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How to hire better for the most influential job in Ventura

How To Make Better Hiring Decisions For The Most Influential Job In Ventura

December 19, 2022/in Newsletters/by VREG Editors

Here we go again. Ventura is hiring its fifth City Manager since 2000.

The City Manager is the most influential job in Ventura’s city government. He controls millions of dollars and impacts Ventura for years to come. Unfortunately, he does this with little oversight from a part-time City Council.

Neither the City Manager nor the City Council has shown an ability to run the city in a fiscally responsible way. As a result, the Finance Department has provided the City Council with a projection that the City of Ventura will lose money over the next five years.

Four previous holders of the most influential job in Ventura.

For the fifth time since 2000, Ventura is hiring a new City Manager.

Poor Choices Lead To Financial Disaster

The City Council does a poor job of overseeing the City Manager. Former City Manager Rick Cole played financial games with the budget. He moved $7.5 million from the Public Liability Fund, Workers’ Compensation Fund, and Information Technology Fund to other areas in the budget. These moves made it appear as if the city’s budget was balanced. Unfortunately, the Council didn’t catch the manipulation or was unwilling to investigate further.

Former City Manager Donna Landeros reallocated $9 million earmarked for the proposed Convention Center to various city programs. Unfortunately, no one can determine what happened to the money.

Former City Manager Mark Watkins acted as the chief cheerleader on Measure O. He touted the money was for city services. Yet, oversight for Measure O has disappeared as the citizens’ committee has several vacancies. Measure O money will ultimately go toward employees’ pensions, not city services.

Moreover, the City Council’s decision to hire Mr. Watkins cost the Ventura taxpayer’s money. When Mr. Watkins took the most influential job in Ventura, the Council chose to increase his salary and bonus to $242,059. That was a $52,718 increase over his predecessor, Mr. Cole. Former Councilmember Christy Weir claimed hiring Mr. Watkins would save the city more money than the rise in his salary. Unfortunately, the figures don’t bear that out over the four years he served in the role. And now, Mr. Watkins receives his retirement pension based on his highest salary of $242,059.

The City Council put Mr. McIntyre on paid administrative leave. At the same time, Ventura hired an independent auditing firm to review city credit card usage from the city’s executive team and other spending. On December 12, 2022, Mr. McIntyre resigned before the audit results became public. The City Council accepted his resignation and paid him $150,000 severance pay.

There Will Be Pressure To Hire Fast

The Council will feel internal and external pressure to act quickly. They’ll want to fill the vacant position immediately to provide leadership at City Hall. In addition, citizens will demand someone to manage the Thomas Fire and COVID-19 recoveries. The search firm Ventura hired to help find someone for the position will add to the pressure, too. Ventura pays the search firm when the new City Manager accepts the job. Typically, the fee is three months of the City Manager’s starting salary. In this case, it’s $76,177.

A hasty decision now could lead to adverse consequences in the future. Therefore, the Council should be deliberate, bold and thoughtful when hiring. Likewise, they should think creatively and progressively as they make their selection.

Balancing these goals will take work, and the Council must resist succumbing to the pressure.

Qualities Ventura Needs In A City Manager

The challenges facing Ventura’s new City Manager have never been more significant. The city is recovering from back-to-back adversities and requires steady leadership. Here are some attributes that the City Council should demand of the new City Manager.

Fiscal Responsibility

The new City Manager will inherit a budget with declining revenue and the possibility of a recession in the general economy. Therefore, the new City Manager must thoroughly understand the city’s budget and financial figures. In addition, they must include an understanding of fiscal policies, procedures and controls. For example, Ventura is spending over $100,000 on auditors to investigate city credit card usage by City employees and executive spending. Taxpayers wouldn’t have to pay this if the city accounting staff and the current assistants and deputies in the City Manager’s office had done their job and had implemented proper controls at City Hall.

Accountability

Residents expect the most influential job in Ventura to be accountable. President Truman said, “The buck stops here.” In Ventura, the “buck stops” at the City Manager’s desk, which applies to all the City Manager’s subordinates. The top person is accountable for results, even if the underlings underperform.

Communication

The City Manager must be able to communicate with various groups. For example, they must be able to collaborate with city staff, labor unions, the City Council, the media and the community. Also, the City Manager needs to articulate the city’s plan to move ahead following the Thomas Fire and COVID-19. They must also communicate changes in department policy and practices.

Transparency

Transparency begins with knowing how the City Manager is performing. The city should use Standards of Performance (SOPs) to measure achievement. Currently, the City Manager doesn’t have SOPs listed on its website. The Council should prepare SOPs, and the city should post them for the public to review. What’s more, the City Manager’s accomplishments should be in the public record. Citizens deserve a yardstick to measure if the city meets the City Council’s directives.

Results Driven

The new City Manager should be goal oriented and a self-starter. Once the City Manager understands the Council’s direction, this individual cannot wait for an elected, part-time City Council to implement action. The new person must be able to meet deadlines to produce measurable results on the projects the city commits to completing. The new Council intends well, but they are part-time. They do not have the ability or tools to implement their policy decisions and then follow up to ensure others successfully implement them. Only the City Manager and his lieutenants can do that.

Delegation

Delegating responsibility will be crucial to the new City Manager. Yet, delegation doesn’t mean surrendering responsibility. On the contrary, the new City Manager must regularly inspect the assigned projects for results and, if necessary, take action for missed goals.

What The City Council Must Avoid When Hiring A City Manager

Equally crucial to the qualities to look for in a new City Manager are the things the City Council must avoid when hiring that person.

Requiring Former Public Service

Nothing limits the candidate pool like requiring previous public service at the city, county or municipal level. Past City Managers had a bureaucratic background. Locking in on prior public service leads to a “status quo” in city government. Little new or original thinking will come from other public servants. If the city wants to change and improve, finding a person with a business management background would be more beneficial in the long run.

Negotiated Automatic Raises

One salary negotiating tool for a prospective City Manager is to ask for—and usually receive—a salary increase after a specified period. Mr. McIntyre negotiated such a deal, and the increase was unwarranted. Base all increases on meeting or exceeding predetermined measurable results. Tenure should not be a criterion.

Long-Term Severance Packages

Mr. McIntyre also negotiated a $300,000 severance package over twelve months if the City Council terminated him without cause. The severance was too much and will last for too long. Any negotiated severance packages should be at most six months.

Residency Requirements

Requiring a candidate to live in or close to Ventura limits opportunities. Local applicants may only be able to offer new ideas if they know a little history of what came before. It limits the ability to break from entrenched solutions and historical changes. Making needed changes requires fresh thinking that a local person may not have.

Unsuitable Compensation

Each successive City Manager has received higher salaries and benefits. Higher compensation hasn’t produced better outcomes from the City Manager, though.

The City Council should be critical when determining the salary for the new manager. The current compensation for Ventura’s City Manager may be too high. For example, outgoing City Manager McIntyre received $304,707 to manage a General Fund of $126 million and 600 employees. By contrast, Mike Pettit, Ventura County Assistant County Executive Officer, receives $322,355 to administer a $2.7 billion General Fund and 10,000 employees.

Only an extraordinary candidate with a proven track record would warrant a higher salary. Yet, while compensation expenses are an essential concern, now is not a time to “pinch pennies” for the right hire.

Editors’ Comments

Hiring the next City Manager is paramount. The City Manager is the most influential job in Ventura’s city government. The new manager will be responsible for healing Ventura from back-to-back adversities. Hiring the right candidate will affect Ventura for years to come. There can be no higher priority for the incoming City Council.

The Council should be slow, bold and thoughtful when hiring. They should select a replacement creatively by thinking outside the box. What they do now echoes in eternity.

Tell The City Council Not To Act In Haste When Hiring A City Manager

Below you’ll find the photos of our current City Council. Click on any Councilmember’s photo and you’re email program will ready to 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. No matter what you write, however, share your opinion. Participating in government makes things better because our city government is working for all of us.

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

How To Connect To Your 2023 Ventura City Councilmembers

December 13, 2022/in General News/by VREG Editors

Our federalist system gives us many opportunities to participate in our democracy. Some forms of participation are more common than others. And some citizens participate more than others, but almost everyone has a voice in government.

Ventura is a small city. You should feel comfortable contacting any of the 2023 Ventura City Councilmembers to voice your opinion on any issue. The more active you are, the better the city becomes for all of us.

Meet Your 2023 Ventura City Councilmembers

We have a new Ventura City Council for 2023. We have three new 2023 Ventura City Councilmembers and four established members. Each of them has an email account with the city. Not everyone knows how to contact them, though.

We’ll give you the tools to contact any of the seven City Councilmembers. You’ll find most Councilmembers are responsive, particularly the newly elected ones. The new faces on this Council are Liz Campos, District 1, Bill McReynolds, District 5 and Jim Duran, District 6.

Jeannette Sanchez-Palacios is not new to the Council. She was appointed to District 4 in February 2020 when the elected Councilmember vacated his seat. This is Ms. Sanchez-Palacios’ first time being elected to the seat, though.

Governing By Districts

Our Councilmembers were elected by districts. While each Councilmember was elected by constituents in their district, they serve the entire city. You should feel free to contact any of the 2023 Ventura City Councilmembers regardless of the district in which you live.

Click On A 2023 Ventura City Councilmembers’ Photo To Email

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

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

The 5-Year Thomas Fire Anniversary: Still Not Ready for Another Disaster

November 18, 2022/in Newsletters/by VREG Editors

December 4, 2022, marks the fifth anniversary of the Thomas Fire, and many issues are still unresolved. What has the City of Ventura learned since the catastrophe? Are we safer? Are we better off? What has changed because of the fire? Did the city government fulfill its commitment to the victims?

These are difficult but necessary questions to answer. So, let’s look at what transpired after the disaster.

Indeed, it was Ventura Public Safety’s finest hour. Not one person died in the City of Ventura during the fire. Also, Ventura Police and Fire safely evacuated 27,000 people. Truly remarkable.

Yet, what happened next at the city government level undid these extraordinary efforts.

A Brief History Lesson

2017 was not the first time that the hills of Ventura were aflame. On September 26, 1970, the Ventura Hillside caught fire in the precise location where, later, builders developed the Ondulando and Clearpoint subdivisions. Twenty-six years later, the hills erupted in flames behind City Hall near Grant Park on October 26, 1996.

Wildfires are not new, yet two things were different with the Thomas Fire. First, more houses were in the fire’s path; so, the property damage was more significant than in the last two fires. Second, the city government’s response to the disaster varied from the two previous fires.

When it comes to the Thomas Fire, other factors contributed to the destruction of over 500 homes. Failure of the water generators at Ventura Water and the role of Southern California Edison played a part. Insurance companies and the courts will settle these contributing issues. We won’t address them here. Instead, we’ll concentrate on the actions of the City Council and how Ventura delivered services to the victims.

Where We Are On The 5th Anniversary

In 2017, the City Council promised victims the city would do everything possible to return them to their homes quickly. Ventura Community Development Director Jeff Lambert said

“We are looking at least six months before construction can begin. So, 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.”

On the fifth anniversary of the Thomas Fire, only 299 families out of 535 have returned to their homes. That’s a mere 55.9% of the victims back home. Another 70 rebuilds are in process, and 39 more are in the plan-checking phase. The owners of the remaining 127 homes may not rebuild for various reasons. They include:

A lack of adequate insurance to pay for the rebuild
The owners moved out of the area
The owners chose to keep the lot vacant until they either sell it or have the funds to rebuild in the future
The owners are searching for an architect or builder to help

All residents should ask themselves, “How can this be?” Is this what the City Council meant by returning victims to normal quickly?

Did Ventura Fail The Victims?

Soon after Ventura Fire extinguished the blaze, concentration on recovery waned. Whatever new “emergency” came before the City Council held their attention. Concentration on the recovery waned. The City Manager lost focus, and the successive City Councils allowed him to be unaccountable.

Focusing on what was immediate (the new issues) rather than the essential needs of the victims rendered homeless had a negative impact. Several examples illustrate how the City Council worked against the rebuilding process.

Inexperienced Leaders For The Thomas Fire Recovery

After the fire, Community Director Jeff Lambert left the city. Unfortunately, several other seasoned Community Development employees left, too. The departures decimated the department most critical to returning victims to their homes.

Community Development was leaderless while Mr. McIntyre sought a replacement. Finally, he settled on Peter Gilli, someone with no prior experience in a similar role. To compensate for Mr. Gilli’s inexperience, Mr. McIntyre layered on another level of bureaucracy. He appointed Assistant City Manager Akbar Alikhan to supervise Mr. Gilli., although Mr. Alikhan didn’t have experience in disaster recovery.

Delaying Thomas Fire Rebuilding Ordinances

The City Council added to the delays as they kept waffling on second-story height restrictions for rebuilding victims’ homes. The Council’s indecisiveness delayed the rebuilding process for many. Councilmembers attempted to please some fire victims wanting to improve their homes and, by doing so, delayed rebuilding for everyone.

Digital Subjugation Through The Permitting Process

To compound the victims’ woes, along came COVID-19 forcing Ventura City Hall to close. As a result, all rebuilding projects moving through the Community Development Department halted while the city scrambled to find a way to keep the government operating.

In a rush, though, mistakes happened. In the most egregious one, over a dozen plans submitted and in process under the old system disappeared when the city moved to the new online system. Weeks later, Community Development corrected the mistake, but the error further delayed the homeowners involved.

Under the new system, the only acceptable inquiries about the status of projects were by email. The system provides an email acknowledging the receipt of the plans upon submission. Yet, there is no way to track a project until a “reviewer” accepts that project into the system. A project is only recognized in the system after someone assigns it to a reviewer. Depending on how long it takes to choose a reviewer, the plans could languish for days. As a result, the system delayed many applications in the early days.

Revelations At The Thomas Fire Situation Review

The City Council reviewed what happened during and since the fire two years later.

The presenters brought to light several disturbing facts during the report. Chief among them is that Ventura is no better prepared today for a natural disaster than in 2017.

Ventura Fire Chief David Endaya said, “Ventura Fire is better prepared to clean up after a wildfire moves through.” And VFD is ill-equipped to fight such a wildfire, he said.

What was seriously lacking and not treated in the report to the City Council was how the city:

Liaises with the County, State and Federal governments during a crisis
Coordinates disaster relief
Councilmembers are visible, and the steps they take to lead
Evacuates citizens from disaster areas more effectively
Communicates with the public (both providing warning and information)
Handles mass care and shelter

Editors Comments

On the fifth anniversary of the Thomas Fire, Ventura residents still need a clear picture of how the city will perform in the next disaster. Furthermore, citizens have learned that Ventura City Hall is indifferent to returning them to normal.

The lessons the Thomas Fire taught are clear five years on. First, you can rely on only limited help from Ventura Fire and Police. They will do their best, but they have limited resources.

Second, you shouldn’t believe the city government when they say they will help. As we saw with the Thomas Fire, the city government may impede the recovery rather than improve it. The last five years reveal flawed systems, inexperienced people in crucial roles and a lack of follow-up and attention to detail.

Third, three successive City Councils made promises to the victims. Yet, each failed to follow through on the commitments—exhibiting a lack of attention to detail. Moreover, today’s Council still needs to establish whether the city has improved its readiness in the six vital areas listed above.

Fourth, there were other sources of delay besides the city government. Citizens also contributed to the slow recovery. Some homes were underinsured. Other homeowners expanded their homes’ footprint, adding time to the process.

Finally, the bottom line is that government cannot solve all our problems. Nor should we expect that.

Ventura will have another disaster in the coming years. It may be another wildfire, an earthquake, an act of terrorism, or something we can’t yet imagine, but there will be one. As a resident, you deserve to know if the city is well prepared.

Ask your Councilmember For Answers to the Shortcomings That Surfaced During the Thomas Fire

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.

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

All You Need To Know About Local Campaign Issues 2022

September 27, 2022/in Newsletters/by VREG Editors

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

August 10, 2021/in Newsletters/by VREG Editors

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

—Peter Drucker

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.

In 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

Long-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

Mayor 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

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.

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

How to improve the Permit Services Department in Ventura

How The Permit Services Department Can Improve Building Code Enforcement

June 21, 2021/in Newsletters/by VREG Editors

“When government fears the people, there is liberty. When the people fear the government, there is tyranny.”

—Thomas Jefferson

It’s true what they say, “The more things change, the more they stay the same.” At least, that’s the case within Ventura Permit Services Department.

Nine years after the Ventura Grand Jury ruled that Ventura’s Code Enforcement Division was too aggressive, change has been slow in the Permit Services Department. So much so that during the 2020 City Council elections, three candidates ran on platforms to improve the department’s behavior. Now the City of Ventura believes that things will get better if it follows the consultant’s report titled the Matrix Report. However, those changes don’t go far enough. There needs to be a change in the philosophy within the department to make meaningful changes.

How Residents Interact With The Permit Services Department

One way to get involved in Ventura’s code enforcement is through the building and safety portion of the Permit Services Department. When a property owner applies for a building permit to perform some work to build or make home improvements, plans are required, and once a property owner starts the process, complications and delays begin.

For simple tasks, the owner pays a scheduled fee and the city issues a permit. An example of an easy job is replacing a water heater. After installing the heater, the property owner calls for an inspector.

A second way that owners can enter the system is through the involuntary Code Enforcement branch of Permit Services. In this scenario, someone complains about what the property owner is doing and calls City Hall and a code enforcement officer arrives on the scene to investigate the complaint.

The Process Breaks Down

It was clear to residents that a problem existed in 2012. Camille Harris, a concerned citizen, presented solutions to the city’s unfair code enforcement practices on CAPS TV. The feeling among residents was to avoid the building process as much as possible.

The 2011-2012 Ventura County Grand Jury opened an inquiry into the City of Ventura and its Code Enforcement Department’s practices and fee policies. At the time, many citizens complained of aggressive enforcement actions, verbal threats from code enforcement officers, unauthorized searches, threatening documents, preferential treatment, and an unfair appellate system. The Grand Jury condemned these code enforcement practices.

Changes within Ventura Code Enforcement Since 2012

The consultants made several recommendations in the Matrix Report. Click here for a complete listing of the changes.

Structurally, personnel and the department have changed. The Planning Department is now the Permit Services Department. Jonathan Wood is the Permits and Enforcement manager, and he oversees both permit issuance and code enforcement. Mr. Wood reports to Peter Gilli, the Community Development Director. In turn, Mr. Gilli answers to Akbar Alikhan, the Assistant City Manager. (see the Organization Chart)

What Hasn’t Changed With Ventura Permit Services

By the end of June, the city will have completed 50% of the recommendations in the Matrix Report. Despite that, several things remain troublesome within Code Enforcement and Permit Services.

To residents, Code Enforcement and Permit Services appear to be punitive. For 40 years, department managers have said, “We work with people to make it user-friendly.” However, that statement is no more than ‘lip service.’ In reality, inspectors act as if they were police officers. They flash an official badge and demand entry, or they will get a warrant—the same behavior listed in the Grand Jury report. Several property owners told us disturbing stories. In some instances, one or more code enforcement inspectors arrive on-site uninvited. They videotape the scene and then write the property owners up.
Code enforcement employees defend their actions by saying they are looking out for everyone’s safety by enforcing state building codes. They didn’t create the regulations; they enforce them—the Nüremberg defense.

When asked about judgment on the job, Mr. Wood puts it this way. “If there are areas with no life safety concerns that we can refer to the spirit of the law through common sense and judgment, we will.” Yet, we heard stories to the contrary. Property owners told us about inspectors that enter older buildings. They try to apply current building standards to them instead of researching the building standards at the time of construction.

It’s Not Easy To Protest

Protesting an accusation is difficult, time-consuming and frustrating. Once Code Enforcement receives a complaint, they assume the property owner is guilty until proven innocent. This mindset is contrary to the legal system in our country.

Inviting New Problems Into Your Home

Permit Services still uses intimidation as a weapon. For example, the property owner calls for an inspection after installing a water heater replacement. The inspector arrives to make sure the water heater is hooked up correctly, the gas connection is correct, and the heater is strapped for earthquake protection. While there, the inspector looks for other building issues such as electrical, gas, venting, unpermitted structures, and more. If they see something, then off it goes to Code Enforcement. The homeowner soon receives a letter demanding corrections and threatening penalties unless the property owner makes changes within a limited time.

Permit Services Turns Neighbor Against Neighbor

Complaints drive almost all the code enforcement investigations. Reacting to accusations leaves little time for inspectors to discover infractions on their own.

Code Enforcement now forbids anonymous complainers. Anonymous informants were a source of irritation to property owners in the past. Yet, even if the informant identifies himself, it doesn’t prevent mischievous acts. One individual complained about a downtown business. It turns out the complainer owned a competing company and didn’t want his competitor to get an advantage.

Fear of Retaliation and Horror Stories

We heard many horror stories researching this topic, yet we cannot write about them because the property owners feared retribution or retaliation. Inciting fear seems contrary to creating a cooperative environment to improve the city. One theme was universal among the people we interviewed. No one sees a change in the mentality in Permit Services.

The Building and Planning Process Gets Longer

In the recent past, it took about 90 days to get a construction permit in Ventura. Today, it could take years. One contractor put it this way, “Ventura takes homeowner’s dreams and crushes them.”

More Promises of Change in Permit Services

Changes are happening, but will they be enough? Two examples in 2020 illustrate some possible deficiencies.

First, the Matrix Report recommends that the city digitize its planning and permitting processes.

When COVID-19 hit, the city accelerated the conversion to digital. With change come problems. There was a two-month period when the system misplaced plans. Residents might tolerate hiccups during the conversion under normal circumstances. But this delay affected homeowners rebuilding after the Thomas Fire. The City Council promised the victims a speedy return to their homes. This delay was contrary to the Council’s stated intent.

Second, the city decided to streamline the communication process with Permit Services. The idea was to limit the points of contact to the department. For example, there is now only one telephone number and one email address to reach Permit Services. City managers thought a single point of contact would make communicating more straightforward. Yet, it has had the opposite effect.

Triaging the incoming communication can be slow. Then, when assigning the case to a caseworker, they will have to rank the request based on their workload. To anyone outside the department, the situation is not transparent. The name and contact information for the caseworker isn’t known until that person contacts the property owner. There are also times when a case isn’t assigned immediately, and it sits in limbo. With only one phone number or email, it’s impossible to follow up.

Editors Comments

Nine years ago, the Ventura Grand Jury recommended changes in Ventura’s Permit Services Department. Today, the city is making changes slowly. Unfortunately, stifling regulations, protracted processes and fees provide property owners no compelling reason to improve their properties. Little wonder that property owners are skeptical if any lasting change will happen at all. As a result, development in the city has been slow and difficult. Some victims of the Thomas Fire still are not returned to their rebuilt homes. That is unforgivable.

The city is implementing the Matrix Report. Yet, according to the timetable, the implementation will be 50% complete at best at the end of June 2021. And nothing in the Matrix report addresses the core problem: the attitude within the department.

The current philosophy in Permit Services is that the employees are there to enforce the rules—like the police force. Enforcement officers and inspectors carry badges and threaten penalties and fines as if they were the police. Nothing in the current process encourages the property owners to want to get permits and to have a qualified inspector look at what they are planning to do. That’s a shame.

If the department changed their attitudes ever so slightly to work with people and make the permitting and building process user-friendly, citizens wouldn’t fear working with Permit Services.

Seriously Consider Another Option

Some residents have suggested a citizen’s board or commission to oversee Permit Services. This idea would only create another bureaucratic and ‘toothless’ political group that the city staff will marginalize.

Any Board or Commission still does not alleviate the fear of retaliation. There must be anonymity. The city needs an independent body, not controlled by the City Council, but with some ‘enforcement power.’ The details of such a body are not precise, but there is a model of an independent body called the ‘Long-Term-Care Ombudsmen program’ that creators can emulate and modify. Property owners could appeal to a state agency in case of a dispute. A single hearing could rectify abuses and award punitive damages.

Now is the time to act before the city loses focus on making the needed changes to Permit Services.

Demand The City Council Makes Meaningful Changes To The Permit Services Department

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Ventura Fire Department Wants More Money

If Ventura Fire Department Is So Terrible, Why Don’t Statistics Show It?

May 14, 2021/in Newsletters/by VREG Editors

“We cannot solve our problems with the same thinking we used when we created them.”

—Albert Einstein

Ventura Fire Department (VFD) is asking the City Council for more money so they can maintain the inertia they’ve had for the past fifty years. The basis for their demands is an operational assessment of Ventura Fire by Emergency Services Consulting International (ESCI). Another multi-million decision based on flawed data faces the City Council. And it appears that they’re in a hurry to make it.

How We Got Here

In 2019, Ventura Fire confronted newly installed City Manager Alex McIntyre with a massive overtime bill. This prompted Mr. McIntyre to recommend a thorough evaluation of VFD’s operations. He told the newspaper he proposed a report to determine if Ventura Fire’s activities were “consistent with contemporary fire services practices.” The Council concurred, and they selected ESCI to do the evaluation.

Things Have Changed For The Ventura Fire Department

Ventura Fire was initially designed to fight fires. Over time, their duties expanded to include safety inspections, and they built their processes to meet those needs. It was a model that had worked. After all, it was a 100-year-old tradition. Firefighters waited in the firehouse to be dispatched to an emergency.

The problem for VFD is that the community’s needs changed. The ESCI Operational Assessment of the Ventura Fire Department shows that only 3% of the calls were for fires. The majority, 73%, were for emergency medical service (EMS). Another 15% were “good intent” calls, or what ordinary people call false alarms. Ventura Fire is using an outdated business model to address modern challenges.

What Hasn’t Changed For Ventura Fire

The response time for VFD to respond to a call is in the 90^th percentile compared to other fire departments nationally, according to the ESCI study. That’s good news for Ventura citizens.

Confronted with the changed requirements of what Ventura Fire does, one would expect the fire department to rethink its role. Yet, it still clings to the 100-year-old way of doing business. There is no new thinking within the department and no original ideas in the operational assessment done on the department.

The Flaws In The Study

The Ventura Fire Department seized on the ESCI assessment to lobby the City Council for more money. How much money? They’re asking for between $3.9M and $14.9M in the first year, with more in subsequent years. The study outlines several short-term, mid-term and long-term recommendations. (See attachment B)

Close examination of the ESCI report reveals several flaws. First, the ESCI is the consulting service of the International Fire Chiefs Association. The people interviewed to gather data for the assessment were Ventura firefighters. The report is built on fire chiefs asking firefighters what they need, then comparing that to what other fire departments across the nation have. The potential for inherent bias exists in this report.

For instance, when asked in an online survey (page 219) about how city firefighters feel: 75 percent of City Firefighters say more tax money “would allow us to better support fire prevention in our community.” Unsurprisingly, ESCI concluded that Ventura Fire needs more money.

ESCI’s Assessment Lacks Local Context

Second, the review presents detailed costs associated with each of its recommendations. What it fails to offer are the benefits to citizens that each proposal represents. For instance, the report calls for adding eight more firefighters. What benefit is there to hire eight more firefighters? VFD is already in the 90^th percentile in response time. Page 21 of the report says, “VFD call processing time and turnout response time performance are excellent compared to other agencies studied by ESCI.” The actual turnout time is one minute and 21 seconds (81 seconds).

To support their recommendation for more firefighters, ESCI compares firefighting personnel per 1,000 population based on the 2016 National Fire Protection Association Study for the Western United States. By that measure, ESCI concludes Ventura Fire Department staffing is 38 percent below the Western US median. There is no support for the formula by any data, and it appears to be irrelevant.

Third, the evaluation fails to recognize the number of firefighters added since Measure O passed. In that time, the Ventura Fire Department added twelve sworn officers, bringing its force up to 75—a 19% increase in the workforce. Compare that to Ventura Police (VPD). They added ten sworn officers, bringing the force up to 137—a 7.8% increase.

Fourth, the ESCI recommendations don’t mention the long-term financial impact of adding new firefighters to Ventura’s pension obligation. One estimate is that the city needs to set aside an additional $42,000 a year per firefighter to grow enough over 30 years to cover the pension benefits.

Ventura Fire Department Looks For More Money

Fifth, ESCI recommends on page 195, “Recommendation 1-G: Explore the option of an additional special measure to support (V)FD operations and to obtain a larger share of Measure O to support recommendations to increase staffing.”

Over time, the purposes of Measure O get fuzzy. None of the current City Councilmembers were on the Council when voters passed Measure O. The Measure O literature specifically said the city would not use the money to supplant existing positions. Yet, the Ventura Fire Department is asking for more employees paid for by Measure O. VFD seems to forget that at the time, Ventura Fire received funds from Measure O to keep Fire Station N^o. 4 operating. They have also received a 19% increase in firefighters since Measure O.

With the city’s other needs—aging infrastructure, pension liability obligations, homelessness, and more—Ventura Fire’s requests seem self-interested.

Sixth, on page 197, ESCI presents, “Recommendation 2-H: Explore the implementation of a fire services subscription program, where residents pay an annual membership fee for the fire department service.” This recommendation seems insensitive. It wasn’t that long ago that the City of Ventura tried to impose a 9-1-1 fee on all emergency calls. That decision was abruptly reversed, but not before the city collected the fee from several residents and never returned it.

Open Debate On The Issues

The ESCI report is 227 pages long. There is much detail to comprehend. Mayor Sofia Rubalcava introduced a motion to create a subcommittee for a more detailed of the fire department’s report and recommendations.

Jim Friedman objected, saying, “We made it clear we’re not interested in kicking the can down the road. Why a whole layer of discussions and subcommittee? That part I don’t understand.”

Councilwoman Lorrie Brown said she wanted the council to take action on the study and was not in favor of a committee taking months to make a recommendation.

Councilman Mike Johnson said he didn’t want to wait and see if a sales tax gets passed.

“There are things we can do,” Johnson said. “I look forward to really getting into the numbers. I’m not looking forward to making the hard choices, but I’m looking forward to having that discussion with my colleagues.”

It bears mentioning who has received campaign money from the Ventura Fire Department.

In the end, Mr. Friedman won. There will be no subcommittee to do a thorough evaluation of the recommendations.

Editors Comments

There are too many flaws in the ESCI Operational Assessment of the Ventura Fire Department for the City Council to decide where and how to spend the money. We urge the Council to be extremely skeptical of the data presented. We hope they will see the same flaws and incompleteness in the report that we’ve reported here.

The crucial, objective metric on which residents can judge Ventura Fire is response time. And VFD’s response time is in the 90^th percentile. It will be hard to improve on that.

The City Council must realize from this study that Ventura no longer has a Fire Department. It has a medical triage team in red trucks. It’s irresponsible to focus on new fire trucks and adding new fire stations when 73% of their work is emergency medical services, not fighting fires.

To ask citizens to pay an additional tax to support the fire department is untenable. Residents will be paying higher water and wastewater bills, and they’re already paying higher electricity bills to support the Clean Power Alliance.

The notion of a subscription fee for fire department services seems absurd. Ventura already tried a similar idea with the 9-1-1 fee, and citizens rejected it.

Suggesting the Council divert money from Measure O to support the Ventura Fire Department violates the spirit—and the stated purposes—of Measure O. If the city does use Measure O money, it will send a clear message to voters, “All political promises are worthless.” The Council will use Measure O for whatever purposes it wants. Councilmember Friedman will appear prescient when he said, “It’s all green and it’s all spendable.” Measure O and the General Fund are really all the same money.

In the end, progress will happen if Ventura Fire rethinks the role of VFD. They can no longer rely on a 100-year-old tradition of firefighting. Trying to extort more money from residents to pay to continue doing things the way they’ve always been done is unconscionable. It gives the appearance that Ventura Fire is more interested in fighting change than fighting fires. Citizens should expect more from our fire department. We should expect thoughtful solutions, not ones that throw more money at existing problems.

Insist The City Council Seek More Original Solutions

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The New Ventura Water Rate Increase Will Effectively Cost You 43% More

April 22, 2021/in Newsletters/by VREG Editors

“To sin by silence, when they should protest, makes cowards of men.”

—Ella Wheeler Wilcox

Decisions made by past and present City Councils led to Ventura Water increasing water rates by 7% and wastewater rates by 6% for each year over the next four years. Extrapolated out, the water rate increase for the “average” ratepayer will grow 43% during that time.

The current City Council and Ventura Water want to convince you we need the increases. They began the process by including a brochure in your latest water bill explaining why they propose increasing rates.

If You Don’t Protest, You Vote “Yes” Automatically

Ventura is obliged under Proposition 218 to allow ratepayers to protest the rate increases. Yet, Ventura Water doesn’t make it easy to do so. The protest form is intentionally challenging to locate. In the 8-page Ventura Water ‘Proposed Rate Adjustments’ document, Ventura Water buries the protest procedure on the last page. It is not bolded or highlighted to stand out to the reader. The protest format is not user-friendly. There is little explanation on how to complete the form, making it confusing to property owners.

VREG has written before about how unfair filing a protest under Prop 218 is in Ventura. While Ventura does what is minimally required to be legal, the way objections are structured limits public complaints and makes it nearly impossible for voters to overturn any rate increase. In no way does Ventura’s protest procedure truly measure the public’s intent to tax themselves further.

The notice explains that the city will hold public hearings on April 19, 2021 and April 28, 2021.

If you oppose this increase, Ventura Water’s notice states that the parcel owner, or customer of record on the water bill, must file a written protest with the City Clerk at City Hall.

Where To Get Your Rate Increase Protest Form

The City did not enclose a protest form with the rate increase notice. Instead, the brochure directs you to go online. You can find the Water Shortage Rate Protest form here. You can complete the form online, but you must print it for it to count.

Written protests may be submitted by mail to the Ventura City Clerk’s Office at 501 Poli Street (Room 204) Ventura, California 93001, or in person at the drop box near the back entrance of City Hall at 501 Poli Street, Ventura, California 93001 (parking lot behind City Hall). City Hall is currently closed to the public due to the novel coronavirus (COVID-19) pandemic. All mailed written protests must be received (not postmarked) by the City Clerk no later than May 17, 2021, at 5:00 pm.

To prevent the rate increase, most property owners (51%) must file a protest. Renters have no right to protest. Business owners have no right to protest. Only the 32,000 people that own property with water meters have a right to vote. The remaining 81,000 people in the City of Ventura are effectively disenfranchised. They have no vote but will have to pay.

Why Is Ventura Raising Rates?

Ventura Water Department justifies the rate increase by saying we must “control our water and wastewater,” and Ventura Water does not “trust” other agencies to help do that.

Instead, Ventura Water plans to build a $240 million wastewater treatment plant that will duplicate facilities that already exist near Ventura. The 2019 Corollo Report (commissioned by Ventura Water), titled Ventura Water Supply Projects and Alternatives, states that if Ventura Water utilizes the United Water Conservation and the Oxnard Water Treatment Plant, they would not need to build a separate treatment plant. The cost savings to Ventura ratepayers could be enormous.

Ventura Water neglects to mention that Ventura Water must rely on and co-exist with outside agencies like United Water and Casitas Water already. Also, soon Ventura Water will be working with the management of the State Water project to deliver water to the city.

The ‘lack of control and trust’ Ventura Water purports to be why it’s not cooperating with other water agencies is absurd. It’s already working with several other agencies and depends upon many other outside agencies for water resources.

The Unspoken Motivation Behind The New Plant

This City Council, and past ones, has accepted Ventura Water Department’s recommendations for a new processing plant called VenturaWaterPure without profound skepticism. Ventura Water has a massive conflict of interest (getting a new facility built and employing another 27 employees – Corollo Report 2019). Yet, the City Council seems oblivious. People may deny it, but governments measure their success in part by budget and staff size. Why would anyone think that the Ventura Water Department is any different?

Why Is The City Council Reluctant To Change?

The City Council fears that any redirection from building their facility will delay complying with the Wishtoyo Consent Agreement and result in substantial legal penalties. By extending the Consent Agreement deadline and utilizing the existing facilities at United and Oxnard, Ventura could produce a faster result.

Editors Comments On The Rate Increases

If we continue down this path, Ventura ratepayers will pay more than may be needed. Ventura Water has put the price tag on “control” and “trust.” It’s $200 million.

We’ve said repeatedly, at the very least, the Ventura City Council should:

Call for an accurate, independent, cost analysis that could result in potential savings of $200 million
Delay any rate increase to Wastewater rates
Direct the City attorney to apply for a deadline extension on the Wishtoyo Consent Agreement to provide more time to find the optimal solution while avoiding substantial legal penalties
Open negations with United Water and the City of Oxnard to utilize a wastewater treatment process.

Our current path is misguided and needs reevaluation. Whenever a financial decision boils down to “control,” the issue is power and prestige, not what’s best for the public.

Protest Your City Councilmembers’ Water Rate Increase

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What Remarkable Code Enforcement Changes Has Ventura Made Since 2012?

March 19, 2021/in General News/by VREG Editors

“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:

The department has a new name, Permit Services.
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.
Code Enforcement no longer allows anonymous complaints from citizens. Complainers must identify themselves before the department will act.
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.

The department moved away from over-the-counter, paper-based plan submission to digital submission using Energov software.
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:

To improve the technology used to process submitted plans. They want to move to a more web-based, digital workflow.
To improve processes and procedures. They say Code Enforcement is focused on doing things right and improving customer service interactions.
To improve customer service. They want to communicate expectations to property owners clearly.
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

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The rush to find a replacement in District 4

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

February 15, 2021/in Newsletters/by VREG Editors

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

—Gerald Stanley Lee, American author

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:

Appoint a replacement to serve until November 2022. That individual could run as an incumbent in the next general election in November 2022.
Leave the District 4 seat vacant until a special election in November 2021.
Leave the District 4 seat empty and wait until the next general election in November 2022.

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

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

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