Code Enforcement remains to be seen, two other changes will impact the entire department.

  1. The department moved away from over-the-counter, paper-based plan submission to digital submission using Energov software.
  2. The Permit Services department is acting to put in place the changes prescribed in the Matrix Report. The Council commissioned Matrix Consulting to prepare a report of changes needed to modernize planning, permitting and code enforcement. The report contains 57 different changes. In January 2021, the department had implemented 32% of the recommendations. By July, they hope to increase that to 50%.

2021 Improvements For The Department

Permit Services is planning for further changes this year. The top goals are:

  1. To improve the technology used to process submitted plans. They want to move to a more web-based, digital workflow.
  2. To improve processes and procedures. They say Code Enforcement is focused on doing things right and improving customer service interactions.
  3. To improve customer service. They want to communicate expectations to property owners clearly.
  4. To gain the resources (mostly financial) to correct issues within the department.

Code Enforcement’s Management Focus

Since the Ventura County Grand Jury ruling, one continuing goal of Ventura’s Code Enforcement department is to be more objective in interpreting the city’s building code. Many residents felt they were too subjective in the past. Mr. Wood says they [code enforcement officers] are to be fair and consistent with enforcing the codes. He believes they are making incremental progress towards that goal.

One tool Code Enforcement uses to be more objective is a new training manual. The manual is used in conjunction with a training program guided by the Training Officer. The department encourages all newly trained inspectors to retain the training manual as a resource to review processes.

The training manual allows the code enforcement inspector to use common sense and judgment whenever a violation isn’t life-threatening or potentially life-threatening.

If pressed to explain how Code Enforcement will measure the move to objectivity in the processes, the answer is vague. Initially, the measure was fewer complaints. Since Mr. Wood had taken over the department two and a half years ago, the complaints have dropped from five to ten complaints per month to one. That mission is accomplished, yet no further measurements for success are articulated.

Insist Your City Councilmember Scrutinize The Code Enforcement Changes

Below you’ll find the photos of our current City Council. Click on any Councilmember’s photo and you’ll open your email program ready to write directly to that Councilmember.

Sofia Rubalcava doesn't know the Code Enforcement changes Doug Halter doesn't know the Code Enforcement changes
Mike Johnson doesn't know the Code Enforcement changes Jeannette Sanchez-Palacios doesn't know the Code Enforcement changes
Jim Friedman doesn't know the Code Enforcement changes Lorrie Brown doesn't know the Code Enforcement changes
Joe Schroeder doesn't know the Code Enforcement changes

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The rush to find a replacement in District 4

Is The Council’s District 4 Replacement Plan The Best Solution?

On replacement politicians

We are weary of politicians’ politicians. We want ours.”

—Gerald Stanley Lee, American author

Apponting a replacement in District 4 is a kangaroo court

On Saturday, February 20, 2021, the Ventura City Council will have the opportunity to select a new City Councilmember to join them for the next two years. This situation gives four of six City Councilmembers the power to choose a new Councilmember for the 15,000 residents living in District 4. Of course, none of the six remaining Councilmembers lives in District 4.

An Appointment Disenfranchises Voters

Several citizens emailed the Council claiming that appointing a replacement ‘disenfranchises’ the voters in District 4. If six members living outside District 4 appoint someone, District 4 is disenfranchised according to Webster’s definition, whether the Council believes it or not. Residents and Councilmembers should remember that the Ventura City Council can still function with six members and often does because of illnesses and vacations.

How We Got Here

Erik Nasarenko resigned his post as District 4 Councilmember because he was appointed Ventura County District Attorney. Mr. Nasarenko acknowledged his new role would not give him enough time to represent his district. It’s the first time since 1976 that a Ventura City Councilmember has resigned. Handling Mr. Nasarenko’s resignation has become a challenge, but the options are simple.

The Options To Fill The Vacant City Council Seat

On February 1st, the Councilmembers debated the various options open to them:

March and November are the only months the law allows special elections in 2021. Because the law mandates 88 days between calling for an election and voting, a March election was not an option because it was less than the 88 days.

After deliberating, the Council voted 4-2 to try and appoint District 4’s replacement. Councilmembers Jim Friedman and Doug Halter dissented.

The Argument To Not Appoint A Replacment

The resistance to fill the vacant seat with an appointment was mainly over two issues.

  • There are concerns that the appointment will be a rushed process, influenced by political motivations.
  • Any appointee will now have an advantage in the next general election by being anointed as an incumbent.

The Argument To Appoint Someone By February 25th

If the Council cannot appoint someone to replace Erik Nasarenko by February 25, 2021, the law requires the city to hold a special election.

Concern over leaving the District 4 seat vacant for ten months centers upon two other issues.

  • Leaving the seat open may create a split 3-3 vote, causing a motion to fail.
  • There is a concern that not having a representative for District 4 will leave those residences without a voice on the City Council.

Being Fast Versus Being Thorough With A Replacement

The most practical option available to the Council was to appoint a replacement. Four of the Councilmembers didn’t want to wait for a special election in November 2021. Nobody wanted to wait until November 2022 to fill the vacancy because of the concern about not having a seventh vote to break any tie vote.
Deputy Mayor Joe Schroeder summarized his choice this way. “I thought the best solution on the District 4 issue was an immediate special election; however, that wasn’t an option. I did not have issues with the associated expenses of a special election. I do have issues with running a City Council with an even number of seats. I believe it is a bad model of governance.”

If the Council cannot appoint a replacement by February 25, 2021, the law requires the city to hold a special election. The Registrar’s Office estimates a special election would cost $89,000 plus legal publication costs.

The Shortcomings Of Appointing A Replacement

There are three inadequacies of appointing a successor in District 4. Moving to district voting created the first and most significant of these shortcomings. Six Councilmembers—none of whom live in or have campaigned in the district—will decide who represents D4 for the next two years. These Councilmembers will say they understand the city’s needs at large, even though they represent specific districts. Yet, none of them can confidently say they know District 4’s particular issues or understand the wishes of D4 voters.

Second, the appointment will be based upon a 20-minute interview as opposed to a three-month campaign. All serving Councilmembers endured a lengthy campaigning process, which included appearing at Community Councils, candidate forums and campaign fundraisers. The appointee will do none of these things.

Third, the appointee will have the incumbency advantage in 2022 when he or she runs for re-election. Incumbent candidates are almost impossible to defeat in general elections.

The Process To Appoint District 4’s Replacement

One of these people will be District 4's replacement

As long as there will be an attempt to appoint a replacement for Mr. Nasarenko, the city wanted civic involvement in the selection process. Citizens were encouraged to submit questions for the candidates by February 8, 2021. Councilmembers proposed one question each. The final list of questions will include four questions from the public and six questions from the Council. The candidates to replace Erik Nasarenko will receive the questions in advance.

Selecting an appointee will take place on one grueling day. The Council will interview fifteen residents of District 4. Each will answer three questions from the City Council. The meeting day for choosing an appointee will be Saturday, February 20, 2021, beginning at 9 o’clock. The meetings will last twelve to fourteen hours.

The question-and-answer process will be virtual. The applicants will not be at City Hall, yet the interviews will be public. You’ll be able to see the proceedings over WebEx. (click here to watch on the day of the meeting). So will the candidates.

On that day, the first order of business will be for the City Councilmembers to select three questions to ask each candidate from the list of ten. Councilmembers will rank the candidates, deliberate and select the replacement.

Editors Comments

Because of the rush to interview and appoint, the process to find a successor in District 4 is possibly going to be little more than a beauty contest. An entire three-month election process gets reduced to a 20-minute Q&A session with the remaining Councilmembers.

The logistics of the procedure are grueling for both the applicants and the City Council. Interviewing all fifteen candidates in one sitting will be wearisome. It’s hard to imagine that the Councilmember’s attention will be as sharp at the end of the day as it was in the beginning.

Selecting three questions on the day of the interviews leaves little time for the Council to reflect on what “good” answers from the applicants should be. And, since there will be no objective way of grading or evaluating the responses, it will be hard for the Council to debate one candidate’s relative merits over another.

The process to appoint favors the candidates whose interview is later in the day. All candidates will be able to watch the proceedings via WebEx. After the first interviewee, the remaining candidates will know exactly which of the ten questions the Council will ask. They’ll be able to practice their responses. They’ll see the other candidates’ answers and see how the Council reacts to those answers.

Those who are concerned about a 3-3 split vote should keep this in mind. The consensus is that if you can’t convince one more person to support your position, it was probably not a solid idea from the start.

In the end, the selection will come down to whom the Council likes best based on a 20-minute performance, and it may not be who will best serve District 4.

District Voting Complicates Matters

A lawsuit filed against the city forced Ventura to move to District Voting in the name of “fairness.” We’ve been through one complete cycle of district voting, and we have a Council with a different makeup than we had before.

Then came the opening in District 4. The Council has the opportunity to appoint someone to fill the spot—someone to their liking. They say they will, yet it’s unlikely since none of them live there or know the voters. Instead, they’ll appoint someone “like-minded” that lives in District 4. Now, they’re perpetuating a Council in their likeness.

Have all we’ve done is move from one good ol’ boy network to another?

Tell Your City Councilmember Who You Think The Replacement Should Be

Below you’ll find the photos of our current City Council. Click on any Councilmember’s photo and you’ll open your email program ready to write directly to that Councilmember.

Sofia Rubalcava voted for an appointee replacement in District 4 Doug Halter voted against an appointee replacement in District 4
Mike Johnson voted for an appointee replacement in District 4
Jim Friedman voted against an appointee replacement in District 4 Lorrie Brown voted for an appointee replacement in District 4
Joe Schroeder voted for an appointee replacement in District 4

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Property Rental

The City Should Get Out of the Property Rental Business

“We need leadership. We don’t need a doubling down on the failed politics of the past.” —Paul Ryan

505 Poli building. Crime lab in the lower right corner.

City Council Makes The First Step Toward Dealing with Surplus Building

To get realistic information for the City Council to decide about 505 Poli, Councilmember Mike Tracy presented a motion to seek advice from a licensed commercial realtor. Councilmember Jim Monahan seconded the motion. The Council unanimously agreed after City Attorney evaluated the right to sell the property, to seek advice from a licensed commercial realtor. The goal is to “determine (the) value of 505 Poli Street including the Crime Lab (appraisal and parking analysis study). Then to decide on disposition (of the property).”

Good decision.

Why The City Should Get Out Of The Property Rental Business

The 505 Poli building adjacent to City Hall exemplifies why the City of Ventura should not be in the property rental business. The city owns several properties. Ventura needs some to house various city departments and needs others for future use. However, the city owns and operates some for the sole purpose of generating income — rental income property.

Property Rental

Citizens have a right to expect the city to manage 505 Poli wisely.

When public money is used to buy rental income property, citizens have a right to expect the city will manage the investment wisely. Acquiring and operating such property requires knowledge and expertise to protect the investment.   In the case of our city, the City Council makes the decisions. They rely on the City Manager and city personnel for sound advice.

Here’s the rub. Ventura city personnel have demonstrated historically—and continue to show, as we will later explain—that they do not have the knowledge or experience needed to assist the City Council in making decisions in such matters.

Why The City’s Bad At Property Rental

There are four major issues with city-owned rental income property:

First, the daily maintenance and management of these properties require constant attention. Buildings cost money to operate with or without a tenant and thus are a continual liability and drain on public resources.   Private owners use qualified property managers to manage their property. If those managers are not able to produce any income to the owner after expenses, the owner fires them.

Property rental

Should Ventura be in the property rental business at all?

Second, the city does not have a structured professional approach to operations and tenant management. It is merely an additional task for someone in some department to look at in and among all of their other daily tasks, which staffers usually place behind the immediate problem of the day. Income property must be monitored and requires constant professional attention. Fail in that task, and the supposed investment will fail. The Brooks Institute rental at 505 Poli was a debacle and is the perfect example of why the City Council should not rely on city staff for help in trying to operate such property. Still, they persist.

Third, properties are acquired and operated long past their usefulness to our city. Once the city uses taxpayer money to pay for the property, the City Council and city staff blot the investment out of their minds. If the property is not producing the expected income or outlived its purpose, it should be placed on the market and sold. To spend taxpayer’s funds without any concept to how much the city has already spent on past failed projects for the same property is wrong.

Finally, the City believes that it is acceptable to compete with private free enterprise and offer free rent or discounted rent for city-owned buildings and property acquired with taxpayer money. Private property owners are encouraged to invest in Ventura, but why would anyone make such an investment when the City is a major competitor? It is unfair competition and constitutes a misuse of taxpayer’s funds.

The City Council needs to address these problems.

505 Poli Confirms That Ventura Is Bad At The Property Rental Business

Appraised for $3.55 million in Sept. 2005, the City of Ventura acquired it in November 2006 for $4.03 million. Our then-City Manager pushed the acquisition. The Council followed his advice. To fund the purchase $1.23 million in General Funds were used together with another $2.8 million from a particular service fund — Workers Compensation Fund. The use of the Workers Comp funds should have been a warning to the City Council. That fund pays for future worker’s compensation claims. The interim City Manager, Johnnie Johnson, exposed that budget manipulation when he advised the City Council in 2012 of a $5 million deficit.

Just why the City Council thought “robbing Peter to pay Paul” was a good idea defies logic.

Property Rental

Questions remain as to how much the city has spent to acquire, improve and maintain 505 Poli.

Then there is the building itself. The City accepted the premise—and the adjacent old County crime laboratory which was part of the deal—knowing that asbestos filled this old Ferro-cement structure. The removal of asbestos and hazardous material remediation in the crime laboratory alone was estimated to cost $500,000-$700,000. The list of deficiencies abounded—seismic conditions, old air conditioning systems, old electrical systems and a 60-year-old elevator that hinders tenant usage.

In 2006, City staff advised the City Council that if they decided to buy the property, the city would get a return from the investment in 6.3 to 8.8 years. There was no return on the investment. The building was repurposed to provide free or low rent to new tech startup companies. City staff reckoned that if the startups succeeded they would do business in Ventura and bring jobs to the community. The City Council allocated another $5 million for that purpose. However, aside from the single success of Trade Desk, the project failed.

Six years later, in February 2012, the Ventura Chamber of Commerce agreed to pay $1,000 cash per month for the first floor. In March & April 2013, the Trade Desk leased the 4th and 5th floors for $6,025 a month at which time the City Council spent another $62,750 in improvements. Trade Desk left and in Feb. 2016, the city then tried to lease the two top floors to Brooks Institute. Demolition proceeded on those two floors, and since Brooks Institute defaulted, those floors have been vacant. They remain empty today.

By this simple accounting, the City of Ventura has spent or is obligated to pay an additional $4.6 to $5.0 million with no net rental income to justify the investment over the last 12 years.

Spending More Money Won’t Fix What’s Bad About Ventura’s Property Rental

The latest proposal put forward by the Public Works Department recommends the city sink more money into the building. On April 16, 2018, the city staff recommended the City Council spend another $2.0 million to build tenant improvements on the 4th and 5th floor of 505 Poli.   That report contained a lot of facts and figures but was notable for the lack of a feasibility study.

City staff suggested in the report were that if the City Council spends the money, 505 Poli would then be considered a Class A property rental property and would rent for $3 a square foot because of its downtown location. There was no rental comparison survey to support the plan. There was no vacancy survey included. The report also ignored the fact that vacancy is running at 25% citywide on commercial property. The entire argument assumes that if “we build it, they will come.” The recommendation also suggests our city would receive a monthly income of $53,413 after the improvements at 100% occupancy. Great promise, but it lacked facts and is unrealistic.

Property RentalThen something happened in the city staff presentation that further demonstrated how they lack the knowledge and experience to guide the City Council on rental properties. The Public Works presenter hinted a possible tenant would take the space and finance the tenant improvements in exchange for significantly reduced rent. Almost immediately, Jeff Lambert, the Community Development Director, corrected that information. The potential new tenant had pulled out earlier that week. There were no interested parties, at this time. It was apparent these two departments were not communicating, and the facts were not straight before asking the City Council to spend $2 million.

Editors Comments

We recommend several things about 505 Poli and city-owned real estate in general.

First, the City Council should follow up on how much taxpayers have spent to acquire, improve and maintain 505 Poli. The total amount may surprise some of them.

Second, the City Council should hold the city staff to a higher level of thoroughness and professionalism before recommending spending taxpayer money.

Third, and most importantly, city government should get out of the property rental income business and find a qualified, reputable real estate company to lease and manage all city-owned rental property.

Insist The City Council Heeds The Input Of Outside Consultants Before Deciding What To Do On 505 Poli

Below you’ll find the photos of our current City Council. Click on any Councilmember’s photo and you’ll open your email program so you can write directly to that Councilmember.

Let them know what you’re thinking. Tell them what they’re doing right and what they could improve upon. Share your opinion. Not participating in government weakens our democracy because our city government isn’t working for all of us.

Neal Andrews, Mayor

Matt LaVere, Ventura City Council

Matt LaVere, Deputy Mayor

Cheryl Heitmann

Jim Monahan

Erik Nasarenko

Mike Tracy

Christy Weir

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New construction after Thomas Fire

The Council Mustn’t Fail The Victims Of The Thomas Fire

Thomas Fire consumes Ventura homes

The Thomas Fire consumed over 400 residences in Ventura

At the December 11th Ventura City Council meeting, there was total cooperation and support of all City departments, County of Ventura, State of California, Cal Fire and every other state and local agency present and committed to protecting our health and welfare. The heroic efforts are endless and stories of individuals, going above and beyond, will follow for weeks, months and maybe years.

At the meeting, the keywords were:

  • Patience
  • Understanding
  • Closure

Hurdles will be:

  • Things will not happen as quickly we think it should
  • Air quality
  • Toxins
  • Unsafe partial structures

Several stages will take place before the actual rebuilding begins. In the meantime, all city services, police, fire, public works, water, etc., will continue, giving most of us a sense of returning to normalcy.

First-responders fight the Thomas Fire

Firefighters and first-responders performed admirably during the Thomas Fire

We are utterly grateful for the first responders and thoroughly sympathetic to those who have lost so much. This article is about moving forward.

Take Bold Steps Now For the Thomas Fire Victims

Ventura only needs to look at the recent actions in the City of Santa Rosa, to help prepare for the massive undertaking of rebuilding over 500 new homes.

Taken from an interview with the Santa Rosa Mayor:

Santa Rosa Mayor Chris Coursey surveys the damage from fires in October 2017

‘In 90 days I expect the rebuilding process to be well underway, with at least some homes under construction. The Santa Rosa City Council has established what essentially is a “second” planning department to deal specifically with rebuilding, which will smooth and shorten the permit process to get construction underway faster, and speed the inspection process to help builders keep their work moving.’

In Santa Rosa, the mayor was asked: How is red tape being cut to expedite rebuilding?

‘In Santa Rosa, we adopted our “Resilient City” ordinance to issue building permits over the counter, without extensive review, to anyone wanting to rebuild within their home’s prior footprint.
Design review will be limited to a staff determination rather than requiring a public hearing. Second units will be allowed on the property so homeowners can live on site while rebuilding their homes.

‘And as noted earlier, a separate “Resilient City” planning department has been created to specifically deal with rebuild projects, ensuring that firestorm recovery doesn’t have to compete with the day-to-day planning needs of city government.’

For decades, Ventura is infamous in its slowness to approve and issue building permits. The Form-Based Code concept became known as “Ventura, Building One Project at a Time.” Attempts to change this system have been mostly unsuccessful. It has not been a priority.

We have Sacramento to thank for more of the regulatory hurdles that add to this cumbersome and wearisome process. The City of Ventura may not be able to change the regulations and fiats issued by the Sacramento political folks, but we can change the time it takes to review and issue permits.

A Tale of Two Cities

As an example of sending a mixed message, Ventura Community Director Jeff Lambert told a town hall meeting of Keller-Williams realtors:

“We are looking at least six months before construction can begin. If you are planning on rebuilding your home and seeking temporary housing, it would be best to secure a place for at least a year if not 18 months to 2 years if possible. There is no definite timeline at this point, and it would be better to seek a longer lease than a shorter one…”

It is true that Ventura is moving into “untested waters,” but in times of a terrible disaster, business, as usual, is not an option for Local Ventura politics.

We have many experienced and licensed builders, plumbers, electricians and engineers in this City who are qualified to assist in this process.

Rebuilding after the Thomas Fire is paramount

EDITORS COMMENT

 We urge the City Council to immediately:
  1. Modifying and reducing the building permit and fee schedule is a positive step. However, Insurance companies will likely pay building and permit fees. After the rebuild, if the prior resident remains in the house for a year or two, reimbursing those costs may be in order but not as up-front fee elimination.
  2. Require all building plans for single-family homes and related structures to review and permits issued within 90 to 120 days of application.
  3. Allow local Ventura engineers and approved professionals in the construction industry to review and certify that the technical requirements of the uniform building codes have been met, and require city staff to accept these certifications in approving or disapproving plans submitted to building and safety.
  4. Outsource the construction process so qualified professionals may review building plans and to conduct building inspections for better cost efficiency. Hiring more city employees causes long-term costs that are difficult to control and reduce once the projects are resolved.
  5. Contact Santa Rosa city officials to learn from their experience.
Times of crisis require significant measures to address that emergency.  The citizens in this community who suffered in this disaster need all the help they can get.

 

Have An Opinion? Share It With A City Councilmember.

Click on the photo of any Councilmember listed below to email them directly.

Neal Andrews, Mayor

Matt LaVere, Ventura City Council

Matt LaVere, Deputy Mayor

Cheryl Heitmann

Jim Monahan

Erik Nasarenko

Mike Tracy

Christy Weir

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Oversight committee

Update On the Measure O Citizens’ Tax Oversight Committee

Reason is, And Ought Only To Be The Slave Of Our Passions”
—David Hume

EARLY SIGNS OF A TRAIN WRECK

The city’s Measure O Oversight Committee has shown signs of being inadequately trained and poorly prepared for the job they were appointed to do. This is not the fault of the committee members themselves but a reflection of the City Council and City Staff.

The Measure O Citizens Oversight Committee conducted their third public meeting on August 10,2017 at the Sanjon Maintenance Yard (Ventura Water Department). Each of the three meetings has been at a different location. They are not televised or recorded in any manner. Few members of the public attend.

This new tax oversight committee, appointed following the sales tax increase approved by the voters in the last election, serves ostensibly to provide recommendations to the City Council on how the new $10 million, in new sales tax money should,or presumably, not be spent.

The City of Ventura Finance Department did a yeoman’s job in attempting to provide the committee with a draft of proposed future spending of Measure O funds for the next 5 years. It was a suffocating spreadsheet which required detailed comments and direction on the evening of the meeting. If the purpose was to provide clear, informed and relevant information for the public and the committee as a basis for making decisions on how to spend the new tax money, it fell short.

The City Finance Department made a good effort to explain everything but the complexity of the subject required more than a brief meeting.

SPENDING PROJECTED TO EXCEED INCOME

For most citizens seeing this spreadsheet for the first time, be prepared to understand that
there is a projected deficit by the second year, and each year after that. See this detailed projection here.

Measure O overspends by $1.76 million in the second year

At first glance, the Measure O funding will be overspent by $1.761m in the second year. By the fiscal year 2022, the City of Ventura will be over budget (spending more than they expect to receive) by $3.732m. We must all keep in mind that this is a draft worksheet for discussion purposes only; but even so, to learn at the outset that the head of our finance department predicts a deficit in just 5 years for a new tax that will last 25 years does not bode well.

What is clear however is that the Committee is being asked to approve thisprojection, and that a very large percentage of those projections are for long term contracts for public safety and city personnel. History has demonstrated quite clearly that those “contracts” are never reduced thus we can expect more and more of this new tax money to be consumed for personnel and benefits.  Everything else – roads etc. – will be low on the list of priorities.

There were two things that the Measure O Committee needed to concentrate on. One was that the only annual budget recommendation that really needed to be discussed was for fiscal year 2018. The second was that they were only seeing a small percentage of the financial picture. The general budget line items were not presented, thus there was no way for anybody to perform an analysis of where money “should” or “should not” be spent, or to determine if the general budget had been modified and then back filled with the new tax money. Without a comparison to the general budget, it is impossible to perform that task.

For example, by not having the general budget for a  specific department, side by side to that departments proposed Measure O Funding, the Measure O committee had no way to determine if say $700,000 for sidewalks made sense because they have no idea if Public Works is spending another $1.0m or zero out of the General Fund Budget for sidewalks.

CITY DEPARTMENT PRESENTATIONS  

Each of the three sought the Measure O Oversight Committee’s approval to present their spending to the City Council. Public Works Director, Tulson Clifford, presented his department’s request for $6.1 million in 2017-2018. Police Chief, Ken Corney, presented his department’s request for hiring new officers in time to enter them into the training academy in October 2017. And, Nancy O’Connor, Parks Director, presented her department’s request.

Police in city government

Police Chief Ken Corney’s request was approved by the Oversight Committee

There were only 5 of the 7 Committee members present and this would present a potential problem for the Measure O Committee. After about 2 hours, the Committee Chair person suggested that no recommendations be made until all 7 committee members were in attendance. This was after hearing Chief Corney explained that timing was crucial and the funding for the Neighbor Drug & Crime Prevention required the hiring and training of 7 new officers at the police academy in October.  .

If it had not been for Committee Board Member Kristopher Hansen’s quick thinking and motion, to recommend to City Council the Police Chief’s request for funds, the outcome could have been detrimental to the Ventura citizens. Measure O Citizens Committee did their job and funds were approved for the police department and postponed for all other requests.

EDITORS COMMENT

To assist this new committee in their task and to maintain transparency for all citizens in the community VREG makes the following suggestions and recommendations:
  1. Have the entire department’s general funds budgets side by side the Measure O budget.
  2. The Department Heads provide a detailed cost breakdown on how the funds will be spent which matches the line items on the general budget.
  3. Discussing department spending five years is helpful but misleading. There are too many variables to factor over that period, such as personnel, maintenance costs, contracts, natural resources, safety, technology and public demand.
  4. Increase and improve the training for current and future committee members. Be satisfied they understand their roles,duties and responsibilities.
  5. Be sure they know Parliamentary procedures, so they help, not hinder, city government such as what constitutes a quorum to act.
  6. As needed, provide in-meeting guidance and direction from city officials whenthe committee appears confused or aimless.
  7. Hold the meetings in places that permit cable TV coverage. Transparency isimportant to Measure O. Thus far, it has not been transparentI nhibits transparency and confuses the public on where to attend meetings.
  8. Hold the meetings in the same facility. Moving from location to location

 

Addendum

 

THE STAFF PRESENTATION/REQUESTS FOR FUNDS

To help you better understand, we have included both Public Works and the Parks and Recreation presentations so you may judge for yourself that there is no correlation to the Measure O budget requests on a line by line analysis to the general budget. Here is a verbatim of what they were told:

PUBLIC WORKS

The Public Works Department is charged with designing, building, operating and
maintaining the Citys infrastructure including:

  • 75 buildings;700 lane miles of pavement and adjacent sidewalks;
  • 138 traffic signals;26 miles of alleys;
  • 22 parking lots; and
  • An extensive storm drain system (110 miles of storm drain lines, 2,400 storm drain inlets, and 9 miles of drainage ditches).

Some of this infrastructure was installed over 100 years ago, and much of it has
reached or exceeded its useful life. The following infrastructure improvements are needed to protect the environment for the safety, enjoyment and prosperity of future generations:

  • Improve streets, sidewalks, alleys, and provide safe facilities for pedestrians and cyclists – $191 million;
  • Clean and protect the beaches with storm water and drainage repairs – $34 million;• Protect and seismically improve bridges $27 million and
  • Repair public buildings and facilities $27 million.

Public Works has reviewed the infrastructure needs and prioritized projects based on existing conditions, risk, liability, and other factors. While we recognize that not all of these improvements can be made in year one, this proposal contributes to the long-term sustainability and resilience of Venturas infrastructure. The proposed Measure O budget for Public Works projects in FY 2017-18 is $6.1 million. These projects include pavement overlay on Telegraph Road (Main St. to N. Mills Dr.) and replacing the storm drain at Harbor Blvd. and Olivas Dr.

PARKS, RECREATION AND COMMUNITY PRESENTATION

            PRCP focus for Measure O will be aimed at delivery of service to activities that “reduce blight, assist the homeless, and maintain or improve existing facilities and infrastructure”.

            Safe and Clean. Expansion of current program allows for additional staff to respond to homeless debris cleanup as well as general trash, debris, weeds, in right of ways, sidewalks and roads.

            Urban Forestry Tree Maintenance. This proposal provides resources to prune 10,000 trees each year, in addition to the approximately 6500 trees that are currently trimmed annually. Expected outcomes will allow for all city maintained trees to be on a 3 to 5 year pruning cycle (species dependent). The current pruning cycle is 7-9 years.

            Median Maintenance. Current maintenance of medians is approximately once per month, medians only, minimal sidewalk maintenance at best. Expanded funding of the program will allow median and sidewalk maintenance on main arterials to be performed twice per month.

            Aquatic Center Maintenance. The Aquatic Center, at Community Park, opened in 2002 and most of the hard components of the center-pumps, motors, tanks, and the pools themselves, have a finite useful life, and need regular maintenance and replacement. There is no sinking fund associated with the pools and adding ongoing funding allows optimal maintenance, and helps keep the pools operating safely.

            Preserving Park and Recreational Facilities. Community Park has one entrance, at Kimball Road. The master plan for the park includes an additional entrance from Telephone Road, at Ramelli Avenue. Hundreds of people enjoy Community Park daily, and on weekend the number of visitors is oftentimes in the thousands. A second entrance improves access to the park, and allows for larger softball, soccer, and swimming events.

Restroom at Arroyo Verde. Many of the park restrooms are closed on a regular basis due to issues with cleanliness and safety. The City of Portland, Oregon developed a stainless-steel restroom. These restrooms have been installed in their downtown areas, and are frequented by tourists and the homeless. The restrooms main features are fabrication-alone piece, ease of cleaning, and drastically reduced cost due to prefabrication.

Have An Opinion? Share It With A City Councilmember.

Click on the photo of a Councilmember to send him or her a direct email.

Erik Nasarenko,
Mayor

Neal Andrews,
Deputy Mayor

Cheryl Heitmann

Matt LaVere, Ventura City Council

Matt LaVere

Jim Monahan

Mike Tracy

Christy Weir

For more information like this, subscribe to our newsletter, Res Publica. Click here to enter your name and email address.

       Editors:

R. Alviani          K. Corse          T. Cook         B. Frank
J. Tingstrom    R. McCord       S. Doll          C. Kistner