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Home My WebLink AboutStaff Report 2.A 01/31/2011CITY OF PETALUMA, CALIFORNIA MEMORANDUM Office of the City Clerk, 11 English Street, Petaluma, California 94952 Telephone 707.778 • 4360 Fax 707.778 •4554 E-mail: cityclerk@ci.petaluma.ca.us DATE: January 31, 2011 TO: Mayor and Council Member��s� FROM: Claire Cooper, City Clerk U'1 SUBJECT: Applications Submitted to Fill Council Vacancy At the November 2, 2010 election, then -Council Member David Glass was elected to the office of Mayor, creating a vacancy on Council to complete his unexpired four-year term, expiring December 31, 2012. At its January 3, 2011" Regular Meeting, the City Council directed staff to seek applicants to fill the vacancy, using an application form with questions developed' by, staff and amended by Council. The deadline for receipt of complete and signed applications'in the City Clerk's Office was set as Thursday, January 20, 2011 at 5:00 p.m. Press releases appeared in the Press Democrat, Argus -Courier, and the on-line news site, PetalumaPatch.com. Flyers were posted and application forms made available at City Hall, the Petaluma Community Center, and. Petaluma Branch of,the Sonoma County Library. Information and the application form were also available_ on the City's website. Nineteen (19) complete and signed applications were received by the deadline. Copies of those applications are attached. Attachment CC: City Manager City Attorney w City of Petaluma A L UAN City Clerk's Office m lica.ti®n t 2171 - 11 English Street taluma, CA 94952 City Council�` J �p AXe707�778-4554 ls�$ � c�04' Email: 1,99,pt2 � ityclerk@ci.petaluma.ca.us IMPORTANT: Completed and signed application must be filed with the City Clerk by Thursday, January 20, 2011 at 5:00 p.m. • Applications may be delivered in person, by mail, e-mail, or FAX. ® Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. ® Please attach a resume to this application. The resume should include educational background. Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. •s� .....,/, %J;i�,('�,',,.-,�... r}n,�°�a�:°,'^ �: i`,: 4; a0;t'+.;. :+.''+: P.:'. •.' v. rd'.ad^: •.! ".x"? -0..�r. �. ,ry 4"..,'..,. .: .t `xf . w i' Durward F. Armstrong aka: Chips Armstrong 1, , L& . :W'N.YY 14: Home'Address=..,,Cit, '�S tate v�'u '�)1`± ,i..� Petaluma, CA 94952 (. .0 ..t:r t:v:. d y One'' ::wry �ork Ph .h Ile:'.-`"' .. +':.��„:;,:x: 'Home .P o %b r�,L, 0,yha„tp`Yj ��, yF ,. ,.t ✓aT 3 ” IE-Maal�'Aildress"k� div .:.•:.�: ;. Aref°�/.ou curte'ntl xa%registered voter r>cl=a ';,;<' ®VES NO reside'nit.O$ the�City;O$':: P('c'II,u1Y4a?:;` ^ What econdmic: development progra`msz and. oncent ves:;do yoL r'believe �are.neces`sary. to retain° ,aimcUsu ort'the` rowth of exrstin businesses Viand to attractxthe:kiWnds ofanew;businesses, ` contem lated� in;tlie,Cit 's. Economut" ®evelopni'ent Strate ' y ,.7 p Y .a ... 9Y..,, i Geneve tnat economic growin involves restraint in many areas as oppose o rec less expioitation of an corms of expansionary tactics aimed at profiteering. Adequate incentives and opportunity abound and are well established in this community. Petaluma has become so vibrant it is choking on its own growth. We need to curb senseless growth in the vein of greed and narrow minded aggrandizement. Governance of this community is a blend of participation, respect for the environment, and all of its inhabitants far more so than from the accumulation of funds. We are blessed to be here and need to appreciate what a beautiful area this is. It can be irreversibly destroyed in the wrong hands, of those with ill intent and shallow values. 2 TFie General Plari4is the•guidingr`documerit and,,;vision:,fo"r--the''City:;Urider,,Whatl:c rcumstances ', would• you:6e :comfortable: in approvinig uses:ahat are' inconsistent°with th :,:P6an,-and°.under :. what circumstances:would you,be,';comfortatile;not; approvin;g,,uses�specifica,lly.alled in the pian?' t, d' ✓ .." < ... -., t_x . a .,, a. ,.-... ,. ";... .x,�:: L '..., •. .r� :: ' .' ^. ' '.' °.."„tom,, . �, :'.,ia..(; ..'' ... , .. . ; . ,.• .. w .. ' The General Plan had noble intentions and it istheresponsibility of those elected to enforce it, and tollow it. Time anF— circumstances do alter the course of these designs. There has to be a vigil maintained which includes the intelligent evaluation and review of this plan and the consequences of its application. If it is determined that the design and intent of the plan is not being realized than, of course, adjustments are warranted. The "intent” of the plan should be adhered to more than any very specific tenant. The prevailing mind set of people at large, and in general, is one of personal benefit. The purpose of "governing" bodies is to assemble people that have a much broader perspective and that hopefully are without selfish agendas who can contribute to the decisions that typically impact many people as well as the environment and the other inhabitants. kM 'Whitlnfill oliiciesAo oui`th rtk:should:be,ado`,ted: nFI ght;of the,Ur4op;Growtli Boundary:.;' . �establilshid',b' it in: 1998 and"''eictended to` 2025 by ;the. votersF:in `2010? ..What policies , p a`nd,*bgrams ,Wbuld'Y' promote tto',p'rotect P.etaluiima's,'historic,, cultural;-.and..physical rr.a� r „ have inferred much in what I have said\` already regar ing this question. I tee]a e values of too tew have been put in Front of those of most, in this community. I feel a great deal of irreversible damage has, occurred to this community due to the greed and profiteering of various decision makers. In net the squander of a beautiful community. If rather drastic measures are not enacted to correct for and mitigate the results of those mistakes we could lose any trace of what this community had to offer. I do not feel the answer to what ails us is in the form of fattening our budgets. We need to direct our attention to REAL values having very little, if any relation at all, to money. The preservation of this community and the qualities which really were responsible for making it so attractive are in jeopardy. The direction many decision makers have taken in the more recent past has been very harmful to the legacy we will be leaving for future generations. Within; existing, biukdget; constraints;`,hovwrwould,.,you. address infrastructure:;needs "including'''; ' ;.:K:,... <.. kr ' . mow,;.. Ott.. . ..r .street maintenance,"#,lood:;,control;:�,park'developmen = an,d, 0affhb'tdhgestion?- ,•'; " w .•o'r'b, v`eP ,;.i... �.Mf.�rs ,�i%" -H'SC".i ;:v."c' ..Y: 2,L ;�" w S• 'I -r I rattic congestion is simply a logical outcome of unintelligent growth priorities. Simple as that really. No focus was made of the consequences when the gates were opened to "encourage" rather than monitor population growth for its impact. We don't need more businesses or population density. We have effectively, and deliberately, desecrated the rural agricultural heritage of this area. The illusion is that more businesses mean more funds to create a "pretty" community with arrogant fixtures and amenities. This is not so. This area is arguably one of the most beautiful residential and agricultural areas in the country, blending a navigable waterway to the San Francisco Bay with, until quite recently, an almost pristine countryside. We should be ashamed of what the custodians of this area have done. Wealth can be measured in a number of ways and if we aren't diligent and respectful of the responsibility of governing the development of our community we will be disgracing ourselves and the legacy we will leave. What would;:youido�to'',assure;that"'ii'. of J1 r..,, u t nktrib"Ute°"to=buildi"ngu"a" cohesive ,' g��cyn,. ,, » "`'. � � ..'a:$ i•. - " 'r" � '"" •w .•,r.ra2: lea M�comprised of the Wlayor and" :Council; 'City;Manager and "Staff that works' ogether with f. mutual trust arid.;`respect to providewitalpublic'services°;and;"protects'"tFie'?pulilic's:inte`rests?" " rz •x." I was the President of the Petaluma National Little League for a couple of years, 1986 and 1987, and continued to be very involved for several years thereafter in other capacities after that term. I was very fortunate to have had many other people involved with me that shared the design of Little League Baseball Inc. and the intent of its laws and values. I definitely expect to be cooperative and supportive of those in other capacities, with different responsibilities, in the governance of this community. 6 Jan 20 11 04:*35p chips Armstrong 707-778-77,42 P.1 Petaluma has grappled, with fiscal decline. for the last three budget cycles. Briefly discuss your knowledge of Petaluma's budget situation. Please further'discuss . the priorities and policies you believe the Council should- * adopt to restore short term fiscal stability, and the priorities and policies you believe the Council should adopt -to foster long term fiscal sustainability. To a considerable degree the fiscal decline is a reflection of the:.oVer exploitation of an economy designed for the rapid growth in the girth of the wallets of too few. The economic peedicament of this country is directly related to a ravenous greed by those with the power to influence the financial markets. They have, in a glutenous fashion, raped the coffers of the financial markets and, to top it off, they were successful at getting r taxpayers to provide a bonus payoff and bail them out, all for very personal and extraordinary monetary gains. Our local economy is one of the many tentacles of destruction left by their wizardry. Our community is severely damaged and we heed to learn from this behavior. We took part, directly and indirectly, in the illusion of benefit. In reality it was fiendish greed and veritable disregard for logical financing. We have to tighten our belts and ensure that we have,learned something. We don't need fancy street lights more than we need the improvement and addition of recreation `facilities for the young people to distract them from the destructive utilization of their energy and time, themselves, and this community. We need to embrace the reality that the area is over populated, we need the Rainier overpass and measures that impair the. trend to continue on the path we have been on. Salaries have to be realistic. The inflation in this community that contributed to some of the fiscal distress is sort of taking care of itself. Oneionly needs to look at property values and the declines in valuations to see how far 'over the top' things got here, and elsewhere. Prudent realistic agendas are imperative to a sustainable recovery. More development in the form of population density will result in an accelerated carnage of this beautiful area. There is plenty of investment in this community and a momentum for it to continue. We,can salvage a lot if we start to act in accordance with REAL values and not those of a nominal nature. We need to curb our appetite for things that we cannot afford and are unwarranted. We are thrashing paradise for the almighty dollar, which if we just look around, is just what happened. - 11 Signature Date Z 6 f Resume' of : Durward Fairbaim Armstrong; ( aka `chips' Armstrong) Shop Addr.: - Residence Addr.: Petaluma, CA shop cell Education: High School: Northport High School: Northport, LI, NY; Regents Diploma 1964 College : Univ. of Iowa: Iowa City, Iowa ; B.S. ; Chemistry & Biology 1968 Univ. of Washington: Seattle, WA; B.A. ; Economics 1977 [ "" Post Graduate: SUNY at Stony Brook Stony Brook, LI, NY; MS Ed.; 1969 - 1971 (abandoned) plus did work towards an MBA at Univ. of Washington, 1979 - 1980 (also abandoned) ] Employment: 1981 - present: Owner - Operator of a small and very modest Auto - Truck Repair Garage. 1978 - 1980: Help establish a Prototype Circuit Board Company, Bellevue, WA "4e"_3 ``ity of Petaluma AL v ; ty Clerk's Office aw yN -®fi English Street /Application t i P luma, CA 94952 ftP e:707-778-4360 it ounce l . �% a : 707-778-4554 j85$ Aerk@bci.petalumaca.us Email: IMPORTANT: • Completed and signed application must be filed with the City Clerk by Thursday, January 20, 2011 at 5:00 p.m. • Applications may be delivered in person, by mail, e-mail, or FAX. • Only Petaluma registered voters who have submitted a complete application by the deadline'will beconsidered for,ap.pointment.. • Please attach a resume to this application. The resume should include educational background. • Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. Gene P. Beatty Petaluma, CA 94954 p3��, ,:N��„'%`'.`'�°"dr.•'r �:'��;,tk,�,. .�' y',4,. ."a3;��: `��' "�A,.�:'' ,��?ii�n=. �.. �`�;ff'"ga. ��an'4'x�. i{if� hm` _ �x'tS�` �+� ..�'��. "n .a :;� 4@�s<xv'n�r � .r�°��rys;.��r,, "6 ,d�•�i1b+,d•* i�¢ ,r.' i $` -, �as-�q.%P �rt�,rtni�¢°t'xx..,��",��";'�`Fd�,�'�,,� 5�` �r. ~k`� �� t ��'� nrJP IJ� A' 'iJM. �R ��yu �� " �'fAiR .. C4 N14'. yP�yyn u,4 kit.• �'.'r�� ,Y � ^q�a i��, �, . ri ' i ,', ,�'✓ y � ,��. ` ' kY� z µr'�` ,a��r•`� r. � Y ki 4��yy�' �: . "� p�'� �� . ��' I4, `sa ,�/ �� C` ;i+'�u.x'�.��$t i�aA .udk• t:�^:aiS: "''��,'1Gi�� Areou c X rr retl. ra:'.' uF a w1! ,x reg0sterecl,,lvotex�r an{dI�',��,a�.,; S ❑ NO y tr=esi�ent®f'th'e City®fPetaluav�a?';r,: . �.. x."4 . � In my opinion, existing and potential businesses desire.a relationship with their local government that promotes a sense of openess and responsiveness to issues_ that impact their ability to do business in the community. Business owners need to have confidence that they will be treated"fairly when they seek;permission to develop or expand their businesses locally. They need to be provided clear expectations from the,City as to what a particular process is in order to obtain a permit or to have an application reviewed. The City and community should be able to provide a response to a request within some reasonable time frame so the probability of some timely response can be assumed. As a resident of Petaluma for many years, I am sometimes frustrated that I am required to travel up or down Highway 101 to obtain many goods and services, or at least have limited local access to options while seeking products to conduct my day to day life. As identified in several studies, there are areas of commerce that are not available locally. I support efforts to bring those businesses and opportunities to Petaluma that have been identified as missing from our community. While I would like to see some additional options provided locally, as a resident of Petaluma, I have serious concerns about our quality of life and would be concerned about development activity that would have negative impacts that outweigh advantages of allowing such development. We have a,unique community with many wonderful things that should attract business development. Certainly I would want to protect those things here that make Petaluma great, such as our river and downtown area. Beyond those things identified above, it is important that the City be able to provide those services that the whole community expects and that present Petaluma as a prosperous and safe community. Those things include streets that are safe to navigate and easy to transverse, along with public safety services that are able to deter crime and respond to emergencies in a quick and efficient manner. Assuming redevelopment funds remain available to local communities, the use of those dollars should be used to benefit the redevelopment areas as a whole. I do not prefer'subsidizing developers directly, such as write downs of taxes and fees, but prefer investment in infrastructure to accommodate economic development where possible. I believe the General Plan is a guiding document for the City. It provides a basis for community development and the prioritization of'funds in the course of budget development. It is not cast in stone as exemplified by the inclusion of a process to modify the document from time to time as circumstances may occur. I think that, in determining a response to a request to modify the General Plan, one needs to consider both the short term and long term impacts of such a decision. A lot of time, effort and money went into the update of the plan and changes to it should be undertaken only after serious review and public input to such a request. From my point of view, a serious review is warranted in either case as presented in the question. My decisions would be based on the totality of the project's impact and not solely on any current or proposed designation in the General Plan. With limited development opportunity remaining within the Urban Growth Boundary, it is my belief that infill projects will provide some of the few housing opportunities within the City during the remainder of the current General Plan and probably beyond. The community has clearly stated through the extension of the Urban Growth Boundary that they wish to keep Petaluma at least somewhat as it appears today well into the future. From my point of view, the City will need to development infill policies that allow denser housing, potentially higher, multi-level structures; that protect or create opportunities for open space and/or view corridors; that provide or,encourage multi-generational housing; and that promote neighborhood shopping opportunities to reduce the need to travel to major retail centers for minor day to day items. Regarding! protection of the community's historical, cultural, and physical assets, the City has included numerous areas within the General Plan document that addresses such protections. I think one of the most important things we can do'in this area is to promote awareness of these aspects within the community. Petaluma still has a vast turnover of housing units. I am sure that many people are not even aware of the history of Petaluma or of some of the uniqueland special things that make Petaluma what it is today. The development of a financially secure City will provide the basis for the City to again become a full partner in the preservation of those services and activities that make Petaluma a great community. In my opinion, the City needs to review and update everything the City spends money on so that all activities can be identified and prioritized based on the City's current ability to provide. I know that this has occurred over the last few years to a very high extent. With the assistance of the various employee groups and management, significant savings have been realized through reduction or elimination of services and personnel. Hard decisions have been made and will continue to be made. Until the economic situation improves, it will be more important than ever to identify our core responsibilities and provide the best service to the community in those areas where we can retain service. The days of trying to be everything to everybody are over. If we can provide a better level of service within our limited financial ability by consolidating services with outside jurisdictions or agencies or private companies, we owe it to the community to look at those opportunities. That, of course, is assuming we need to be providing the service or funding at all. To me, the basic principle is: Identify and Prioritize. I have been an elected official and have served as a senior manager in local government for many years and under a variety of chief executives and elected persons. I can say with confidence that I have served all of these people equally over the years regardless of their political background, points of view, or personalities. I have developed relationships with people of all walks of life, both professionally and personally. I enjoy people most of the time. I am a good listener. I was able to get things done because people knew I listened and I took into account their position. I try to say "yes" when I can and tell people "why not" when I can't say yes. I haven't had the opportunity to work with all of the current Council members but I have no reason to think that l can't. I respect the roles of Mayor, Council, -and staff. Until I no longer worked for the City, I never participated publicly in support of any candidate or measure affecting the City of Petaluma. I took pride in remaining neutral in those issues so that I could worki effectively with whomever was in charge. I am familiar with issues confronting the community and region. I understand the concerns of the employees and respect the efforts they put forth on behalf of the City. 1 think they respect my past history regarding my relationship with them over the years. I have a history of telling people what I think and I think that is what everyone really wants to hear anyway. I can contribute to the success of the Council as they tackle the many issues that will come before them. I don't consider myself affiliated with either perceived "faction" of the council or community. I have always offered my services in any manner needed. I am not a politician and don't particularly care to be one. But, if 1 can help move the Council and City forward by stepping up, I may be the answer to your current situation. I am familiar with the fiscal situation of the City. of Petaluma. The economic downturn has resulted in a significant loss of revenue due to lack of construction development, reduction of sales tax and a depreciation of property values. Additionally, the State of California has reduced support of local governments in some areas in an attempt to buttress their own fiscal situation. Additional challenges in the current and future state budgets may take additional revenues from the cities and counties as we work our way out of the current recession. My.last assignment with the City was as your Interim Finance Director during which time I participated with the City Manager rand Department Heads in identifying and recommending significant reduction in costs and levels of service to provide a balanced budget as required by the City Charter. Those efforts have continued over the last two years. As to short term and long term Council policies, I think the following would be a good place to start: 1. Continue to review and prioritize the essential activities of the City to identify those core services that are needed and eliminate or reduce funding for those activities that don't meet those needs. 2. To the extent possible, curtail all discretionary spending. 3. Monitor revenues and expenditures on a monthly basis in order to adjust spending levels as needed. 4. Seek feedback from the development community to identify blockages and/or deterents that prevent consideration of investment in commercial development within this community to the extent such development is in line with the needs and desires of the community and address those concerns where possible. 5. View request for additional staffing proposals and requests for changes in compensation packages from the viewpoint of the impact of such approvals on long term fiscal sustainability. 6. Don't commit to any new program that -is either not cost recovering or mandated or that does not fall within the parameters of being an essential activity of local government services. 7. Through actions, demonstrate that Petaluma welcomes business development that meets the needs of the community4hile being considerate of the cultural and environmental aspects that would keep Petaluma a desirable place to live and work. �; ca ,: �,.a,, ^77'"� r ku'} , �; •s �- � f v;"'": _ A:• rf6'r.Sr -"f SignatureTy WN RR s.,�'+� Z a�°�f',°•:. i `"',.°+'Mrc.- 1bdbw r�'`xC":.,'.".a�yw� •.� a, A `i '1 �p ?. ^} °m".rsf�ix�$xn n . ,�i� _ �fC Resume' Gene P. Beatty Petaluma, CA 94954 Personal Summary A 30 year Petaluma resident, currently retired. Former local government manager with varied experience in a variety of positions, including law enforcement, general management, finance, personnel, and public works and project management. Good listener, risk taker, loyal and dependable. Good humor. Married, four adult children, five grandchildren, two great grandchildren. Home owner. Work Summary City of Petaluma (1972-2008) Interim City Manager/Assistant City Manager. Served 16 years as Assistant City Manager. Assigned duties -on a temporary basis as Public Works Director, Personnel Director, Parks and Recreation Director. Former Police Lieutenant and Sergeant with the Police Department. Assisted City Manager with day to day operations including public presentations, conflict resolution, internal audits, labor relations and negotiations, budget development and review. Also provided oversight to Municipal Airport operations and animal control function. Upon retirement in 2001, returned to city employment on an extended temporary basis to assist newly appointed City Managers on two occasions as Interim Assistant City Manager and most recently as Interim Public Works Director and most recently as Interim Finance Director in 2008. Old Abobe Union School District (1981-1985) Elected to the Board of Trustees. Served as Board Member and Vice President. Participated in search for new Superintendent. Education Master of Public Administration (Administrative Organization and Management), Golden Gate University Bachelor of Arts (Criminal Justice Administration), Sonoma State College Military Service US Air Force (1966-1970) Staff Sergeant, Air Police. Honorably discharged Professional Affiliations Former member, International City Management Association (ICMA) Past President, Municipal Management Assistants of Northern California January 5, 2010 Mayor and Council Members City of Petaluma 11 English Street Petaluma, CA 94952 Dear Mr. Mayor and Members of the City Council: I understand that you may or may not wish to fill the vacant Council seat. In my opinion, your tasks would be much easier if the seat was filled until the next regular election. A divided 3/3 council could find it difficult to pass anything without at least one person shifting their vote. In the event you decide to fill the vacancy, and you can't reach consensus on an appointment from candidates in the last election, I would like to provide you another option that may resolve the issue: As stated in my attached application, I think my experience and longevity with the City and community make.me a viable candidate. I am not "political" and have served all members of a variety of City Councils equally and without bias. I have established good working relationships with members of the various councils regardless of their individual or collective perspectives over the years. I am a good listener and think I make rational decisions. I have no real interest in being a career politician and feel that my willingness to listen to all sides of an issue, and to treat people with respect without personalizing statements or actions, would be of benefit to the Council as a whole. If appointed, I can only promise to strive to be attentive to the issues before us and to treat all with transparency and fairness to the best of my ability. I understand the issues facing the City and am willing to devote the time necessary to make clear and rational decisions to help the Council and community move forward. Sincere y, Gene Beatty G L' Application to !a'�-•. fib:, Y � a ,aae gas. �85$ City Coundl Vac np .6--c"ka Cj� N 'all 'ty of Petaluma 'a %J 'Clerk's Office English Street ,aluma, CA 94952 IMPORTANT: 'Iione: 707-778-4360 Z r t�, FAX: 707-778-4554 Email: cityclerk@ci.petalumaca.us • Completed and signed application must be filed with the City Clerk by Thursday, January 20, ,2011 at 5:00 p.m. • Applications may be delivered in person, by mail, e-mail, or FAX. • Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. • Please attach a resume to this. application. The resume should include educational background. • Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. Honte'•�ltldress`;City °State,• Ziq • - _. ; Home Phone-. E -Mail Address--, residents of°the' Co ._ :.ofP; . Are you �curr6htly ,a registered voter and -a ' 'ty' ` etaBun�a? Work Plione. ®VES ❑NIO What economic development programs and incentives do you believe are necessary to retain and gupportAhe growth of'existing businesses, and to attract the kinds of new businesses contemplated in the City's Economic Development Strategy? I believe it is important for the city to provide a consistent message during the planning and review process in order to court new businesses. Petaluma is a wonderful place to live and among other selling points is a gateway to San Francisco and the wine country. However, those of us who read the newspapers and have attended the council meetings know that Petaluma has the perception of being unfriendly to new development. Therefore, providing the best customer service to each applicant should be our focus. The permit process is arduous enough, so the more helpful we are at the counter, the more time can be saved, and the more likely businesses will want.to work with us again. I believe this is the first step in creating a friendlier image for Petaluma. The second step is providing certainty. Certainty of the regulatory environment is the best element government can provide for a business. This is why I strongly oppose increasing the local sales tax, inventing additional regulatory requirements such as permit or licensing fees, or otherwise imposing any additional hardships on businesses already struggling in a lean economy. Sometimes the best thing a government can do for the economy — local or otherwise — is nothing, which is why I favor as little government intervention as possible. When government intervention is necessary to protect the public's interest, intervention should be equitable and impartial to ensure a level playing field. It is equally important that as we concentrate on attracting new businesses that we not forget about Petaluma's existing businesses, and must make sure we do not give potential competitors an unfair advantage by offering incentives to some, but not others. The same goes for development opportunities. One topic that always seems to surface when considering new development is impact fees. I do not support the increase of impact fees; however, I do.not support lowering them either. I recognize that impact fees are necessary for helping the city recover substantial costs for construction and long-term maintenance of infrastructure associated with the new projects including road, sewer, and water connections beyond what would be returned through additional sales and property taxes. Page 2 of 9 The General Plan is .the guiding document and vision for the City. Under what circumstances would you be comfortable in approving uses that are inconsistent with the Plan, and under what circumstances would you be comfortable not approving uses specifically allowed in the plan? I would be very reluctant to approve uses inconsistent with the general plan as this exposes the city unnecessarily to risk. However, this does not mean we are confined to work within the parameters of a rigid, immobile guidance document. As intended, the general plan is a tool established for the benefit of the city to promote long-term sustainability via smart growth, economic development, environmental protection, and preservation of Petaluma'.s historic charm. Should a scenario arise where the general plan, as written, interferes with any of these objectives, then I would consider modification of the document before ignorance. Similarly, I could envision a scenario where it would be acceptable to not approve a use specifically allowed by the general. plan if non -approval happens to be for the greater good of the community. Let us be very careful to evaluation each situation on a case by case basis. Page 3 of 9 What infill policies do you think should be adopted in light of the Urban Growth Boundary" established by the voters in 1998 and extended to 2025 by the voters in 2010? What policies and programs would you promote to protect Petaluma's historic, cultural, and physical assets? The greatest opportunity for infill development is with implementation of a transit - oriented development model. This will allow for intensification of densities in priority development areas, which include. those regions within a half mile radius of the rail stations. Density intensification is particularly important for the downtown station, as it has been identified as a catalyst project in the economic strategic plan. As I understand it, Optics, the design consultant charged with developing our plan, will also address issues in our smart code which have been obstacles to the implementation of,growth policies in the downtown core. Going forward, the revitalization of our downtown plays a pivotal role in strengthening our town's economic base and in bringing value to the community. Though some progress is being made towards this end, we should continue to work together on this issue and should remain mindful of project timelines elsewhere in the City. Page 4 of 9 Within existing budget constraints, how would you address infrastructure needs including street maintenance, flood control, park development, and traffic congestion? The. best thing we can do to ensure the maintenance of our -infrastructure is to be proactive. Petaluma has an estimated $600 million worth of underground sewer and water networks, yet I worry that we are not doing enough to maintain the system's integrity. For example, I was not surprised to learn at a recent council meeting (Jan 3, 2011) that the replacement'of a water and sewer main on 10`h Street, which services 5 homes, was estimated to cost nearly $367,000. As Councilmember Healy pointed out, we have a housing stock of over 15,000 homes. Upkeep and maintenance is critical for the city to minimize repair costs and preserve valuable capital assets. In addition, I believe the continued, pursuit of grant money for transit -oriented development is vital to reducing traffic congestion. However, we need to be careful which grants we pursue. In my opinion, a tremendous, amount of city staff time and resources have been wasted in the investigation of traffic circles on East D street where stop signs already exist to manage the flow of traffic and keep pedestrians/bicyclists safe. Given the limitations of city staff time and resources, I do not believe this has been an efficient use of resources. In addition, I believe we should continue our efforts to advance the Rainier undercrossing as this cross-town connector is vital to the relief of traffic congestion. Page 5 of 9 What would youdo to.assure that as Councilmemb.er you. contribute to building acohesive team comprised of the Mayor and Council, City Manager and Staff that works together with mutual trust and..respect to provide vital public services and protects the public's interests? As a team of community representatives, the council's responsibility is to act on the community's behalf and promote the public's interest. I believe that all members of this team, including city staff, share this goal in common. In this, I. believe we can work together to achieve our common goal. I recognize — and even expect that not every suggestion made will be incorporated. Furthermore, it is important to realize that there should be disagreements.' This is an important part of the .decision making process, and if we work together, I believe there is potential for this council to be surprisingly productive. In addition, I am prepared to compromise. I pledge always to maintain respectful lines of communication with the other members, and with staff. More importantly, I pledge to maintain an open mind. Page 6 of 9 Petaluma has grappled with fiscal decline for the last three budget cycles. Briefly discuss your knowledge of Petaluma's budget situation. Please further discuss the priorities and policies you believe .the Council should adopt to restore short term fiscal stability, and the priorities and policies you believe the Council should adopt to foster long term fiscal sustainability. The key to balancing a budget is matching expenditures with revenue. If we do not have the revenue to support our city's spending commitments, then perhaps we should re -tool them. An interesting idea was presented by Richard Braun, a -member of the general public, at the council meeting on Dec 20, 2010. Rather than focusing on where to cut, he suggested an examination of the budget from the bottom up - consider first how much we have, and then determine our responsibilities. In an age when government and the media are focused on cuts, I am open to this alternative approach. Increasing revenue to the city is possible by growing the city's tax base. Encouraging businesses to come- to Petaluma; working with them on the front end, and enabling new development are all part of the solution. In addition, Petaluma must do a better job of managing its existing assets. For example, I noted during my campaign that the fairgrounds lease, which doesn't expire until 2024, brings the city just $1.00 per year for the 64 -acre parcel. The city has done a poor job of exploring its options for the use of this asset, as the fair only runs a few days out of the year. Rather than extort the Sonoma Marin Fair Board, I believe additional use options are available for the land during the majority of the year when the fair is not in season. Another part of the solution is spending reform -Public officials often discuss the need for pension reform or the need to reduce government salaries and benefits to sustainable levels. I agree wholeheartedly, but we should follow through with our commitments. Realistically, 3% pay cuts, additional furlough days, layoffs, even a two-tiered retirement are simply no match for the modern day government rewards program. For instance, I noted during my campaign that the average salary of an employee working for the Petaluma Fire Department was $110,000 (excluding benefits) for the fiscal year ending 2009. The department, as with others on the city's payroll, is already stretched thin, so additional layoffs are not m the best interest of the community, especially when they pertain to public safety. Similarly, I do not support the concept of furlough days for any department as they restrict service to the rate payers. Rather, I would support an equivalent salary and/or benefit reduction in lieu of a furlough day so the rate payers of Petaluma do not suffer additional losses in service. Page 7 of 9 Wyatt C. ,Bunker - Petaluma, CA 94952 EXPERIENCE Dow Pharmaceutical Sciences, Inc., Petaluma CA Regulatory Affairs CMC Specialist (11/09 — Present) • Compose, review, and compile technical documents to support regulatory chemistry, manufacturing, and controls (CMC) supplements to FDA • Prepare/manage-completion of routine submissions such as IND/NDA annual reports and PSURs . • Track and update key regulatory project deliverables through communication with members of regulatory department and other contributing departments • Participate,in meeting's and interact with members of the project team and sub - teams to convey regulatory requirements • Regulatory intelligence responsibilities: regulatory searches, information collection, research of federal regulations and FDA guidance documents • Communicate with regulatory agencies as required • Manage eCTD sequence planner, deliverables timeline, and oversee life cycle changes Dow Pharmaceutical Sciences, Inc., Petaluma CA Analytical Chemist I/II (06/07-11/09) • Work with small team of scientists to develop stability -indicating analytical methods for new drugs • Analyze and interpret experimental data using graphical and statistical software packages • Compose and review technical documents including SOPs, validation reports, and standard test methods • Independently perform laboratory bench work for the development, validation, and implementation of new and existing analytical test procedures in a cGMP/GLP environment • Instrumentation and procedures include: HPLC, GC, TLC, pH, dissolution, viscosity, osmolality, Karl Fischer, TLC LEADERSHIP AND COMMUNITY EXPERIENCE • Candidate for Petaluma City Council —November 2010 General Election Head Coach JV/Varsity Co-ed Badminton, Petaluma High School (2008 — Present) Page 8 of 9 EDUCATION University of California, Berkeley Bachelor of Science, Chemical Engineering (2003-2007) • Courses taken include: organic chemistry with lab, general biology, process analysis, fluid and heat transport, thermodynamics, transport and separation processes, chemical process design, technical communication, chemical kinetics and reactor design, biochemical engineering with lab; dynamic process controls with lab, electrical engineering with lab, quantum mechanics, transport laboratory • Softball Umpire, Cal Recreational Sports Facility, 2005-2007 Petaluma High School (1999-2003) COMPUTER SKILLS • MS Office (Excel, PowerPoint, Outlook, Word), Lotus Notes, ROSETTA Phoenix eCTD Viewer, Adobe Acrobat with ISI Toolbox • COMSOL/FEMLAB Multi -physics (for boundary.layer modeling), MATLAB, MATHCAD, ASPEN Plus, Agilent ChemStation/Chemstore, S1imStat CERTIFICATIONS AND PROFESSIONAL MEMBERSHIPS • Regulatory Affairs Certification (RAC — US) • Engineer -in -Training (EIT)/Fundamentals of Engineering (FE) Certification, California State Board for Professional Engineers and Land Surveyors • American Sport Education Program (ASEP)/California Interscholastic Federation (CIF) Certification • CPR/First Aid/AED current certifications • Member — Regulatory Affairs Professionals Society (RAPS) • Member — Drug Information Associate (DIA) - REFERENCES AVAILABLE UPON REQUEST - Page 9 of 9 L t lase ppl ica.tion t City Council Vac IMPORTANT: of Petaluma Clerk's Office English Street aluma, CA 94952 one: 707-778-4360 Z \�,AX. 707-778-4554 Email: cityclerk@ci.petalumaca.us • Completed and signed application must be filed with the City Clerk by Thursday, 3anuary 20, 2011 at 5:00 p.m. • Applications may be delivered in person, by mail, e-mail, or FAX. • Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. • Please attach a resume to this application. The resume should include educational background. • Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. Paul Dennis Clary IV Petaluma CA 94952 cell: 0 YES F NO Petaluma needs to exploit its geographical assets. As the. Gateway to Sonoma County, a River City with a Historical Downtown, Petaluma has attractions that other towns can only envy. Yet I hear of Petaluma residents shopping elsewhere, driving north and east to get to "Wine Country". Petaluma IS Wine Country! The Petaluma Area grows the finest Pinot Noir and Syrah in California and the world, on par with the best of Burgundy and Rhone, and Petalumans should be proud of the fact, trumpeting it far and wide. The Petaluma City Council needs to find ways of retaining Petalumans' shopping dollars and of attracting tourist dollars. Attracting businesses such as Target and Lowe's can help retain local spending and the resultant tax dollars. With Petaluma's lower sales tax rate, we may even pull significant traffic from Rohnert Park and Cotati. More important overall though, is increasing traffic from outside the area. Petaluma needs to re -brand itself emphasizing its assets, especially its emerging status as a world-class wine destination, and I will focus here on that aspect: 1. The SMART Train should be seen not just as commuter rail, but as "The Sonoma County Wine Train". Tourists in San Francisco will be able to take a ferry to Larkspur, and continue on up to as far as Cloverdale. What will be their first stop in Wine Country? Petalumal 2. The Train Depot building itself and the surrounding area should be developed in a wine -centric manner. Working with the Petaluma Gap Winegrowers Alliance and other non -profits, as well as with private grape and wine businesses, the Depot would make a beautiful Tasting Room, highlighting Petaluma's wines. Improvement of vehicular access is important, and may be accomplished by various means - Clear signage at the freeway and on Lakeville and East Washington is an absolute minimum requirement. Transportation from the Depot into the Downtown area should be accomplished through the use of a shuttle that runs throughout the day, taking shoppers and diners back and forth. 3. Another way to get the word out about Petaluma as a wine destination is to adopt a "garagiste" ordinance similar to that in Napa, whereby smaller wine producers can economically liicense garages as wineries. This action would be very low cost, and would generate desirable publicity for Petaluma. At a minimum, further study of Napa's ordinance is called for. Zoning flexibility is important to attract the kinds of new businesses called for in the Economic Development Strategy. These new businesses need to be where the traffic is, and current zoning may block those businesses from the locations that are most viable. Business fees must not be so high as to discourage new enterprises. Graduated fees can encourage new business formation and can benefit the city with future tax revenues. Communication with existing businesses is vitally important. The City of Petaluma needs to utilize its most valuable asset: a highly -educated, vibrant community brimming with entrepreneurial ideas. We need to find ways to implement these ideas in such a way that our historical, cultural and environmental assets are enhanced. Council outreach and community volunteerism are vital components in this time of budget deficits. The General Plan is a fixed document in a changing world. Variance applications should be reviewed on a case-by-case basis, taking into account neighbor concerns and the greater interest of the community. The situation of not approving uses specifically allowed in the plan is somewhat problematic. Real estate purchase decisions are often made on the basis of allowed uses under the General Plan. A financial investment is made under the presumption that allowed uses are indeed allowed. In this case, lawsuits against the City for damages are one possible consequence of a taking. In the case of a variance application, the financial investment has been made with no presumption of approval - the purchaser assumes the risk of denial. In either case, there should be compelling evidence for deviating from the General Plan. In the case of denial of a use specifically allowed, the evidence must be overwhelming as well. Pre-emptive review and amendment of the Plan for specific concerns should be considered where at all possible. Action taken prior to use permit application would be much.easier to implement than reactive solutions, and would result in less divisiveness in the community. Perhaps it is time to informally review the General Plan. Rehabilitation and Restoration projects should take priority and should be encouraged. New infill development should be appropriate and considerate of existing neighborhood character. Riverfront enhancement should be encouraged and facilitated. Neighborhood Design Review Boards should be constituted to review prospective developments, and to provide a public forum for neighbor input. The Neighborhood. Design Review should take place early in the Permit Application Process to allow for changes in plan details and accommodations to neighbor concerns. I was a member of the Northwest Slope Bernal Heights Design Review Board in San Francisco from 1993 to 1998, and have a good understanding of the workings of a model design review process. Many potential disputes and disagreements were averted by this -proactive system. Community involvement and the look & feel of the neighborhood were enhanced. Communication to the Citizens of the critical problem of insufficient funding to maintain existing city infrastructure must be repeated ad nauseaum. We must convince the citizenry to take up their checkbooks or to take up their shovels. We need more revenues and/or we need more volunteer manpower. Unfortunately, Petaluma has become a national poster child for anti -volunteerism in the wake of the disagreement between Petaluma City School worker unions and parent volunteers at Petaluma Junior High School. I would work to find solutions that encourage civic pride through contributions of time and money from our citizens. Long-term, I would be willing to put forth an assessment toward maintenance of critical infrastructure that perhaps credits volunteers' "time served"' against monies to be paid in any assessment. Meanwhile, priorities must be determined as to where our limited resources can go. There are hard decisions that will be made, and any slack at this time can be made up only by harnessing our community spirit. Cuts will be painful all around, but my personal priorities for direct city expenditures right now would be with health and safety over recreation. We need to look at reducing staffing obligations. We need to look to increasing sales tax revenues through retaining Petaluma shopping dollars within the city and through attracting tourist dollars to the area. Traffic mitigation must be addressed in concert'with developers of new projects prior to approval of those new projects. Council iMembers: must, remember that we are not one faction against another 1n a zero-sum game. We ALL come to the table with differing concerns and perspectives, but we are all working for the betterment of our city, region, state, country and world. Politics is a juggling act, where we hope to drop the least number -of balls. None of us is served by a "My way or the Highway" attitude that demonizes those with an alternative point of view. I have served on juries where a consensus that we could all sign on was the requirement. Thoughtful discourse with the intent to, find common ground should be our objective. We must learn to recognize faults in ourselves rather than demand it of others. It is all too easy, and intellectually lazy, to blame others for the problems we see in the world. The solution begins within ourselves. What would I do? I would promise to see each member of the Council, the Mayor, City Manager and each member of the Staff as individuals. I would go the extra mile to understand the concerns of each, to help to pull away the veil of misunderstanding and obscuration. I would develop one-to-one relationships with those others who strive for the betterment of our community, and by example and exhortation, would encourage others to do the same. I would promise to refrain from factionalism, gossip, denigration, or any action which places me above others who might disagree with me. I would promise that my actions will be characterized by effort, diligence, patience, compassion, respect and honor. Petaluma has been facing declining tax revenues, along with increasing commercial vacancy rates, unemployment, and generally reduced economic activity in the recent downturn. Meanwhile, deferred infrastructure maintenance and payroll cutbacks have been insufficient in balancing the shortfalls. Current budget reserves are at about 5% of recommended levels, and set for further decline into major budget deficits unless Immediate action is taken. Faced with dire predictions of mushrooming budget deficits, the Council must immediately make some politically unpopular decisions in terms of budget cuts. Everything must be put on the table; there can be no sacred cows. Payroll cuts are inevitable. Sales of under-utilized assets should also be considered. Simultaneously, the Council must make economic recovery a priority. Ultimately, our recovery will be based on retention of local sales and the resultant taxes, and on increasing the flow of tourist dollars and other outside sources of money into Petaluma. The Council must work to facilitate attracting new businesses to fill the many vacant commercial properties around town. Fees and other barriers to entry may need to be reduced. Long-term fiscal sustainability is dependent upon reframing Petaluma in such a way that more outside dollars find their way into the area: -Wine tourism is something that has not been emphasized enough in Petaluma, where even our own residents think that Wine Country is North and East of us. -The Petaluma River is a painfully neglected asset. Presently, it seems that we're embarrassed by it, preferring to hide it behind shopping centers and warehouses. It is a treasure and should be a focus of the downtown community. -Besides tourism, manufacturing and other industrial businesses are another source of inflows into the community, and should be solicited and otherwise encouraged. - l - 20 - zo// PAUL DENNIS CLARY IV PETALUMA, CA 94952 Background: Family in Petaluma since 1851. Born in Woodland, CA. Raised in Terra Linda. Moved to Petaluma from San Francisco in 1998. Single father of 4 children now attending PJHS and PHS. Age: 51 Education: Bachelor of Arts in Biological Sciences 1982 University of California, Davis Sept 2007 issue Viticulture 1998 Santa Rosa Junior College May 2007 issue Winemaking 2001 University of California Extension, Davis 2010 Wine Entrepreneurship 2005 Tasting Room Management Certificate 2009 Sonoma State University Teacher Training Program 2010 -present Mahakaruna Buddhist Meditation Center, Petaluma DiveCon/Assistant Scuba Instructor Certification expected completion: Sp 2011 Bamboo Reef, Rohnert Park Work, Experience: Master Carpenter, Project Manager 1979 -present CA Licensed Building Contractor (B-497063) 1984 -present Residential const., Victorian restoration, & solar Vineyard Manager - Clary Ranch Vineyards 1998-2010 Winemaker - Clary Ranch Wines, Inc. 2001 -present Volunteer Experience: N.W. Slope Bernal Heights Design Review Board (S.F., CA) 1993-1997 Boy Scouts of America, Petaluma Pack 18 &.Troop 2 1998 -present Den Leader, Cubmaster, Assistant Scoutmaster Petaluma Gap Winegrowers Alliance Board Member 2008 -present Petaluma Gap Winegrowers Alliance Board President 2011 Honors: (partial listing) Wine Spectator: 91 pts — 2004 Clary'Ranch Pinot Noir May 2007 issue Hot New Dozen of California Pinot Noir Sept 2007 issue Wine Enthusiast: 92 pts — 2004 Clary Ranch Pinot Noir May 2007 issue 2010 SF Chronicle Wine Competition: Gold Medal — 2006 Clary Ranch Pinot Noir 2010 Gold Medal, Best of Class, Judges' Choice Award: 2010 2006 Clary Ranch Syrah Interests: Agriculture; Art, Architecture, Scuba, Meditation, Music & More References: David Armstrong, DC Planning Commissioner, Rohnert Park Paul Stein Design Review Board Member, SF Teela Ridgeway Winegrower, PGWA President 2009-2010 Richard Delmonico, PhD Neuropsychologist City of Petaluma L .� City Clerk's Office PPlicati®n N 20nrn 11 English Street Iry Petaluma, CA 94952 x 8�y Council ®� � �' � It � � hone: 707-778-4360 158 Qco FAX: 707-778-4554 Q Email: 95��2�``ti cityclerk@ci.petaluma.ca.us IMPORTANT: Completed and signed application must be filed with the City Clerk by Thursday, January 20, 2011 at 5:00 p.m. • Applications may be delivered in person, by mail, e-mail, or FAX. Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. Please attach a resume to this application. The resume should include educational background. 6 Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. _ - � y�:i�;�'� _-�-s�•&� -= i -,i •. €a_ry -i;r�"•"d -- _`,`E_ =�: �: - -- _ - `,aJ -`�"°';`�_- ='�'�"'- res-�.-''�'�' _ `"`_iy:."'�,7= .;t?zi— �'si:•.�eY rt �a.w�;�.a �:�'$.+Ar. •a:��a��a• _s-.. -�-:u •. �. .'�.��`+�'� �:-�.� a-� ... _a,�..-i' -'�� g T- >��w�-`>s.�'','3�".� �^•µi•r`�'i��-'�` Harry F_ Clifford, III _ ~'."a" _ fsd_c•. _ ��" .4 rs __ ?.,i,�sr �• =- ��ryr-=�.��_ •��=��_�v�>°.�. -- �= =�� r�.§,.�.�:_ $' �. '�n. •;=i7-°k.�n$-� s.�i4d i'�`'`'v'✓.•5�,-' `,�, �"�' -`-�, 4 t� _ - 4d'.3 �'- e:..�z". ,fit :P•cy.M�ra, zr.. - : �.5„<.. - � _ ,�'r'^�'�. Y<r�"'� ,r �:='?g'�*';'-=:r;'�F'�'�>at_tis:,i:..-�'•i;.�.,�.��"i'� tr _;''r:--�.,--��••``�'c`�'Y�'�-:,. __ - _ _ �',-'� .s`g�"��s��".^'S�y„�g"'�'.=t-..q.?.a, k"�'�.�."�_ ,ia ��r .'o �n-.-,,. . �°"Y•�';,• n -i ., v f� .. � �. �>-�.. � �: ��`4�e�'�•-� ^ Petaluma CA 94952 yA•i. use. G 4 �i;,.i.b n`x� ,+-"` y..�u ,.°41 3 : - �;, .s..i+,. "r,u"- •�='Y- : -;, 111b tone - : +: L ; Work'Phone.= n t', ;.• `-� '= ,.,, . x ,_ •fi. .sn.R .`x`11 •.?�•''r. N'3 u� t - -' - f - °i.�m'�'-—W. r t� _ . -e .. • . _ s a._ -n rr -- -_.:m) - -a ..r _ - � -• .a.�+�_ k r� ?-= . E=;lNaolrAddress:"�_ _ -r e __.€ayAy- ty •'' . sArre°you°cura•rently�a regestered�voter::and a.-_:� resAdent of aheCity of Petaluma? � R u t^lYES NO I have read the "Petaluma Economic Development Strategy" and from that as well as personal experience with "SCORE" and businesses I have been involved with, I offer the following comments: 1) As the goal of the Smart Train is to be up and running by 2014, having a transit oriented Development program in place makes sense. This plan would attract new business or give existing businesses a chance to move or expand. 2) Having low cost loans available to new tenants or landlords would be valuable 3) Changing some of the zoning to mixed use may help open opportunities for small businesses. 4) Designing a marketing brochure to targeted industries would be good and should include all areas of resources available such as SCORE, Chamber of Commerce etc. 5) Another idea would be to have an internship program. Usually there is not a salary involved but the intern learns the business and helps with a project. One of the ideas being that when the fiscal outlook improves the intern may have the inside track. That can be used for small or large businesses. 6) Technology will play an enormous role in the future of Petaluma. We should use this for such things as information sharing, on line license and permits and possibly marketing Petaluma to trade groups etc.. 7) Use Economic Development Program to attract: Hospitality: restaurants and hotels; Tourism: Petaluma as a Destination, Manufacturing - small or large 8) The Action Plan with Time -lines and follow up monitoring are essential Exciting Stuff. Let's get going!! The General Plan is a comprehensive document that was formulated over an extended period of time, at considerable time and expense by the city of Petaluma, its elected officers and hundreds of citizen volunteers encompassing to the Year 2025. 1 do not foresee any significant changes which need to take place at this time. I have always been registered as an independent voter, with the exception of a few years. I would listen and do what is best for Petaluma. Period. As stated in the General Plan, the vote was overwhelmingly in favor of leaving the Urban Growth Boundary alone. That is where I stand: leave the boundaries intact as agreed. Street Maintenance I understand that public works purchased a "Street Patching Machine" and as City Finances improve we can make more use of this equipment as a less expensive way of street maintenance as comparable with hiring subcontractors to complete work. Also, I would like to note that we should continue using volunteer groups to do such things as painting curbs, pulling weeds, sweeping and other necessary work. Flood Control We should continue using the volunteer groups to pull out the debris from the creeks and river. I have had personal experience helping pull the tons of garbage out of the creek beds. Regional Cooperation and preventative maintenance are also key. Park Development 1 have been involved in Park Development and specifically "East Washington" for over five years. We will continue to look for funding through new development, Open -Space, grants and donations. Traffic Congestion The use of roundabouts seems to be working as people become familiar with them. Also, the interchanges that Cal Trans has identified will also help with flow and congestion. The pedestrian lit crosswalks are also a feature that work and keep Petaluma from constructing additional signals. My background as a businessman was that I worked for{an erriployee owned company and so everything we did was accountable to our employees. I'have worked with most of the City Council directly or indirectly and I would hope that we can agree on more things than disagree for the good of all. I put an emphasis on decision models which include Stakeholders and Time -lines. Immediately, I would meet with each one of you within the first two weeks, if possible. Secondly, I would meet with all stakeholder groups if this made sense. As far as trust and respect go, the integrity I bring to the job I plan on leaving with. As I told my wife about ten years ago after a partnership business deal collapsed "When I quit trusting people, get rid of me!" Thank you, in advance, for your consideration. The Budget situation is dismal and Petaluma has, or is, using its reserves. People in many departments have been laid off and outsourcing is a reality. We do have development projects in the pipeline but it is hard to say when they will all come to fruition. The budget should have a built-in contingency fund to build back up reserves. Thank goodness we did have reserves! Recently, I understand that cities such as Palo Alto and Los Altos are looking for ways to save money by combining services etc. As with many other cities looking for ways to survive and function, we should leave no stone unturned. Technology should be looked at for communication, marketing and potential job absorption such as issuing licenses and permits. The Economic Development Strategy should be followed and rolled out with priorities and Time -Lines. I am sure some of these things may be underway and should be looked at long-term with accountability. It is always good to communicate progress to the citizens. Q. Dato s' SIM Harry F. Clifford III PAfialirai^0' -ODiective Actively seeking ways to serve the local community utilizing my business and management skills for the benefit of all residents in a volunteer capacity. Volunteer Service and Or garizations Page I 1 Los Gallicos Juvenile Facility, Sonoma County. CA Juvenile Probation Camp, Sonoma County Volunteer Chairman - Recreation & Park -Facilities needs, Petaluma Project Coordinator for East Washington Park, Petaluma Volunteer Assistance in interview process for new Park Director, Petaluma Volunteer Consultant for SCORE —part of SBA (Small Business Administration) Petaluma Volunteer -Petaluma Development Code Advisory Committee Chairman, Board' of Directors Bay Area, Easter Seals Board, Member, WAIB (Western association of Insurance Brokers), San Francisco Legislative Liaison (Sacramento), WAIB Background and-VVork�Ezperience Retired Business Executive 2005 35 Year Career in Management Harry F. Clifford III Business Manager/ Partner & Sr. VP Insurance Brokerage & Risk Management Woodruff -Sawyer & Company, San Francisco, CA Senior Vice President Willis Corroon Insurance Services San Francisco, CA Curtis Day & Company/ Aon Corporation San Francisco, CA Cruden, Clifford & Sheehy, Inc. Partner San Francisco, CA President & CEO Retail Sporting Goods Store Former Small Business Owners Restaurant & Insurance Brokerage Education (USF), University of San Francisco CA Major: Accounting & Finance College of the Canyons, J.C. Major: Business Management Professional Fteferences=y=-UponfRequest= -Personal Data. _ a.:' . Date of Birth: November 17, 1946 Place of Birth: San Francisco, CA Marital Status: Married Children: 4 Residency: Petaluma Effective: 2988 Page 12 1999-2005 1994-1999 1983-1994 1977-1983 1977-1977 1965-1969 ��1921 City of Petaluma P' L U �� City Clerk's Office Application t® 1 English Street SLxI }� JAN 11 taluma, CA 94952 - ne: 707-778-4360 z a s e City Council Va : 707-778-4554 Email: cr �A 10 1 c erk@ci:petaluma.ca.us IMPORTANT: • Completed and signed application must be filed with the City Clerk by Thursday, January 20, 2011 at 5:00 p.m. • Applications may be delivered in person, by mail, e-mail, or FAX. • Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. • Please attach a resume to this application. The resume should include educational background. • Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. `t. .'a' e,i .�• y. �g;: t� ',e., '�h" !^} .k�i :r k,. .�ao �of," n„a; m�.';�r��;: �•1".. '"+. N... nu, • n : e 7.•r. 3" ,.�1i.; .3 `a rr ,R, fir, ia. ya,,` 1x;'"" 6 a e: a1�_w• ..'i. ara .,M1;:.+�,•xri(•fi ',(a'c'""• <. �"�•,t'4'•48- ��r:. "v:�' b. .n N^',r; ,°yt�, ?Fp �'� atn,,, .,rh tirr.>. 4 a'., '•s �,..,.,..-r•� ,:�, �'Ua ,� ,;�.t. T�`. A�,� '�^^ .�.,v'!'i'4' :.r�Ie. �!' ��S ,:._, ,d�'* , �rM�xsa=i .rt'''" ,w' "��;,,�,, , t, ,..�,�n:�,.�,'.,,' Nt, ,�,'�„ tiU .?' Wt a :4"`.wY'� ';,� .'r'; ;�, aF`'f M1u g�� ^Yiy n: ;� ,'^Y. f �G �'yrr� „'✓,'d� Q>�., `„� � ,,,,�-'4,7r� � Yx�” h ".°"I. • p A,•.. v . {t, ^ . 2p A, Jason Edward Davies '@ :Pq ;`Sl ^.L�i. , P'- .�a :. -- .4... .,y - a�'.•p-,�br "F, 'F .1h •r, Mw j.'!, c`f .fA.... ,';Y,u .}'.;C'.i,. 'r '. `.Y'• '.%:.', `�yp.� ,7:.. 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Y, I strongly support the findings of the City's Economic Development Strategy with respect to utilizing Redevelopment funds where possible to offer incentives for businesses to stay, grow, and come to Petaluma as part of a Business Retention and Expansion (BRE) program. As the Economic Development plan suggests, much of the 5 -year redevelopment plan's estimated $9,000,000 budget should focus on leveraging private investment in site development and infrastructure catalyst projects, but a portion could potentially be used to offer grants and loans to businesses experiencing challenges, those wishing to expand, and to attract new businesses to our City. In prioritizing efforts, it's imperative that a focus be immediately placed on re -tenanting existing building space. With an approximate 40% vacancy rate in office space, increasing occupancy is a significant challenge. Providing loans and grants for improving and/or reconfiguring existing buildings could be a strong incentive for businesses to occupy and/or expand. For projects that expand City sales tax revenues significantly, the Economic Development Strategy suggests as an incentive potentially reimbursing businesses for tax revenues paid when the business is up and running in order to id upfront City investment and this may certainly be worth pursuing. Another key recommendation I would concur with in order to attract more green business, would be to provide incentives for existing industrial and office parks to "go green" — thus creating a more attractive business climate for like businesses to locate here. We may not be able to depend on redevelopment funds at a time when redevelopment funding from the State is being cut. It is therefore important as well to work with private investment as much as possible to develop and/or join incubators such as the Sonoma Mountain Business Cluster, one of six Innovation Hub (iHUB) centers in California. As a member of the Technology & Telecom Advisory Committee, | helped approve the motion for Petaluma tojoin the Sonoma Mountain Business Cluster, though I also believe we should work to ensure businesses can benefit from such a program without being induced tnlocate to Rohnert Park. As Co -Chair of the Tech & Telecom Advisory Committee's Sub -Committee on Business Outreach, I am working with Co -Chair Bruce Blinn to help develop a way to do just that. Generally, and as recommended by the Economic Development Strategy, we must also ensure vvoare marketing Petaluma more actively not only for tourism, but also for businesses to locate here. There is a diverse economy in Petaluma and while we must work to nurture and expand a number of business clusters, a key growth area I believe we should prioritize relates to technology. As 60% of the top ten fastest growing industries are in hi'tech, this iaclearly adirection to puraua—eepeuieUygiven that the highest salaries are inthis field that can translate to greater revenues for Petaluma in the way of tax revenue from housing, automobile sales, services, and retail. Much of my work on the Tech & Telecom Committee is focusing on this effort and I believe as a representative from a local technology firm, I'm especially well positioned to help continue to drive such initiatives at the Council level. There is much we can do to further our promotional efforts in order to help existing businesses while attracting new ones — utilizing electronic marketing efforts via the City web site in collaboration with the PDA, Chamber of Commerce, Sonoma County Economic Development Board, the Sonoma County Tourism Bureau Small Business Development Center, and other potential partnerscana|aobeuoedtonmdon|yottractbuuineooeobutaooninduoennent0n|ooa1ehmre.Pnngrmmoinp\ace to help market businesses based in Petaluma can be leveraged as an additional incentive with very little cost byutilizing existing resources and organizations. One program I've put forth as Co -Chair of the Business Outreach Sub -Committee for the Tech & Telecom Committee is to gain positivevideoteo1imnnia|afornneuiutingfirmathatncton|ymerketourCity,butinturnhe|ppnumo{ebuoineooeo interested in participating. Again, this can be used not only as a means of attracting new businesses and promoting existing ones, but also as an inducement for new business to locate here and gain access to such promotional services. During a meeting I had with the CFO of Raydiancem, it was suggested that companies that are VC funded would appreciate property tax reductions as an incentive — as well as an abatement for tenant improvements, which seems consistent with some of the recommendations of the Economic Development Strategy. We must also ensure we are competitive regionally so if there are incentives offered elsewhere, we need to respond accordingly aoany free market landscape would obviously dictate. As well, the business expansion and retention (BRE) program outlined in the Economic Development Strategy must move forward aosoon aopossible. Another priority should be toupdate our City web site. My work on the Tech & Telecom's Sub -Committee on the City Web site, along with my outreach with members ofthe Petaluma VixtnrsCenter 0o help coordinate this effort, is in step with recommendations ofthe Economic Development Strategy. |nseeking toattract new tech business, itioinnpehdvethat vvu represent Petaluma accordingly and ensuring our web sites are inviting and optimized for mobile devices. This iaanexcellent questiongiven that the General Plan kaadocument built by consensus through community input. While the General Plan is an excellent guiding document, it is of course just that and there may be times when specific development scenarios require additional consideration. In the end, I believe statements of overriding considerations must be made carefully, be well reasoned, and well articulated to the community so the costs and benefits or risks and rewards are properly vetted. Amwahave anactive community in Petaluma, it is critical that deviations from the General Plan are shown to support the public interest. Members of the public will vary in their opinions, but as a Councilmember, it is imperative that we do our best to balance the public interest atlarge when considering projects with inconsistencies. It of course also depends on how many inconsistencies there are and how severe they are perceived to be by the public at large. | cannot specifically say when | would orwould not approve eproject with General Plan inconsistencies, nor can '| say in which oaoe/a|would beinclined toapprove mp joct that fully complies — though genormUyit's safe tosay that if�he project does fully comply, itshould indeed beapproved. Ultimately, itiacounter-productive inm view 0utake adogmatic approach ineitherdirendon.aeeachproject requires evaluation on its individual merits. | believe acombination ofGeneral Plan observance in most cases while allowing flexibility inthe case that the greater public interest ia or is not well served by the project should be the basis for approval. There are times for example when a project may meet most ofthe criteria, but on afew areas is inconsistent. In this case, we must weigh the risks and rewards and balance this with the serving the public interest as a whole. 11 '8 1.11Y . tt..er,vn'K,f� ::°@i; �,V��S., r", '• '•.1,' a-',, , I, ; `�.: W,+ - . e ,, ,..n' -..'E .N !, '.,,j l�,, ;;" v" , 4%..: y":' _ .,..,,."- ,AI, ,: croa4'„rIi”, ap :1Alhat infill polices:"do'�you'thmkshould, be''ac1opted ,ih light'°of�the 66' h .Growth 'l3ounda!y a establoshed by., 6I.voters�in 1998 `and: eictended to 2025',by thewoters in, 2010? °What policies, , r q, ,an dd•programs ,woul'd,.you,promote to.°protectnPetaluma,_s: hostoric; cultural and.'phys�cal" �� "= b,; `k; ^?" '�': L .7, e 5N•„ a... - �7' n „� .J F,. y., 6� We must ensure that approved projects move forward as quickly as possible and that we prioritize catalyst projects around the SMART rail that leverage funding from S13375. This will not only help with job creation in construction, but also develop critical infrastructure that will inspire more businesses to locate here, while attracting more visitors, and inspiring -3xisting businesses to expand. Transit oriented development (TOD) is an obvious component of infill development around the Petaluma Central Specific Plan, as well as the Economic Development Strategy and it is imperative that we move forward as quickly as possible. Mixed-use projects are certainly a component of infill development, but we must also acknowledge that developing new infrastructure such as office space may cannibalize efforts to increase occupancies in existing buildings. When planning, dve should consider mixed-use in accordance to market conditions and develop appropriately. It's important to develop with flexibility so uses can be modified according to demand. For example, if we know there is 'ess demand for housing and/or office space now, but acknowledge future conditions will vary, staging development in such as way as to avoid an over supply of office and housing for the near term may be appropriate. In this way, it may be desirable to develop projects that can be converted for other uses to minimize the potential for blight. As well, Brownfield sites in the Petaluma Central Specific Plan should be evaluated for potential EPA funding in order to prepare for potential development by improving sites for new usage. ;,ontinuing development within the Petaluma Central Specific Plan should be prioritized to enhance the mix of retail while -mproving neighborhood commercial districts. In addition, the river is a strong potential asset that is currently under utilized. Working with local groups to help bring 3rivate investment, while providing City land, is key to improving river access that will strengthen Petaluma's attractiveness for tourism, residents, and businesses. Promoting development that is consistent with protecting such assets is key. Another important asset in promoting Petaluma as a tourist destination is the historic downtown district. Policies should ensure historic buildings are up to code in order to prevent loss due to fire or other disasters — but in so doing, care must Oe taken to not overburden property owners with the costs of retrofits and fire prevention systems. Where possible, grants and private investment should be pursued, along with other possible incentives, to assist in this effort. .r"s::.tt:' ,Y ,'n° •W,ithon'�eusstingaudget cons,trai'nts;:how,would you address''infr•astructutti,,iieeds�including„ street wmaintenance;=flood control,'par k developmeint,,and traffic- congestion? ' +' : �• r� h� <Nn. Y .i f 4iM' 7 % S�^, , .`$r�, w ..¢' , J b "E^ � i ' 4 •n k. 45{ r x iYx m l� y y, • .,Y;'�' ..fir. �'6ti^., It is indeed challenging to consider support for these infrastructure needs given our current economic climate. Wherever possible, grants should of course be pursued. Where there are opportunities related to SB375 that can be leveraged accordingly to relieve traffic congestion while lowering GHGs, they should be explored provided there is adequate community acceptance and support. An important step moving forward relates to development of a cross-town connector. Fortunately, initial studies for the Ranier underpass have been secured and 101 widening and interchanges should be moving forward. Chalinges remain as I understand however for complete funding of the underpass contruction, so any and all efforts should be made to acquire funding however possible. Local measures can certainly be considered to raise revenues for street maintenance, but this would require public approval that is unlikely. More must be considered to find areas in the budget to cut in order to better finance street repair if this is to be a priority, but my belief is that we need to focus on increasing revenues by helping businesses expand and attracting new businesses. In developing more parks, exploring any and all grant opportunities should of course be pursued, but reaching out to the private sector and community organizations for help in funding is an additional option. Where new developments are contemplated, integrating.new community park and recreation areas may be considered as part of the overall design review. With respect to flood control, it's is of course important to maintain business on our river in order to qualify for dredge funding, while also continuing to work with our Congressional representative to secure federal dollars for this purpose. Without dredging, we run a great risk of flooding of course so this is indeed critical. Further, ensuring adequate drainage for new development, pursuing development that minimizes runoff, clearing debris in creeks, and other maintenance and preventive efforts must continue of course. lwa., y. nLdfy ' a +, aiP', :a.»: _.;P•, `:4,? n r?G'^ ..'a,y,•: ' u 'v r „p.. - - . { G•-„ - dVFiat'woaild°;you',do to'F'ass'wreath'atras:Councilm'emberyouPcontritiute':to b'u`ilding a4cohesive:. team coriiprised�of the Mayor and Coun'dJ,.Cit�i Manager`Ai1d.Staff that'„works together,with''. �mutualctrust:aeitd res pectato,pr.`.941d4 �votal public"`services and protects'the°public'`s irote ests?k +W think the most important skill when it comes to cohesive team building is the ability to listen and be open-minded to new ideas and differing opinions. As a business professional with over sixteen years of international experience in a variety of management roles, I have successfully led teams of individuals with strong differing opinions to consensus. It is not always easy, but if remaining mindful of the end goal and patient with those who may disagree, it is not only possible to achieve positive results, but incredibly rewarding and a challenge I enjoy. Life and politics are about compromise and the position of Councilmember is entirely predicated on serving the community. As long as one's personal agendas are subservient to that goal, I believe consensus is not only achievable, but a logical outcome. When developing, marketing, and selling products at my firm, we are constantly faced with ideas from many directions that can at times conflict. However, the key point that helps develop consensus is a reasonable willingness to remember the customer. Between our CEO, CMO, Director of Development, Product Management, and Support teams, I am consistently placed in the role of mediator and am quite comfortable and competent in that role. In the case of being a Councilmember, I see the "customer" in terms of the people being served. Decisions must ultimately take all interests into consideration but ultimately serve the community as a whole. This is the prime directive as I see it. As someone who has been service oriented for my entire career, I'm especially cognizant of this fact and would look forward to helping to build a cohesive team. There will be disagreement, but we don't have to be disagreeable. By focusing on common interests — and right now our top priority is ensuring economic vitality for the short and long term — I'm confident that we can work together positively to provide vital public services while protecting the public's interest. As a member of the Tech & Telecom Advisory Committee, I have enjoyed working with fellow members — including Mike Harris and Bruce Blinn, who Co -Chairs our Business Outreach Sub -Committee. I believe I have positively demonstrated my ability to work with people of differing views to achieve consensus in this regard and am entirely confident that I can carry this spirit of consensus to the Council should I be honored with the privilege to serve. Pe#ala P rrea;hasz'ara'Aed;with"fi"s'cal decline.for'the l'asfthree.,-budgik;` cles:` Briefi discuss ^ .,y, a'" •. Yji}, >aJ ,�!.f,n. '"!� rani `.,,.. ,'.t .�„ - •rp•,:�� a-~<y 4 "n �:7 „s!!,_,. ,,,Y•��,.. - _ .^o��:,n., �-�.n,' ';f •'1, "'��`., .�.. ,. �,i ..N'. _�.., q,a�4° .r..F - .�.•.n,..,sl.'^r9,.-. �,.> ., _.a. �. y,,our}.knowledge'.ofr,Petaltihia'sfbiu' dget'-situation:` Please'"furtheir"'c� scu"ss'tlietpr o`rities and „ .w,,. u d,a re seal stabili and'°th t :;L policies' your,BelieveA:the;FCouncil:•slioul' do:pt°to resto short ter_,m fi ty, o ef, q , t 4 ! (<• lµ{! y4.11': `��' h ' h :1,° 1 '�,',i. sl `u•-.h� b u nl Y!`1' 4"n Fu�Y[ .,�y:' � K� h, �p ! sl, i°•�" preorities and policses�you• believe the Coiin'd should adopt toy oster°long term `fiscal 'S•.,.. oT"in,.Taak Y i >T "�')•" n{" ,,r'•.�. �� e� t.r1u ."C"'�4�,Y ,` Iu.v a.iAr e•�i.1 ?'-?',,_ ai'n..r ^„! �1:•ua*�c�'6'�+^ q n�ii', '�'r +g,r •�1•.i' .,"`'/,• iR5 .R,5°r^".,. ,•,r ,.'>" w7 , 7 A.mu. .. .i .. o .f.- .W. ._ K,?I A7: As recently disclosed, our City is facing a projected budget deficit this year of $231,000 as a combined result of revenue shortfalls that include property taxes, automobile, and retail sales. Additionally, the regional economy, like the economy as a whole, is suffering with high unemployment, declining demand for goods and services, and a lack of funding for private development. The challenge is to ensure we maintain our most vital public services, while avoiding measures that would further weaken the very things needed to keep our City attractive to new business. In terms of immediate steps, it is likely that we will need to make some cuts to personnel and/or re -negotiate employee pensions and salaries through collective bargaining, unfortunately. While this should be a last step in my view, given the cuts that are already being made, it is likely that the further merging of departments such as what recently occurred, may need to be further considered. Longer term, we need to be far more proactive in promoting Petaluma as a center for business. We have much to offer in terms of a relatively low cost of living, a broad tech talent pool, plentiful low cost office space, and an attractive environment in close proximity the SF Bay area. It is clear from my discussions with companies outside of Petaluma that the word hasn't gotten out, so we need to work quickly to advance our City's prospectus — regionally, and worldwide. I do think there is much potential in moving forward with the Economic Development Strategy and am hopeful if we can accelerate its implementation, our financial status will improve. In order to increase housing and auto sales — major sources of tax revenue — it's imperative that we foster businesses that create high paying jobs. As stated in our Economic Development Strategy, hi -tech pays the highest salaries so it is fitting that we do as much as possible to foster growth in this segment, along with nurturing and expanding our diverse economy. As the CFO of Raydiance explained in our meeting, Telecom has changed and is not likely to come back, but there are new opportunities in tangential technologies we can and should foster. Understanding and embracing new technology trends is especially key given the Telecom industry of yesteryear no longer has the same relevancy. My experience as a current member of the local technology industry would be a tremendous asset in helping to move Petaluma forward in advancing the goal of a more tech friendly City that proactively attracts new business in order to achieve our financial objectives. The fact that I earned the endorsement from Leo Laporte, aka "The Tech Guy", in my Council run, I believe further highlights my experience in this regard. 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Davies Petaluma, CA 94952 home mobile Dear Petaluma City Council, Thursday, January 20th 2011 Thank you for the opportunity to apply for the open Council seat. I have learned much during the campaign and am excited by the prospect of helping our City to move forward with actualizing the recommendations of the recently finalized Economic Development Strategy. As a current member of the local technology industry, I feel especially qualified to not only represent this important constituency along with the community as a whole, but also to help move forward a number of initiatives consistent with increasing revenues for our City at a time of great fiscal concern. My experience in international business development and marketing, coupled with an academic background .in policy in planning, would be a tremendous asset to the Council. As well, having grown up in Silicon Valley, I am very appreciative of the unique quality of life in Petaluma and am deeply committed to ensuring preservation of its character as we move forward with sensible development. Petaluma, as you know, is facing enormous challenges. As a parent of two children who are enrolled in public school, VP of Business Development for a Petaluma -based software firm, I have a strong interest in ensuring a sustainable future for our town. As a member of the Technology & Telecommunications Committee for the City of Petaluma, Co -Chair of the Sub -Committee on Business Outreach, and active member of our community, I have been working to ensure our City moves forward in ways to help foster business, while ensuring the very things that make our City attractive are preserved. I sincerely appreciate your consideration and, should I be appointed, look forward to fostering a spirit of consensus in serving with you for the benefit of our community at large. Sincerely, Jason E. Davies JASON E. DAVIES PROFILE Professional sales, business development, product marketing, public relations, strategic planning, and personnel management executive with over sixteen years of proven success – specializing in media technology market segments. My goal in any venture is to build and maximize organizational strengths through inspirational team -building – while creating and leveraging opportunities to realize lucrative and sustainable revenue growth. Fusing analytical and creative problem solving with excellent communications and organizational skills is central to my implementation of effective strategies for brand management, product development, tactical marketing, and high impact sales penetration. EXPERIENCE VP BUSINESS DEVELOPMENT, BIAS, INC; PETALUMA, CA — 2000 -CURRENT Leading global sales and business development initiatives while driving product marketing, strategic planning, and growth forecasts for a leading music & audio Apple software developer. Directing sales, support, quality assurance, and production personnel. Managing domestic and international distributors, resellers, and sales representatives while advancing new strategies for growth. Developing marketing requirements for new and existing products. Authoring press releases, maintaining and expanding positive press relationships, managing public relations and artist endorsements, developing marketing collateral, conceiving product names, packaging and driving product UI design. Negotiating all OEM business development while managing strategic partnerships to augment market penetration and exceed sales goals. Directing event marketing staff at major exhibitions while developing company messaging and profile. Reporting directly to CMO and President/CEO in advisory role for developing company's immediate and long-term growth trajectory. Grew sales by over 100% in first two years – maintained average growth of 30% over following years. Secured company's largest OEM contracts (Apple's Final Cut Pro w/ Peak DV). Instrumental in conception, marketing, and distribution for company's single most successful prosumer retail and OEM product (SoundSoap), securing lucrative licensing contracts (e.g. Pinnacle, Grass Valley/ Canopus, Roxio) and retail sales for over 30% of company revenues. Instrumental in launch of successful App, iProRecorder. Developed and managed BIAS Distribution, providing 3rd party music & audio products to Apple stores. NORTH AMERICAN SALES MANAGER, OPCODE SYSTEMS; MOUNTAIN VIEW, CA — 1999-2000 Successfully managed all reseller and distributor channel accounts for US and Canada. Traveled extensively serving key accounts, providing compelling product demonstrations at major events, and fostering endorsement relationships with key artists. WESTERN REGIONAL SALES MANAGER, OPCODE SYSTEMS; MOUNTAIN VIEW, CA — 1997-1999 Managed and grew sales for the company's largest domestic market and national retail chain (Guitar Center) in addition to all physical and online resellers and distributors based in Western North America (US & Canada). Responsible for reseller training, public product demonstrations, and daily interactions with premier accounts. Assisted resellers with marketing projects aimed at increasing sales. PRODUCT SPECIALIST & EUROPEAN COMM. MANAGER, OPCODE SYSTEMS; AMSTERDAM, NL — 1995-1997 Established office in Amsterdam as base for company's European sales, marketing/public relations, and support efforts. Traveled extensively delivering engaging product presentations, engaging/training distributors and resellers, while facilitating communications and fostering VIP artist endorsements. CUSTOMER SUPPORT REPRESENTATIVE; PALO ALTO, CA — 1993-1995 Provided high-level technical and sales support for all Mac compatible software and hardware products. Assisted senior staff with technical knowledge and VIP end-users. Assisted Quality Assurance by submitting reproducible bug reports, resulting in important update deliverables. Assisted development with feature requirements and testing of MIDI machine control implementation in the company's flagship software, Studio Vision Pro. EDUCATION UCSC, BA in Politics, Double Major in Environmental Studies (emphasis on Policy & Planning) SKILLS • Identifying and implementing business development opportunities (OEM, new channels, market segments). • Strategic planning and competitive analysis. • Product marketing and life cycle management. • Relationship building – accounts, artist management, & public relations. • Dynamic and engaging presentation development and delivery. • Team building and charismatic leadership. • Deep experience in consumer and professional technology media products/markets (Apple iApp/desktop) • Personable demeanor with strong, positive industry relationships. • Proficient in major business and social networking applications (e.g. Excel, Word, PowerPoint, FaceBook, Twitter, YouTube, Linkedln). • Hands-on experience with and passion for Apple hardware and software (iPhone/iPad, MacBook Pro, Mac Pro, iMac, Apps, iLife, iWork, Final Cut Studio, Logic Studio) & Apple compatible 3rd party media authoring products (e.g. Peak, Toast Pro, Pro Tools). • Experience managing iPhone/iPad applications via iTunes Connect. • Experience with implementing marketing requirements of App SDK, launching and supporting iApp development. ADDITIONAL INTERESTS & ACTIVITIES Member of the Technology & Telecommunications Advisory Committee, City of Petaluma, Co -Chair of Business Outreach Sub - Committee; Member of North Bay Rowing Club; Science & Technology Volunteer Instructor, Sonoma Mountain Elementary School. Raising two children (ages 6 & 9 – enrolled at McNear Elementary) with my wife of 14 years; Music performance/composition; Science; Art; Philosophy; Urban Planning; Biking; Hiking; Politics; Writing; Digital Photography netal,umm, . your voice. your town. nis copy is for your personal. noncommercial use only You can order presentation - ready copies for distribution to your colleagues, diems or customersetL re or use the 'Reprints' tool that appears above any article. Order a reorint of this article now Davies f®r council Published: Thursday, October 28, 2010 at 3:00 a.m. EDITOR: This election I will be casting my vote for Jason Davies for Petaluma City Council. Jason will bring valuable business and marketing skills to the city while ensuring our environment, open space and public health are protected. He will listen to what the people and community want and make sure that projects are in their best interest. He will work to fill our vacant buildings and improve our roads, streets and traffic. He knows what makes Petaluma a wonderful place to live and raise a family and will make sure that it remains that way while moving forward with needed revitalization efforts that align with the city's and the people's vision. Please join me in electing Jason Davies. We don't need to choose between business and the environment; with Jason Davies we can have both. CANDACE STUMP, Petaluma Copyright © 2011 PressDemocrat.com — All rights reserved. Restricted use only. Petaluma, your voice. your town. This copy is for your personal, noncommercial use only. You can order presentation - ready copies for distribution to your colleagues, clients or customers thm or use the "Reprints" tool that appears above any article. Order a reorint of this article now Davies has a solid vision Published: Thursday, October 14, 2010 at 3:0o a.m. EDITOR: I concur with the Press Democrat's endorsement of Jason Davies. Jason has the right balance between responsible growth and environmental preservation. Jason's priorities include not only local jobs and natural resource protection, but also education, transit -oriented development and continued revitalization. of our downtown. Jason will work hard to keep programs that support seniors, children and people looking for work. Jason is vice president of business marketing for his Petaluma based tech -firm and knows how to do more with less. Times are difficult right now for people throughout the country, and that's why we need someone like Jason Davies, who has a solid sustainable vision for Petaluma. BETSY GINKEL, Petaluma Copyright © 2011 PressDemocrat.com — All rights reserved. Restricted use only. Recommendations VP Business Development BIAS, Inc. "Jason is someone I've repeatedly turned to for information, products and advice over the years. Whether it regards his market and products, or any of several other markets he's an authority on, his range of interests and passion for knowledge make him someone whose opinion I value greatly. I can always rely on not only his technical expertise, but his unique perspective regarding software, hardware and marketing in general, and he's helped me through a number of tricky problems. I know that he subjects any product and company he's associated with to rigorous standards, so I completely trust any recommendation he makes. Having seen him in action numerous times, I wouldn't hesitate to either hire him or work for him." September 8, 2010 Waldo LaTowskv, Director of Sales, Griffin Technology was with another company when working with Jason at BIAS, Inc. "Working at Opcode Systems was a team effort and Jason was the ultimate team player. Always encouraging to others and doing the hard work (trade shows, sales trips, dealer negotiations) with a smile. Jason was always professional in every way, he brought personality together with business a sense and showed success in always making the sale while also making new connections and advocates out of sales channels. I always learned a lot from Jason's attitude and supported many of his ideas for marketing and vice versa for sales. We worked well together. I would recommend him as a key employee for any company in the music industry or high technology." August 15, 2010 Paul de Bened, VP Marketing, Opcode worked with Jason at BIAS, Inc. "I have worked with Jason since he joined Bias Inc, and always found him to be a consummate professional. He understands his products, his market, and his users, and always exudes a passion and enjoyment for them all. He's a pleasure to do business with!" August 13, 2010 Jffry Kovarsky, Director of Brand Management, Korg USA was with another company when working with Jason at BIAS, Inc. "I worked with Jason at Opcode Systems. He first worked in the office in California, and then was asked to start a European office, which meant moving to Europe and opening an office. He was there for several years, and did an excellent job. He always knew the products, the field (use cases and competitive products), the customer perspective, and was equally at home talking business with dealers/distributors or giving demos and talking to customers. He later moved on to BIAS, Inc., and while I didn't work with him there, by all accounts he's done a great job there too." August 5, 2010 Jarrell Irvin, software engineer, Opcode Systems Inc worked with Jason at BIAS, Inc. "I approached Jason about taking our Submersible products to Apple based on my previous experience with him when we were both at Opcode. He is a true professional, with marketing experience and technical knowledge that spans pro audio, MI and consumer industries. I would consider him a great asset to a company's core team." August 4, 2010 Top qualities: Great Results, Expert Kord Taylor, hired Jason as a Distribution in 2007 ""Jason has professionalism and is a hard worker with sincere passion and tenacity that makes him an absolute joy to work with. I would absolutely recommend him,for any position he seeks in the music and audio technology field"" August 4, 2010 Seilji Murai, Managing Director, MI Seven Japan Inc was with another company when working with Jason at BIAS, Inc. "Jason Davies and I have crossed paths in a variety of different capacities over the last 20 years. In every instance he's been a pleasure to work with. Jason is a smart, experienced manager who gets things done and wins new friends in the process. Jason is intelligent, sincere and accomplished. I recommend Jason without reservation if you ever have the opportunity to work with him." July 28, 2010 Dan Brov , VP Biz Dev, AudioSage was with another company when working with Jason at BIAS, Inc. "Jason is extremely gifted at turning vision into reality when it comes to product development & marketing. He has an exceptionally keen eye for market trends, customer behavior, and technology trends that lend to a deep understanding of what needs to be done and how to go about it. He is truly enjoyable to work with, and that creates a necessary positive work atmosphere critical in helping bring out the best from his peers and directs. I would be honored to recommend him for any sales, mareketing, or product position that allows him to best leverage his enormous passion and drive for perfection." July 26, 2010 Dan Mom, Lead Group Market Manager, Global Partner Team, Microsoft Corporation was with another company when working with Jason at BIAS, Inc. "Jason has often proved a good source of valuable information and has huge experience in his field." July 26, 2010 Matt ilkinson, Owner, AMG was with another company when working with Jason at BIAS, Inc. "Jason's support was instrumental in helping us invigorate the BIAS brand in Japan. He was always very responsive, amiable and effective." July 26, 2010 William Mansell, Japan Director (TtTx) , M -Audio Japan was with another company when working with Jason at BIAS, Inc. "Jason is a real professional .... intelligent, helpful, courteous, responsive, passionate and honest. He is a person I would always consider first to be on my team." July 25, 2010 Michael Krewitskv, President, Professional Sound and Music was with another company when working with Jason at BIAS, Inc. "Jason is very personable and listens humbly to a broad range of my opinions. This point is very important in WORLD WIDE business. Jason contributed to Japanese localizing for Applications, User manuals, Packaging and Web collateral. It's made the business a success in Japan. I can recommend Jason most sincerely to anyone!" July 25, 2010 miTsuru Suzy, Field Marketing (Japan), Avid Technology was with another company when working with Jason at BIAS, Inc. "I've known Jason for many many years, and I've been fortunate to have reason to do business with him on several occasions. I've always been impressed with his dedication, professionalism, and incredible knowledge and understanding of the software business. He has great insights into the sales process, channel marketing, and product development, and is well respected and liked by people in the music industry. Jason works incredibly hard to make his employer successful, and I know is a huge asset to any company or any person who does business with him." July 24, 2010 Bryan Lanser, VP Business Development / Marketing, Muse Research, Inc was with another company when working with Jason at BIAS, Inc. "Jason has the ability to clearly think thru situations and come up with objective solutions that always benefited the company's interest. Working with Jason was a great experience for me. I learned almost all of my management skills I currently use today because of Jason. I give Jason my highest recommendation." July 24, 2010 apriel Khofri, Product Specialist, BIAS -INC reported to Jason at BIAS, Inc. "Personable, global experience with multiple sales channels, reliable, sales focused, marketing aware, trustworthy, remarkable. If you have an opportunity to get Jason on your team, don't hesitate. He will hit the ground running!" July 24, 2010 Woody Moran, Vice President Sales & Marketing, M -Audio, Inc. was with another company when working with Jason at BIAS, Inc. "Jason provided invaluable support during the early phases of some very innovative product introductions. As Sr. Product Manager for a new and relatively untested technology, I was faced with a challenging environment from both a technical and marketing perspective. Jason rose to the occasion and got his entire company behind the cause, enabling us to meet some otherwise impossible demands and provide our end users with a solution that was not simply satisfactory but stellar. I take pride in finding innovative solutions to challenges, and have a special appreciation for others who can do the same. In short, Jason stepped up and helped me pull a rabbit out of my hat. Although we've not had an opportunity to work together since, I can say without hesitation that I'd be confident to count on him again any time. He's one of those rare individuals that will be there when the rubber hits the road." July 24, 2010 papiel Keller, Sr Product Manager, Tascam was.with another company when working with Jason at BIAS, Inc. "I've known Jason for quite some time, and he has always been the 'go -to' guy whenever I had questions or problems with my digital workflow. Jason is scary smart, eager to help, and a brilliant problem solver. I'm indebted to Jason for making sure that his company's products live up the the needs of demanding composers (like me), and that demanding composers (like me) have the help they need." July 24, 2010 Top qualities: Personable, Expert, Creative Jeff Rona, hired Jason as a Consultant in 2000, and hired Jason more than once "I have known Jason for over 12 years. On every project we have worked on together or opportunity we have pursued, Jason has always been one of the most professional, curtious and thoughtful persons I have ever worked with." May 23, 2006 Michael J. Logue, Business Development Software Products, Presonus was with another company when working with Jason at BIAS, Inc. North American Sales Manager Opcode Systems, Inc. "Jason has been a positive energy in the music and audio technology industry for quite a while. He did a great job for us at Opcode. The sales position was very new to him at the time, but he learned extremely fast and achieved excellent results immediately. Since then he has become a well-respected and well- connected person within the industry. I couldn't give anyone a higher recommendation." July 29, 2010 Chris Halabv, President, Opcode Systems managed Jason indirectly at Opcode Systems, Inc. Product Specialist & European Communications Manager Opcode Systems, Inc. "I worked closely with. Jason when we were building the Opcode brand in Denmark, and had several visits by Jason which was a dedicated and skilled demonstrator and educator of all products. We have stayed in touch since then and I have over the years watched Jason grow from being a sales and demo -guy to be a experienced salesmanager and a true networker, always with a smile, a joke, and with the ability to make the people around him feel welcome and apreciated." July 24, 2010 Jakob Viaao Pedersen, Co -Owner, Super Sound was with another company when working with Jason at Opcode Systems, Inc. z r$5 Applicatio:n ClIbI Council City of Petaluma City `Clerk's Office 11 English Street Petaluma, CA 94952 Phone: 707-778-4360 FAX: 707-778-4554 Email: cityclerk@cl.petalumaca.us • Completed and signed application must be filed with the City Clerk by Thursday, January 20, 2011 at 5.:00 p.m. • Applications may be delivered in person, by mail, e-mail, or FAX. Only Petaluma registered .voters who have submitted a complete application by the deadline will be considered for appointment.. Please attach a resume to this application. The resume, should include educational background. Please print or'ty;pe your answers to the questions on the following pages, limiting your answers to one page per question. hl�me a f � Yr a. ,.Y PM 17-9 KI 6) F� li'®tee /�c9dress, .City:State; Zip<< Y >. y ?E7-4 L U sir 4 ;pal®way&Plione� 3��n ::1A/ork Ph®ne: 1 _ E MaI Address. 'Are you ,curtIe- tly a Lregistereda voter a"nd a = fbl ,resident ofYth'e Caty.of sPetalun�a? J�J YES NO rafs4nd„ancent6ves'do you be! BVe 'as'e� necessary to -;retain G Ib+ussnesses,°aeod to attract the kends offnewr;busanesses _ .' icy®evelopotoer�tpS$rategys' � �� `� t � - T VY DuR Cu��e,✓7- burS.S'/V6SSES IN /F.P-1,,19�Cw446 e'vz yap e ,eC'Zi4�i✓1 i c d e✓e-/0o��iv� LJ OUR �u.SsesJ/,) � ma//Jv9 . o Pel /A) e , �ou5 �/EA U e �,e Dv�e /N Fa i Sf�.vfc W e dog f w ©�/cG l2iz �'' y /� eVer✓u 'e C /7y o v,4 SSR FRoA#175 71e c-1-21 -e>/� L ,9 �✓5 �'° f ou ie ci f� z, nr s Ne- Ado�� /f / Al eVeNu-e- ,� Ar- a- AJ a Sse77 s� 5 w �a i •te e SL ctaL s' v zy i o ons eeN I2, � JAJDR/C'S D 2 •TIi��General;Planis.the:guodmg;�:docure�enf.andx�ision`-:forLth�:Cty��;Under:whatcrcurisiances;,=�` woul&ypit, 'comfortable',lWapproving;use`s,that Are ,anconsistent �nn$h the PIan,LL'and undeoa A r whatxcorcumsfances`would you:rbe .comfortatile'not'apprpv, uses specgp;ally illowed�m ahe jlan7 x� > ,,n. . �: ,.y`§,m � .a„ t ' 'r,. r -4 rid• t„n: 6 6' i��ds t � r, �m C - /0 7L D� C S�/z v CJ1 V", O o'14 77 w C - fly /V ee of l,`v C� s i�'� �e /�a.� �. ct ,e� a i �✓� Q 6/� CN o 1/c�./� coo /✓ 76&div , w ev � WO 7- rV ,-4 c�� dI vIa .r � 5 i - /�/-� �� 7'i � aj V1/�ST V•S- �� wdnY � ifs y -e- ale di d �( �O CCL vv At ce op Ct CCs-r►�, ��-e ©� `'�L`; ��Re- � p�R el�S �vcE� s �✓ fl u Laden. - 3 !`a,WS,h� `p-t,ihif,IlL i)d licie—s,,dd- youK-tKlhW9h6ulWb4"A-iopted lm"Ii§ht.d,f'th-e;'UrbaiGecw-th,,:Bound a rV esaho ies a�,b. prm /9 5 OR /art 2,4 0 - - PV e 44� 67 e) rb 10A 19C7-1L/111AV- A-) A� Y.6,1v9e-A1-, A) ry -e- LIV.C- AJee-d 60R JOR x,,, =;may-i+�.,,t�'.`�:^�:�` •'-: c '<'i'k.; �,_ w.. , ,,ey, �:�&rZ - - - — t � A.-`. 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', ,,-. _t• 'V'+ -x �� - x . ;4 "moi ,:a"pd s.c: �i: �.i'+•; - yo;ur knovirle ige of Petaleaenaks budget�situation: Please, 6-ti�er.dsscuss�thel'priorities aeeel i 1 ,. - '� 4\• 4 ', P s A�.:9' _ M '_ {F. ` - - ��\-p "� , - i , ;po9ices yo�ibticlievetheCuui�cilshoulii adoptto�restore.;sh'oi$teri giscalzstatiiiity, meed the :"a. t �^s.='y�`;:#�'- priorities'andpoiicies,you+beioeve;tiie�Couaecil`siipuld asloptto fosterfioieg terive ffiscal q -suets iaeay fig) '" �r i -�•, ,R ,�n - 7 ., dxa�! ��b - - �S X02 /YIe-n/�io�� w e- N eek deve,40me,✓f A^1 qoa do w< rZ/ ov O U z O W �OC>u�vG%!�/� UV 2 N eel �De.Gt 5 DL),� o�S oT �eN-�� • ria►, �m�j �.✓ �oos`,� e �,� ems, of � u c�.� � �.��-G..�..., �- • �u oe ��-e � �� 2 N e e-�5 - !/(� -e cera � e /�� c. � ee.�/ i4->✓ ,o will IIIl-e 4,5 Co ug, / /h t�t, fig /fi-,'' e 5'e-:74 �Si jieatuce� - I DI -4 / 7-X z,:--Y-/j a /v -s. / 9,6 ? 19-77e1vo,!S:7Z r e Foci yea'Oes /-7-�,,? 7- 1A) City of Petaluma A L tj City Clerk's Office w „ , Application t® Fill 11 English Street 1819c� Petaluma, CA 94952 Council `' Phone: 707-778-4360 i 8�$ City `� o u n c i l V �; FAX: 707-778-4554 Email: 2017 ityclerk@ci.petalumaca.us IM ftlkz4ft,v ® Completed and signed application must be$p -th th Clerk by Thursday, January 20, 2011 at 5:00 p.m. �r£Z! r • Applications may be delivered in person, by mail, e-mail, or FAX. • Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. • Please attach a resume to this application. The resume should include educational background. Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. Name: :' -.... a. Daryl W. Johnson Home Adi!"rens,. City, State, Zip Petaluma, CA 94954 a'me:,Phone: .. _ _ = , V1/o.rk-PtYone�. E=Mail-Address:, Al AreGyo,u currently a -registered voter an 9_a- YES NO `resedent of.the :City 16 Peta1,urna?` i`�^"'.,.:=t->r..�`'--.�..,-_.:�=s+a.t=-, ;��':E=r+°..-ate=., �''.�"-- - ��---:T.':,�'tr-�.-:"-'•"-_...�"-�.,=_�,: : _,fe:»moi.-,`:a., ..�r. _`>-- ."syn=`.r��-`-'..'=�Y �1AIFeaeconomoc deyelopment�prog�ams�anc9 �ncentivesTdo�you-belede�are�necessaryAto�retain�-Y �andsupportt�the,growth_ofxex�sting busonesses;�and totattrtact�the�k�nds of new�bus�nesses�r.�, ntemplat d�nAthexCity'sEcoinomicaDevelopiftientStrategy�� <Y�—£-_ ` One could start with parking management and building up support for our local newspaper to be able to print more than once per week. Sale adds need to be seen more than once per week to be a visual reminder of items to buy. We all have items we need weekly, monthly and specialty holiday needs which are year around purchases. The issue of attracting new businesses we all have read and talked about. We need Petaluma to be a business friendly community and we need to reach out to neighboring communities to come to Petaluma to shop and in the same measure, make it viable for our local established small businesses to get the exposure they need. A discussion of this complexity would require the participation of every City Council member, the redevelopment advisors and leaders as well as the City manager. 2 il;Pzlan`is.ahe`guadmg d"ocument:and distort`foi� t4�e�Ctty U:ndler what -i-mu- M tances b67C- uses that are;incores�stent with he Plan,and�under�= �q� = n stances bwould you be comfortable not approving uses `specifically allowed'�n t1te The City Engineers should review the project for Utility compatibility and Traffic impact first. This and the impact on Schools and Health Care should be considered along with Planning concerns. It should not be all about economics. Ecological concerns need to be considered as well. 3 `-- --_LLQ" ` _ - _ _ - - :r_ "> t='^p-R-._?a_r_K. -_ it it MVP ol a es do you think should be,adopted in.leght of tbd,Urbah Growth Boundary Petaluma has a Historical review process which could be reviewed and areas of infill and the design considerations Should be set up so that a developer looking for a location to develop could review different areas and know up front what is required and why. 4 te ebudgettuma�ntenance �floodcontrol °ark=develo went and traffec con est�on?5� .F a --zY Set Priorities: Safety, Efficiency and Cost vs. Value could be a check list to manage the budget issues. Looking at future major maintenance, infrastructure and considering major improvements first and backfill with the small pot hole maintaining required to keep the traffic flowing with lower complaints from local citizens and visitors. i _ _ es.Councilrvierimber-'.- ou conteiWitetd;buiIdiri 'a cd`hesive' �Whai`wouldyou;�do�ao�assure�'th�at, _- ---�y - � - g'v ¢�'y' •J..-� ��'tu =.--f"s' =��mss ., team comprosed of the+INayor and Council„C ty NBanager and-,St6fQihat'works toge$lier wiith _ mutual trust anc�drespecf.to provide vital public-services�and protects�the public's hnterests� This area is exactly why I am applying for the vacant seat. I have no set agendas or political aspirations guiding how I would consider the City's business decisions. I feel with my 50 year citizenship in Petaluma and having built many projects in the area that I can understand the local opinions and help base decisions on how the community feels decisions should be made without the trappings of political ties. I went to elementary, middle and high school in Petaluma and my continued education was in Petaluma also. Building the Theatre District project was one of the biggest honors of my career and now managing the Petaluma Health Center project has again showed that my management skills can be useful here in my home town. My knowledge is based on local newspaper publications and the community television channel viewing of planning and City Council programming and I don't pretend to know the whole picture of the budget problems. I would need to review the actual budgets and talk with fellow Council members to get up to speed quickly and be of service to the community in the spending decisions that must be made. iii"re Na I /t2,P /k I ME,, 'fir "IT", �� Email: • Petaluma, CA. 95954 CONSTRUCTION PROJECT MANAGER / ESTIMATOR Project Management ® Estimating, Private and Public DesignIEngineering Management a Permitting, City/County/Gov Scheduling Management ® Field Project Supervision Accomplishments PROJECT RANGES — Multiple project valuations from $90K to $20MM; square footage from 1500 sq ft to 90,000 sq ft. Commercial, Retail, Office, Mixed Use and Redevelopment projects. Co -managed the $100mm Petaluma Theatre District project as well as Redwood Business Center, north Petaluma, CA. Managed the FountainGrove Executive Center and Harvest Business Center projects in Santa Rosa, CA. DEVELOPMENT EXPERIENCE — Real Estate planning, Entitlements, Proforma/Budget management, Civil Engineering, Architectural, Mechanical and Electrical design management. Investor reporting, Property Management assistance, Capital Improvement management and facilities collaborations. SPECIALTY EXPERIENCES — Healthcare MOB, Radiology, MRI Construction for Hospital and Private Health Centers. Local and State Public Works, University and School Construction. Professional Experience BUILDING PROJECT MANAGER 2010 — PRESENT Petaluma Health Center, INC. FIP HRSA Grant OSHPD3 Medical Office Building including 42 Exam rooms, 9 Dental Operatories, full Facility and Finance department managing the architects, engineers, and other design consultants. General Contractor buy out for Demolition and Construction including site improvements, interior build out, complete HVAC and Roofing installations. New Windows, Building insulation and Finishes throughout 53,000 square foot building shell. CONSTRUCTION CONSULTING 2009-2010 Commercial, Civil Contractors. Private Investment Groups Working for various general contractors, provide consulting services for projects ranging from 850K to 2.5MM. Consulting services include estimating through final bid proposal, cost/risk assessments, project and design management, permitting and capital improvements. Solicited and qualified vendors throughout the bay area. CONSTRUCTION MANAGER 2003 —2008 Basin Street Properties, Petaluma, CA Responsible for multi-million dollar development projects covering Northern California. Managed project entitlements through permitting, buyout and construction consisting of utilities, grading, site improvements, shell and tenant improvements. Responsible for establishing and managing project proforma budgets, selecting and managing design and engineering groups and procuring building permits and utility easements. Managed contractor and vendor buyout and contract awards. Developed and maintained critical budget and schedule expectations. Significant projects included co -project manager on $100mm downtown Petaluma Theatre District involving mixed use new construction and renovation including apartments, apartment lofts, office buildings a 16 theater Cinema and many retail locations. Sole project manager of several new construction business park locations in the North Bay with average square footage of 65,000. Managed building acquisitions from pre- purchase condition reports to re -design concepts and budgeting through purchase agreements and ultimate final design, buy out and management of capital improvements. Managed capital improvements on office buildings, shopping centers, parking structures in Sacramento, Reno, Nevada and Sonoma County. Completed the 90,000 square foot Woodside project in Novato, CA including shell and tenant improvements. Page 1 Daryl Johnson Resume Page 2 PROJECT MANAGER, PROJECT ENGINEER 2000-2003 South Bav Construction. Petaluma and Campbell, CA Working with large Northern California general contractor specializing in design/build construction for major developers and property management firms such as Trinity Properties in San Francisco. Managed multiple commercial developments and tenant improvements from San Francisco north to Sebastopol. Initiated estimation process and had full responsibility for subcontractor negotiation and selection. Was responsible for RFI and submittal processes and supervised projects from mobilization to completion. Assisted design consultants in problem solving and plan modifications. Major projects included a Market Street, San Francisco retail building renovation, office buildings in EI Cerrito, Berkeley and Novato, CA. Managed the redevelopment of the Larkspur Landing shopping center courtyard facilities, landscaping and multiple retail tenant improvements. SUPERINTENDENT, ESTIMATOR, PROJECT MANAGER 1998— 2000 M. A. Davies Builders, San Rafael, CA Working with general contractor specializing in public works, DSA and VA construction projects, assisted in subcontractor buyout and oversight. Responsible for estimating, project management and site supervision as well as client relation management. Significant project work included the Novato, CA grocery store to gymnastic facility conversion. Major building renovations and a marine biology laboratory at the SFSU Romberg Tiburon campus. San Francisco Veterans Hospital MRI facility replacement and modernization. Multiple elementary through high school modernizations. SUPERINTENDENT, ESTIMATOR 1994-1998 PDG Builders, San Ramon, CA Field construction management for medical imaging facilities including hospitals, radiology departments and private medical offices in California, Colorado and New Mexico. Complete radiology department renovation for Sonoma Valley Hospital. O'Conner Hospital MRI, San Jose Imaging Center complete radiology office building. Mt. Diablo Hospital radiology projects. San Francisco General Hospital radiology department and many small CT and MRI projects from Chico, CA to Los Angeles, CA. Healdsburg Hospital CT department. Additional Skills o Microsoft XP, Vista, Windows 7, MS Project, Excel, Word, Outlook and Power Point. e Computer hardware, driver installation. Carpentry and Electrical trade training and experience. Recommendations Rick Johnston, Vice President, Cyan Optics, "Daryl has superior project management skills, is a good communicator and has good relationships with his vendor community, all imperative in order to deliver successful project. After working with Daryl on this project and watching Daryl skillfully juggle numerous other projects and relationships, I believe that Daryl would be a great asset to any company." Ken Petro, CEO, Indoor Environmental Services "1 have been in the construction environment for over forty years and without a doubt Daryl is one of the best i have worked with! He is very astute with all phases of construction and takes a no nonsense approach to getting the job done on time and within budget. He has good communication and listening skills that really help during difficult project situations." If we were doing general contracting work, t would not hesitate to hire Daryl Johnson. Jill Kinney, Managing Director, ClubSource (Club One fitness centers) Daryl is a seasoned professional with strong network connections and a drive to get things done ... even if they look impossible at the outset. His experience and leadership was instrumental in our project success. I can highly recommend him and would be happy to discuss this further if you wish to contact me." Complete project list, and recommendation letters available upon request Application t, -;- City CouncilV7 K � City of Petaluma 44 City Clerk's Office 2Gay w 11 English Street . taluma, CA 94952 one: 707-778-4360 ti AX: 707-778-4554 Email: rnet\ `0 yclerk@ci.petalumaca.us IMPORTANT: Completed and signed application must be filed with the City Clerk by Thursday, January 20, 2011 at 5:00 p.m. Applications may be delivered in person, by mail, e-mail, or FAX. Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. ® Please attach a resume to this application. The resume should include educational background. Please print or type your answers'to the questions on the following pages, limiting your answers to one page per question. Na '•A�'. a"; Vii. ,t�.'v. rne:�i RAYJOHNSON _ "ao-��"A'b:'."r qtr �•6�`- w\•�� "dome+�AddreSS' ,c At° � State' PETALUMA', CA 94954 Home."P'h®ne• 11Vo�k:,Phone;:: ` µ �t ;ryp yse SS CELL 'fir - ' .,t. ..• :'>. '. 1.. "4;; ..>..- E-N9a llAddress."` ,: Are yoia Curren yarregistered;woteo�:and a.; `a' X YES IVO resident �1Nha# :economic�drepvel and `su,ppor-Ahe;:gr m conteniplated:in ;th'e't ,:an i o y )u,�,belidve are necessary,"to''retain ttract: th6*i'nds` af:new`Abusirtiesses As a candidate I spoke to several Venture Capitalists regarding Petaluma as a potential site for business location. Here are some sample comments: "Up front impact fees are often a hindrance to relocation financing. It would be better to impose them at project completion as most impacts are post relocation" "As we understand it your commercial vacancy rate is approaching 50%, wouldn't.it behoove you to work with landlords on tax breaks or other abeyances?" "Zoning clearance requirements are often hindrances particularly in multi site locations and should be eased" These were just a few comments - others referred'to, recent litigations as a negative regional/national perception whether justified or not as well as process impediments but overall there seemed to be a negative impression We MUST hire a Development Director and focus on REVENUE RECRUITMENT. INCENTIVES - Potential tax breaks for landlords that fill commercial vacancies as the long term benefits of jobs and revenue far outweigh the short term sacrifice (addition by subtraction) Industrial/business parks should be granted waivers on potential parking requirements, up front impact fees etc. (any encroachments in a primarily non residential area are outweighed by the revenue benefit) All fee contingencies that have limited value must be waived (good for all very small sacrifice) PROGRAMS - Work with all interested parties such as business owners (the Chamber of Commerce has a Committee designed to assist existing businesses with hard earned advice as well as potential new revenue with the process), landlords (create an advisory board of landlords to create a platform attracting business) and work as one Council to attract business. 2 The'General P,lan�'is',the� Uidin dociiinent..and`.vision,'.f 'e -A '-Cit Under,:what circUmstances, . ✓'iry 4.. �: .• a .. .Y i.9iRJ� I h—•d" .F L, wouldyou,be..comfortable in:approving.uses�that are inc onsilstent,vvitli:thehlani 'and�untler 'what cdreumstances,would you <be comfortable not approving gses�specifically`allgwed;.in the' plana h � d - , P.'ti;.�a :,I.nw".t id S +m $,. R\ Vit° <q m',•; a . > Fq.... The General Plan is a well thought out set of guidelines. However it is a working document capable of being amended during the year because situations, conditions and priorities change. Flexibility is key when determining what is best for the stakeholders INCONVENIENT USES - The Regency project was on a site that called for mixed use. I support a policy that encourages walk/home-work environment wherever possible but is it practical for residences bordering 101 (go to the back of Vintage Chateau on McDowell'for a demonstrative experience of'noise) Banning of all drive through retail locations is certainly justified when considering exhaust and clean air issues etc. but this is an example of rigid elimination of a consideration that may have offsetting benefits These are small itemized examples but the overriding consideration should be the benefits to the City as a whole that may not have been apparent when the General Plan was drafted APPROVING USES DISALLOWED - The discussion is once again the same, conditions and priorities change. The overall value to a City is measured by optimizing the benefits to the Stakeholders as a whole. The value of the General Plan is long term as must the evaluation of the benefits to future and present generations must be. What infill policies do :you;thi k,'shouid be adopted -in ,fight, of,"the :UrbahrGrowth; B'bu"n'd'ary , establ,islied b11,the'voters°in:'`1998 anddxtended'fo 2025by`the voters:in 2010?° What policies, and.prog ams`.v+iould you�'pridmote� oppr'otect Petaluma's historic;rrcultu;ral;,°and'`pi►y§ical'" .,.• assets •.n , , ,. N.. -; .••,.±,, ....4F�....,.K„n.,,r., ,.'+-r. ....5... :,, ,..'.V �:. .. •'-...t a... •� ... mi •. .. .. "Y:,."� _. �.. ,.n ... .. ... .. .. , This question has redevelopment contingencies based on Governor Browns proposed reallocation of redevelopment Funds that will affect any programs , particularly as it pertains to historic, cultural and physical assets. In a perfect world by increasing revenue funds would be available for preservation, in the real world, seeking grants is probably the only recourse. Infill is critical to the financial sustainability of Petaluma while maintaining the Urban Growth Boundary. Creating the Station Plan Advisory Board surrounding the Smart Train was an excellent first step. The Pittler project, like many a long ongoing battle of circumstances would provide substantial infill, a walking community and revenue. Creating a downtown hotel on Ross Jones site would also accomplish this. These are just examples of projects that create revenue as well as infill. Petaluma Boulevard North offers substantial potential infill sites. As a Council, efforts should be made to work with those filled with a vision and expedite making it happen. For obvious reasons I have mixed emotions about combining Planning and SPARC but I welcome any and all efforts to streamline the process. n =Ii sting budget constraints �'hoiti•'would;you address^�infr-astructure"needs rhd40 ng et`,naintenance,: flood contr<ol, park development; and;traffic con6est1on2 Much of this question is contingent upon Governor Brown's intent to reallocate redevelopment funds PARKS DEVELOPMENT - Parks are critical to the ambience that is Petaluma. However in lieu of the current financial situation, much of the funding should be private sector oriented. The Washington St. sports park is a huge asset to attract potential sports activities so there should be private sector interest and benefits. I, for one, would be happy to use my fund raising experience to help. As land projects occur, park contingencies should be a prerequisite. TRAFFIC CONGESTION - For years Rainier and even Caulfield have been deemed desired Washington alternatives. However short of an influx of impact fees. there.isrlittle or no money for infrastructure. It is critical that we stay 'in the game" as far as the 101 freeway crossing but the only solution is AQUIRING REVENUE to ultimately solve the crosstown connection FLOOD CONTROL - Pending redevelopment allocation and assuming Corps of Engineers funding is/is not available this discussion is on hold STREET MAINTENANCE - We are so far behind with normal maintenance that the cost of repair is increasing exponentially. Vince Marengo shared with me that -even under the best of circumstances funds dedicated for street maintenance fall short of what is required. We must allocate funds to at least hold the line if at all possible. Based on polling done during the campaign, street repair ranked no lower than second on the minds of Petalumans. We must INCREASE REVENUE or this problem will compound What would yosu,do.to assure that'a's Co.uncilm:ember;,,yowcontributelao building a`cohesave. team comprised of"theiNlayor and Council, City Manager and:Staff that.'works together w'th'.a . .v. A... . > _ ra mutual; trust.and �respect`to; provide: vital public„ser.Vices and> protects the'pulilic`.s:interests?° Cohesiveness might be as, critical an issue as there is regarding Petaluma politics. I have the utmost respect for any group that labors as hard as our City Council, that espouses principles that are without selfish bias and that really cares about Petaluma. However overriding this is a perception that there is an irreversible schism between Progressives and Pro -Business. Here are some suggestions I would encourage, some replicate private sector behavior I'm more familiar with others seem like common sense: Expand the closed session concept to roll up your collective sleeves and discuss key issues/projects ironing out compromise,on all but a few issues, present uniform ideas to the public and vet those seemingly non compromisable. This would create an atmosphere of seeming coalescence, while debating the critical issues. Create a uniform appearance by appearing as an entire group at key meetings (last year when the Argus/CoC had an event honoring the dedicated volunteers in the City attended only by "pro business", Dutra debates were primarily attended by only Progressives etc. Regardless of your opinion, the City Council is and has to be a single body. Embrace the Staff for all they do. They have areas of expertise that few Council Members have the time to replicate Individually 1'; have 20 hoursa day (semi blissful retirement) (4 hours sleeping) that I would devote to meet with stakeholders to determine solutions or suggestions. If we actively SEEK REVENUE many problems will correct themselves Petaluma Lias;.... Ied with, f'iscandeclii�e^.for th^e last,th"ree,budget;cycles::`Briefly discuss' ` your knoWledoe of:Petaluma's budget situation `t?iease further. discus's`the priorities`and olicies o`uwbel�eve the';Coueicil sho Id adopt;;to:restore short,term fiscal stability; and".the'' 'P, Y :'. priorities and policies you:beliede.;the CounclVshouldyadopt to foster"lo'ng term"fisca;l sust "nabili Petaluma's fiscal revenue decline though dramatic ($52,005,503 in 2007 - $31,494,350 in 2011), is of greater concern when one considers the sustainability: Expenses have exceeded revenue in 4 of the last 5 years For the months of July 2010 to Dec 2010 sales tax revenue grew in Sonoma County by 7.9% while in Petaluma they grew 3.1% For the year sales tax revenue in Sonoma County grew at 3.1 % while Petaluma saw a 1.3% growth WE MUST FIND SOURCES OF REVENUE ASAP If one supposes the economy is to blame for all our fiscal crisis, it must be equally considered whether we are truly prepared for economic recovery. SHORT TERM SOLUTIONS Focus on revenue 24/7 Since 80% of our expenses are salaries, a hard line must be taken on all bargainable positions and EQUALLY IMPORTANT, a 5% decrease for all non bargainable positions The City Attorney position should be taken in house. This, by no means, is critical of Eric or Meyers Nave but is more a reflection on how litigious we have become and the fact that the current scenario has little or no control over the expenditures or there justification. I would give a financial comparison but legal expenses are hard to quantify as they are allocated across the board (Measure U opposition was charged against water etc.) Regrettably but necessary, a freeze on City expenditures that represent more a quality of life than a necessity. Drastic as this may be there is an alternative: INCREASE REVENUE LONG TERM SOLUTIONS Focus on revenue 24/7 The most critical long term crisis is the escalating cost of benefits, specifically benefits. A two tiered pension system is a must. As a private sector lifer, most companies have instituted a two - and even three tiered pension system as well as increased premiums for medical coverage We must institute a twice yearly evaluation of all expenditures on a comparative basis. In the private sector department heads have to not only justify their cost but in an overall value, create a ranking of value. This creates both a measuremnet but also;a sense of valuing what we do as department heads and as a City i n r ; ®ate` S atu a x� 9 <G. n } NC 7 Raymond Johnson Petaluma, CA 94954 Position City Council sought. - _ - - Qualifications 40 axperience in Sales and Marketing as a Sales Director, Sales VP years Negotiated contract as part of management with the CWA Union Served on SPARC, Youth Commission Education BA Economics and Political Science, Washington & Jefferson College Executive Training Program with Dean Witter Cisco Data Engineering Hastings School of Law (one year, 9"' in class — travelled the world did not return) Employment Sales, Sales Management, Sales Director 1986- 986-Pacific PacificBell'/SBC/AT&T 2009 Sales VP 1980- 980-Voice VoiceMemo, Walnut Creek, California 1986 Responsible for Nationwide sales of Phones, voice mail, data connectivity. Stock:Broker, Branch Manager 1971- Dean 971-Dean Witter, New York City, NY 1980 Responsible for retail sales office at 14 Wall St, #f 1 office in NY area Community Cinnabar Theater — Board of Directors Involvement Special Olympics — Eastern Board Member Meals on Wheels — multi year driver Mentor Me Chamber of Commerce Christmas Cheer Political: SPARC Youth Commission AnPlgcation t9 City Council Va City of Petaluma ®A VAN ?n "'\ City Clerk's Office etaluma, CA 94952 one: 707=778-4360 AX: 707-778-4554 <9 `�O�► Email: ciiyclerk@ci.petaluma.ca.us . IMPORTANT: • Completed and signed application must be filed with the City Clerk by Thursday, January '20, 2011 at 5:00 p.m. • Applications may be delivered in person, by mail, a -mail, or FAX. • Only Petaluma registered voters who have submitted a complete application by the deadline will be, considered for appointment.. • Please, attach a resume to this application. The resume should include educational background. • Please print or type your answ:ers'to the questions on the following pages, limiting your answers to one page per question. Christina T. Kauk Petaluma, CA 94952 VES El NO What economic development programs and 'incentives do you believe are necessary to:ret-ain and support the growrth' of existing businesses, and to attract the'kinds of new businesses contemplated in the City's Economic Development: Strategy? I think it is apparent that the City of Petaluma needs to continue current practices and implement additional means of conrecting.with and providing support to local small businesses since they provide 90% of the new jobs, in our community. Establishing relationships and providing assistance to local small businesses should accomplished, in part, through continued partnerships with economic development partners such as the Petaluma Downtown Association, Sonoma Mountain Business incubator, Sonoma County Economic Development Board, the Chamber of Commerce, etc. I agree that the City needs to work more with the media to promote local businesses that are currently supporting the community. Additionally, we need more articulation between local businesses, the junior college, and high schools regarding possible programs to prepare students for work in Petaluma, and creating a better web presence, will help the City to more effectively provide assistance and information,for businesses attempting to relocate to our area and/or for those attempting to make improvements or expand. Seeking,grants in order to provide low-interestloans,or grants to businesses willing to relocate to areas with high vacancy rates and for assistance in lowering their cost, of marketing, infrastructure, and energy use would also assist Petaluma's economic development. All this would serve to reverse the slowdown of construction and to increase the reduced tax base that has resulted in loss of revenue for Petaluma. 7 Particularly in this economic climate,,- it would'seem�appropriate10 approve uses'that allow business, development, and/or expansion wfiere appropriate, even,in circumstances.where`the zoning, standards that are in place are not reflective of the -current needs and changed distribution of businesses in Petaluma: Keeping in mind that a community and its needs change with time and evolving economics, it should,be recognized that, any time the benefit to the community is of greater value°than the limitations defined by the General Plan, it would seem appropriate to take action that,is not in line with that Plan. This being said, it is important to keep in.mind that there was significant community input in the creation of the General Plan, and therefore, it is important to respecrthe community values it reflects whenever possible. We -should work to adopt policies.creating historic:districts=where appropriate, prioritize;the improyement/redevelopment of existing properties that haveJallen into disuse or that have,tieen underdeveloped,. andproceed with infill; using Smart Growth principles. Additionally, in order -to protectour community.assets and environment, the City should look atways of providing grants or rebates to local businesses who build or remodel in "accordance with Green Principles and who do so in a way that reflects the�values of the General Plan, and more particularly, the Central Petaluma Specific Plan. Throughout this, process,. we; should continue to create opportunities, for community input regarding improvement/ redevelopment projects. Ihe:tirst:stepjn addressing the>intrastructure.needs in, Petaluma would, be to prioritize the most necessary projects. ,I his process would include inviting the community to provide input-to assist irkhat process: Our°General Plan would.provide some guidance in prioritizing as well. Further, we should, look_ at creative solutions„ including restructuring the way in which services are offered and, seeking grants for major improvements that:are needed: It appointed to thecouncil,- :would'encouragethe Mayor, Council members, and staff, it.appropnat% to spena:some time on team building, with ari.outside facilitator if necessary f would. personally spend some, time building relationships with the City Manager .and :other staff. When me'have an undei•sfandi`ng.of'our different perspectives and "the reasons for those, differences, we are better able to work together through,negotiation and compromise given'that we respect the need for different perspectives. I would take upon myself the responsibility-of.listening before speaking and of responding in a professional and respectful manner to opinions or suggestions expressed by fellow Council members and staff. Further, if our Council does not have any Governance Standards (clarifying Values, principles) in place, I would encourage our Council (with or without me as a member) to create or adopt a set of standards expressing the relationship thatwill keep 'members focused on the goal of serving the community in a productive and collaborative manner. Petaluma: has.grappled with fiscal decline for the last=three budget cycles. Briefly, discuss: your knowledge of Petal uma's budget situation. Please further discuss the. -priorities and policies you believe'the Council should adopt to restomshort term fiscal -stability, and the priorities and policies you believe the Council should .ado.pt,to foster long .term fiscal sustainability. emesem®mmmeeemmeoeseememmmeeeommeeemesomeeemoeeeemeemaomeeeeeememmm®®eeeme,ee Petal uma's.budget situation appears.to be better than some, although we face challenges that most cities in, California are facing. due to general economic challenges and the shortfall in our state budget. We have.had good management that has dealt with most issues in a fiscally responsible manner, however we are still facing aspects of our infrastructure that need to be updated and/or improved in order to.preserve the economic and social well=being of the residents and businesses of our city. We.have lost revenue with the slowdown of construction and reduction in property and sales tax collections. With improvement of the economic climate these trends are predicted to improve and by adopting policies that will assist businesses to establish themselves in Petaluma and will assist existing businesses with expansions we -would hope to see:additional increases in collections of property and sales tax,, permits and licenses, and fees for services. Further, budget discussions should include discussion about policies to increase the level of reserves which are currently at a'minimal level, but which should be increased to ensure long-term fiscal stability: These policies could include regular evaluation of our investment strategy if appropriate. Christina Kauk Petaluma, CA 94952 Objective: To use my, skills as, a college instructor, school board trustee, small business owner, and community activist in a community leadership position. Employment History January 1989 –present Santa Rosa Junior College, Santa Rosa and Petaluma, CA Instructor of French of all levels (transferable courses 1-4, conversation), participating in drafting of various course descriptions, course proposals, interview committees January 1998–.Ianuary 2011 Petaluma Elementary/Joint Union High School District, Petaluma, CA Trustee, Petaluma City Schools, an elected position, serving three 4 -year terms. Also served as delegate to the California School Board Association. for bi-annual meetings to draft the organization's policy platform, meet with legislators, representing other trustees in the state. September 1983 -August 1984 Institut des Universites Americaines, Aix-en-Provence, FRANCE EFL Teacher Universite d'Aix-Marseille-St. Jerome, Marseille, FRANCE Taught English to Engineering Students at the university level, teaching exclusively in the target language. August 1983 –August 1984 Universite d'Aix-Marseille, Aix-en-Provence, FRANCE Represented San Diego State University as Graduate Teaching Assistant in the department of Etudes Americaines, teaching translation, American History and Culture, graduate seminar on American Labor Unions, assisted students in the Laboratoire de Langues 1976 -Present La Jolla – Redwood Ci"onoma County, CA—Aix-en-Provence, FRANCE Private Tutor ESL and French taught 100% in target language. Provide private coaching for professionals needing French for business and travel. Play -based approach with young children ages 4-12 utilizing children's books, songs, and creative games. November 1988 –present Petaluma Orthopaedic & Sports Therapy -P. O. S. T. -Wellness by Design Co-owner, managing dynamic, busy physical therapy practice and wellness center; responsible for contracts, oversight of billing, collections, resolving claims issues, patient/client issues, payroll, human resources, personnel, program development, marketing, troubleshooting for computer software and hardware. Education - San Diego State University, Master of Arts, French Language and Literature, 1985 University of California, San Diego, Bachelor of Arts, Linguistics, graduated Magna Cum Laude, 1977 Universite de Grenoble, France, University of California's Education Abroad Program, 1975-1976 Completed studies in the departement de linguistique Skill ® Fluency in French: reading, writing, speaking; conversant in Spanish and German ® Curriculum Analysis and Development ® 22 years as a business owner ® Cycling, running, and hiking References available upon request ki ` c'y City of Petaluma IV 9011 �, City Clerk's Office Application t , � it English Street etaluma, CA 94952 1' one: 707-778-4360 City Council �I � %� �c ,� FAX: 707-778-4554 Email: cityclerk@ci.petaluma.ca.us IMPORTANT: • Completed and signed application must be filed with the City Clerk by Thursday, January 20, 2011 at 5:00 p.m. ® Applications may be delivered in person, by mail, e-mail, or FAX. Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. ® Please attach a resume to this application. The resume should include educational background. • Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. � ! i Na ,5 ± ,.,.:•,,,,,,;,,,,,,.:., :.. s,wi.,. ,•"?,.: ,..�'^'.x .„ .tea C6P n .. .. ,""4'�^i, n etl..:� f,:yY •. .. , - '•�,,r ,u +:b;:, n _ Gabe Kearney " awn.,.. . H me�Address .C't. ;State -. Zt �/ p av Petaluma, Ca 94954 1=9ome P' r• Wo rno. Ifs=Pail r W=r Are ou-currentlt are stered votera<arod X s ;'Y Y....,...< 9 YES ® NO i4sident"W'th`e. C of ? ��' ,ty�, Petaluma,.;.,. `°�!';`,' - What, economic;,development grog°rams;and`;incentives-do::you belfieve:,are::necessary to, retain' Nand support the growth; of exis#ing businesses, and to',attra,ct the kinds: of new,:b,usinesses contemplated inrthe'*Cilty's;Economic'Developme`nt.,Strateg'y? r ...:. Attracting businesses to Petaluma, and retaining them is what is paramount to ensure economic stability for the City of Petaluma. The city needs`the revenue from propertytax revenue, sales tax revenue, and from the fees associated with new development. In order to ensure that we see a growth in Petaluma we should look at a marketing campaign for the city of Petaluma to attract new,businesses, incorporating case studies of the businesses that are located here that are able to thrive, and enjoy the great quality of life associated with living in Petaluma. Attracting new businesses, especially in those clusters` identified in the Economic Development strategy, such as diversified manufacturing, information and communications technology; and innovation services, will bring good paying,jobs to Petaluma. Attracting these jobs to our city means an increase in persons that will be able to purchase a home, car, or support our local businesses. While the Chair of the Sonoma County Community Development Committee we were able to start the process of developing a marketing plan for the Guerneville'redevelopment area. This will help to bring additional revenue to the local businesses and increase the sale tax revenue associated:, with the increased amount of visitors. Using this approach for business recruitment would be advantageous to the city. In order to sustain the businesses that are in that area we also developed a relationship with the Redwood Empire Small Business Development Center to provide services to the businesses. If the City of Petaluma were to partner with the SBDC to help foster some of the smaller businesses in out city we would better be able to retain the businesses that are in place. These small businesses, especially in the downtown area are what gives Petaluma such a unique character that is want makes this such an amazing place to live. The recent proposal from the Governor does present some challenges in regards to our ability to utilize redevelopment funds. If th&City were to move forward expeditiously to utilize the redevelopment funds currently available, we could maximize the resources currently available, before they are taken away. Entering into a contract utilizing redevelopment funds now would ensure our ability to expend the funds if the redevelopment funds end up being taken away. .J.,' KWh. ;�•' The General„PlanJ61he-guiding documernt=and"vision.for:.the'City Undere. atIci"rcumstan .4 n,.., .gip. .. .., - F'• .� A:.',, t?. would:'you.be;corriforta,lile;"-in"approving;,uses`that".are inconsistent with,tMe°plan; nand under what cIrcumstahces;w.ould you., be camfortable:not approvingruses;.sp`ecifically aIiowed in tlie•. e - The General Plan is a document that is put together with a considerable amount of time, effort, and collaboration from members of the community, city staff, committee members, and council members. The purpose of the plan is to develop a general outline for how the city is to move ,forward 'in regards to development in the coming years. It is important to follow the general `plan and the community effort that is reflected in it's pages. The general plan reflects the vision of the residents and their^input should be valued. There are times though, that an amendment to the, general plan is needed. Theses amendments should be considered on a case by case basis, and with input from the community. If I were to be on the council I would want to ensure that any amendments to the general plan would not allow for development to take place that would change the characteristics of the neighborhood or area in question. Additionally, I would want to ensure that the impacts of developing in that designated area are mitigated. ,:.. ,✓y."BoundaryNha inf611faheUrbanGrowth established b .wthevoters;ain'19.9,8,;and;'.etended to 2025-.by;the.<voters-in .20"®?.,`.W-hat, policies;= and programs.wiould you'pcomote.to protect pet aluma.s:historic, cultura`I, and physical assets? The utilization of transit oriented development would be my preferred approach moving forward. This model of utilizing mixed-use development to maximize our development opportunities, while reducing the amount of vehicles on the road by increasing access to public transit options. Looking at the opportunities that we have with the station area planning process, and the development of transit oriented projects in the surrounding areas will allow for us to focus on in -fill development. This can be done with a strong emphasis on ensuring that the character of Petaluma, and its historical buildings, and neighborhoods are protected. Having a strong amount of community involvement in this process will ensure that the culture of the community is also reflected. As we look at the recent development in the downtown area we can see that the new development can be done in a way that is reflective of our communities history, and embraces its culture and charm, while creating an inviting place for shopping, dining, and entertainment. .... Within,existing,-budget'constraints; how::would%you address,infrasfructue needs including street nnaintena`nce"flood control; parkpdevelopment,'and traffic• congestion 7" nw The City of Petaluma bas. a considerable amount of need to repair and maintain the current infrastructure. It is important for the costs of these tasks to be reflected in the development fees that are, levied by the City. There is also a significant need to do an analysis of what are greatest risks are regarding repair and maintenance. When we look at the recent council meeting on January 3rd for example we were faced with some significant repair costs to critical water infrastructure. Having a big picture view of the projected needs for repair and maintenance will allow the council members to make a more educated evaluation of which projects to fund given the limited funds that are available. The City has been successful in the past in securing federal funds for projects like the flood control project. It is important that we continue to have a good working relationship with our elected officials at the state and federal level so that the city of Petaluma's priorities and needs are well known. Additionally, it is paramount that we do not develop in areas that will exacerbate our flooding risks, Preventing development in these areas will help to mitigate the inherent flood risks. The maintenance of the parks in our city is something, that many of our residents feel strongly about. Being able to maintain this service as well as the vital public safety needs will present a difficult proposition moving forward. If we work with our community partners, like the school districts to share resources for park maintenance we can possibly reduce the financial impacts for both parties. Mitigating traffic congestion can be handled moving forward by promoting transit oriented development within our city. If I am able to park my car in one location and get shopping, entertainment, groceries taken care of in one trip it lessens the amount of time that I am spending on the road. This is an easy solution that not only helps to get cars off of the road; it increases the feel of community in the areas that are developed in this fashion. , What:would>you do,'to"assure that,:as,.Council"mem6'er;:yoiu contribute; d,building`,a„cohesive:”":''",' tearn'cbrnprised of the Mdyde'and Council, City'Maynager and Staff""that works; tbOet*er,With, " s n y .....IV Y.A.W S. C "to�orovid... mutu.al,tru§t "and respecte is .vtal public."service-r`and<prot41 is thegpub"lic`s interes#s?: "" When we look at the reasons why people run for public office there are often times many examples given for running, the common thread though is that they want to make things better in the area in which they will be elected to represent. This common thread is something that we need to be mindful of *when we are discussing the various issues that come before us. While my view of what is best for the city, and what another councilmember's view might be different, what connects us is our desire to do what is best for the city and its residents. That common ground should be the starting point for negotiating a solutio_ n to whatever the problem is that is presented before the council. If you look at the minutes of the city council meetings in Petaluma you can see that there are rarely issues in which the council members do not agree and so it is important for us to move forward in a spirit of compromise and cooperation when we get to the issues that may be contentious. In my experience on various boards, committees, and commissions within Sonoma County I have had to work with the other members of the team to move forward on issues that brought many divergent issues to the table. Having a shared level of respect for the each others views, being able to listen to the justifications for their views, and being able to blend those differences together can result in an end product that is agreeable to those involved. While I am not naive enough to think that'we are always going to be able to agree, I feel that we can be able to disagree without being disagreeable. Petaluita:Ose�,grappl®d v►ithaFistehdeciii yotar: knotn►lei9e ,ot:::Petalu glO. es you. is leve the Council -should: -- rl®rltles;;itnd'poli - P ,.. , � Cees you believe the:<G tree:Ibudget cycles.` 'fro®fly disco::, further:discuss:at. her®ripritie6 an, short 7-7 terne;;fiscal stability, and ti.. opt io mater long term :'local sustalnablll Petaluma, like many other cili6s itiroughout the state, is facing a considerably tough task of balancing hurtgel fiscal obligations"in which costs are rtiising, while the tax revenues�are not coming into the cities at ttie same five-year projections that have been presented to the city present, us with a seenarliu in which employee pens : obligations, and eniployHy, medical benefit Costs will continue to raise.andoutpacc the projected revenue gro: - city. While we are potenliMly,going to be gaining sales tax revenue in the coming years through increased rot., dHvelopments, we cannot rely solely on that revenue stream. Having diversified businesses in town will lielp us to tane;urt+ thte ;;i,Kt0inability of our tax ri4vwmr:s. eringiny ra I Of busineasms into town would be a Strategy that I would like to see our city embrace to ensure stability of oUr streams. As we lank hack at the telecom bubble in Potalr,ima we can see the dangers in having one niche m,r concentrated in .one Brea can lead to a vacuum effect if that market were to take a downturn leading to high vi rates in our commercial office space, reduced revenue from property taxes, and a reduction in sale; tax revers auto sales. A curnprehensive review of the: pension-systern.iii which the city is currently operating, in is going to be neertfa With decreased revenue coming in,we aro,going to have to look al the lar Jest pail of our budget, salariRs and This is yi,)inq to take a considerable amouht of effort to work wilh arri bmryairiiriy urii(R to tOMP up with a scilutr sustainable for the long term. This can help prevent us from having to look at reductions in service in order to budget. 0T/8'd t?SSb811Z021&:01 82Tb+bbt7+Sib X13.�US:woud 21:9T TT02-02-NUf Gabriel Kearney ?etaluma, Ca 94954 E -Mail: Education 2009 -Present University of San Francisco San Francisco, Ca Bachelor of Science (B.S.) in Health Services The degree program is designed to prepare students for healthcare management careers. The interdisciplinary curriculum blends theoretical perspectives with professional practice, and emphasizes application of knowledge to practice settings. Coursework includes Social Ethics, Healthcare Leadership, and Service Learning. 09/2006-06/2008 Mendocino College Ukiah, Ca Paramedic Program This program is designed to instruct EMTs in the advanced care and treatment of patients as a Paramedic. The program incorporates a combination of didactic and clinical teaching. Accreditations Hazardous Materials Technician — California Office of Emergency Services #2125 HazMat: Incident Commander, Safety Officer, FRO, FRO Decon, FRO WMD FEMA Master Exercise Practitioner Program Incident Command System —100, 200, 300, 400, 700, 800, Train the Trainer Hospital Incident Command System — Trainer Healthcare Leadership and Administrative Decision Making — 11/2007 Fundamentals of Healthcare Emergency Management — 08/2008 FEMA Instructor Training Certification — 01/2009 WMD Emergency Medical Services Training — 01/2006 FEMA Emergency Management Institute Coursework: Special Events Contingency Planning, Hazardous Materials Prevention, Hazardous Materials for Medical Personnel, Modular Emergency Radiological Response Transportation Training FEMA EMI Professional Development Series: Exercise Design, Principles of Emergency Management, Developing and Managing Volunteers, Effective Communication, Leadership & Influence Awa rd s Sonoma Co.. Op.Area Pete Peterka Emergency Management Award, 2010 Kaiser Permanente Everyday Hero Award, 2010 riel Kearney - 'etaluma, Ca 94954 E -Mail: Experience Emergency Preparedness Coordinator, Kaiser Permanente Marin/Sonoma, Ca, 2003 -Present As an Emergency Preparedness Coordinator I work as a member of the safety department to ensure the preparedness of the San Rafael and Santa Rosa Medical Centers. This entails training of the medical staff; collaboration with neighboring hospitals to shape policy, coordination of disaster drills, and coordination of disaster supply inventories for the medical center. I represent the medical center on various committees in the community including: Sonoma County Public. Health Preparedness Task Force, Disaster Healthcare forum, Bay Area Terrorism Working Group, and various sub -committees. Medical Supervisor, Black Rock LLC San Francisco, CA 2010 -Present In this position I act as a supervisor for the Emergency Services Department at the Burning Man Festival. My duties include supervision of employees, field training, liaison with outside agencies, and acting.as the Safety Officer for the event. EMT, Sonoma Valley Fire Rescue Authority, Sonoma, Ca, 2008 -Present As an EMT I respond to ambulance calls including transporting the patient as necessary, and inventorying and restocking as necessary after each call using and completing the post run checklist. Duties will include providing necessary emergency care at the Basic Life Support. In addition, I am responsible for accurately processing all necessary paperwork including but not limited to the patient run form, and obtaining patient demographic sheet from hospital. Field Supervisor, Mutual Aid Response Services San Francisco, CA 2003-2009 In this position I oversee the field operations for Mutual Aid Response Services, an event medical services company. My duties include supervision of employees, field training, liaison with outside agencies, and planning for large scale events. The events we cover range in size from 1,000 attendees to over 50,000. Morning Show Co-Host/Producer, Wine Country Radio Santa Rosa, CA 2002-2005 In this position (.oversaw all aspects of the daily morning show on Hot 98.7. This position included booking guests, planning contests, ensuring continuity of content; researching news stories, production of audio segments, and,coverage of live sporting events. Additionally, this position required an extensive amount of interaction with the public in a professional manner at all times. Community Activities Chair, Sonoma County Community Development Committee Finance Committee Chair, Sonoma County Democratic Central Committee Parliamentarian, California Young Democrats OV, City of Petaluma LU' 2Qj� rn City Clerk's Office aApplication b rn, 11 English Street 'Z=P ,y etaluma, CA 94952 ` O' �T' W - hone: 707-778-4360 I85a �t ®� ' 11' O��o FAX6 707-778-4554 Email: cityclerk@ci.petaluma.ca.us IMPORTANT: ® Completed and signed 'application must be filed with the City Clerk by Thursday, January 20, 2011 at 5:00 p.m. Applications may be delivered in person, by mail, e-mail, or FAX. • Only Petaluma registered voters who have submitted a complete application by the deadline will be Considered for appointment.. Please attach a resume to this application. The resume should include educational background. • Please print .or type your answers to the questions on the following pages, limiting your answers to one page per question. 9 _ - n>(4''�k=J'• n4 - ..5:"�.. =`+i. 4j ,.= ..At.,'y "'y";':�`'"._`"'>'.rx��v4A.p.,M.r.r.`.'a '�'.�, a2�•i=:�;e:+��, :.'4, s�,v s°4-" ew; :: �.. ° �- `'>.: ':y.: - - ,3`�": 'r'F::�.; .a s -r ?;<ak,.i;`:":v ,>.n _',,y Kik s.#•:"`r;.. i.yryr.ut`�' a e .,7, `, ;, a." c;.t .,r} - `^nx, - .=i 'M'- ra+y e ti..�,,::".,•t•:".-�.;e:s35;.yr�`:.y^.,= -_.>- ,',F.z . r.• $:. �, .,. -, P.. ::� ._ . •:5,' . a'i�-,.��'.m,r3:%s' . "2s -- ~,:r.",.>.. •:?... -"":=ice. •.+, '...,�°;; .�'r�:.u:' sa'-,3:- - �'v+�'=w Jeffrey B. Mayne » ... '�' =•�-'.kN.. ;:sy:.. .t:t'�".x �, s.: _ ' "-4 .a�. ':#".c"r-= Qs-+:',.:io. a+rp:'/:�q' _.`r..Cs , itayr /. s:S'9�. � 3a'.,e�.��{a..QQG=.i (•:1=_,Zv-, dji .i I{?n f.a _ .tiyy�qr 'i.?9• A.. ' .p . t^ 4::��c'Fsy' i• e Sp:". `;F.',"+�k`;.'s` .&? '"' q,:"':",.,,Y.tqr.Zurr,a.., .k�.�. <-, �J•..P;'" 3, "..., .9p�k-- ''°3ti=Y*x..':F,'=; '.,Q»:.'.:'i+-`.aLr'..•. P�a' `.,':{ r_ ��€'Qt%'?:°'},Ati�'Y� �`?`•.: .,,u,k .R, :iTHodidira,: v6 •• a V.'*�k.`�'"'.._ai. Petaluma,, Ca' 94954 °n. 'Home�'Phone..,_� _,,.�� :,,, : �� = ; ..-fi: ;�;�,� .° "�1*.4rk� P-,ho'ra"�� •�:4r. a .4,,, `-:r::� g� �,_ ° ��,•",r e,°8 � v;''�'t•,-_ ,'+"'�^� _4S .n,'�f% R �',. a} �' ..�:� - � r.y'.,�' e'. x.,as»- e r;....-. ..: - �. _- .. .i.', w .. .._. .. ».... .. ,t•''=��..�". r a .�,� t ,-€ L4'��' , fir °E-NIa,CI€•I!1ddress° t:V, n.,r:?��.�A€ ngr}-�.fi 4.6`'°T'✓ia • .' #t l 'Wy�';:L�'�:i.�'',�n. _:�.«. ...a ®a ."gisk.-m _gy.,tC� a aa,t,•'P4.,4. �,�.r:'�+. ''•r.r p, `}:. . �.�g lYY'•'r'n ��.� U_ =c'urr e t y3:'a mr,;egis-tee'ed1°voter rand; a X �/ i�-`irc .,'t=`�..t .:� n.. 3,"s �.:. it Vie. YES ® NO res den ` w;,' ` 5 s *:�'�'✓�' .xa`"-'��'wp: �.�,,',".`,,,r*i, �'..., .�;^'��' >,^a.?• ...�.. �, :�"'- .§r33''M`�-_ • .m .. .'�_,`,.?f �_z , Y .:� Goods and Services - With the East'Washington Place project finally becoming a reality, Petaluma needs to assist the Deer Creek Viflage. project through the approval process so our community can benefit from the business and services mix that this project offers. The substantial sales tax revenues the project offers are necessary for our General Fund, and the savings in time and transportation costs wifl'be equally necessary for the Petaluma households that are struggling in this economy. Additionally, Petaluma can rightfully claim credit for a significant reduction in presently generated green house gas emissions. River Development - Petaluma needs to determine what types of "green" industry might be appropriate for location along the river. Promotion of river development has many advantages including a) Promotional benefits from increased tourism by the acknowledgement of our special setting, b) improving river access as,a recreational asset for residents, c) ensuring that the river will receive periodic dredging without reliance on City resources, and d) protection of the revenues and continued patronage by the yachting community throughout the Bay Area. Petaluma's Economic Development -Strategic Plan - Considerable investment has been made by Petaluma in the establishment of,this strategy. The hiring of an Economic Development'Director to implement this strategy is essential to enable Petaluma to obtain a return on the investment it has already made. This holds true even if the State of California eliminates our Redevelopment Agency, which was the intended funding source for this position. Public/Private Partnerships - Petaluma needs to provide economic incentives to;assist.property owners to afford the re- configuration of some of our large and empty office buildings. Doing so will facilitate the promotion of new uses thatvill contributejto an improved Petaluma ecohomy through job growth and additional sales tax revenues from those newly employedlat those sites. City assistance to property owners has precedence in the Earthquake Retrofit Program and the proposed assistance to afford compliance with the Downtown Sprinkler Ordinance. Business Incubator — Economic development can be fostered by promoting start-up companies that will flourish through the economies of scale and knowledge databases available from an incubator environment. It would be anticipated that participating "graduate" companies would expand and relocate within Petaluma and increase employment opportunities. Trade School - Acknowledging not all students are suited for a college environment, Petaluma needs to promote the location of, aprivate trade school into,one of our unused office buildings. Relying on the excellent reputation of our Santa Rosa Junior College campus, we can promote all types of educational opportunities as an "industry' within Petaluma. I Commerce from the Airport — A promotional program for visiting pilots is being developed that, combined with an ease of accessibility, will provide an economic boost to our local economy. Visitors Program and Downtown Association - While these vital programs have been drastically cut back in recent years due to economic necessity., present fundirig' levels must be, maintained from whatever sources remain available. Both programs are somewhat unique in their economic development attributes„in that the investment made in each program actually creates a "p"rofit" to Petaluma's economy beyond the return of the original investment. Compliance with the General Plan, like the Zoning Ordinances that support it, should be very important to Petaluma. Committing to the adherence -.of the provisions of the General Plan has many benefits. For one, it honors the tremendous time and input provided !by Petaluma residents over a period of many years to define what their community will look like. Second, it provides a welcome framework.for new businesses and projects#o understand what Petaluma is seeking in new development and community amenities. A deviation from. the General Plan would only be appropriate after significant public input into the impacts of the proposed use, and' a confirmation .that the use could, not be located where it would conform to the Plan. That said, Petaluma has endured much litigation by project opponents on, the basis that "not enough consideration" was given to whether a project does conform to the -General Plan, or that,a1ailure to "adequately address" the impacts of a project actually occurred. Our City leaders need to foster a°spirit Within our community that negates such tactics when it is clear that the intent is to simply stall or delay development: Allowing for public input is essential, but Petaluma can not afford to have every project mired in the costs and delays of litigation when a project has already:been contemplated by the General Plan and conforms to existing Zoning Ordinances. On the issue of not approving a use already contemplated by the General Plan, recent elections featured much emphasis by candidates on Transit Oriented_ Development. Projects that provide for high-density residential development should have the same environmental impact scrutiny that.other projects are required to go through. The significant impacts of a Transit Oriented Development project on Petaluma's resources including traffic concerns on our roadways, burdens on water and'sewer delivery systems, and police and 'fire services, can not and should not be ignored. I supported the extension of the Urban Growth Boundary to 2025. 1 also support development of under-utilized assets within those boundaries. Development Impact Fees: Detaluma's current unofficial policy is to charge as much as possible for development impact fees, regardless of the cost :)f a project's actual impact.'Our community, has created.an unrealistic 'Wish list" that our leaders have envisioned to be Funded by development impact fees. This has led to previous litigation, and caused Petaluma to be acknowledged by those outside our borders as having some of the highest impact fees in the nation. The reality has been that regardless of the fee -income our -city leaders wish to collect, it simply does not:make economic�sense for an applicant to pay those fees 'Lodevelop a"project,orproperty within Petaluma compared to similar economic opportunities available in other communities: The'result is that economic development only occurs.by those with an existing investment in Petaluma that they need to protect. This has led to a stagnation of assets that could otherwise benefit our community by being developed or enhanced. A fair and detailed study should be undertaken to determine the actual costs of the impact of development within our Community. Then fees can be adjusted accordingly. We must provide for the, protection of Petaluma's assets while respecting,the need for the applicant to, recover their investment in their project. Petaluma River: Commerce on the Petaluma River is a necessity,. It honors the historic nature of Petaluma's formation as a city; it fiinances the river's maintenance as a unique asset; and it provides a logical source of revenue for our General Fund through'tazation ropportunities. The issue is, what -are the appropriate industries for location along the river?'Our City leaders need to initiate a public forum about what types of industry are acceptable to the citizenry that will promote commerce and allow for increased tourism and local access opportunities. Downtown Petaluma: Our city needs to make the sustained commitment to fund the Petaluma Downtown Association for the enhancement of .he Downtown Core as a vital shopping district and destination location. At the same time that commitment needs to extend to a full funding of the Petaluma Visitors Program with an anticipation that as our economy improves, both programs will receive increased funding: in recognition that every dollar invested, comes back several -fold in revenues. Policies on Mixed -Use Development: Our city leaders need to acknowledgeAhat mixed-use development does not always mean that a residential component_ is :mandatory. Certain areas of Petaluma such as the Downtown Core can benefit from an 'infill policy that'promotes ,esidential development. Other areas of Petaluma where mixed-usedevelopments, should be encouraged', are clearly Inappropriate fora residential component that would soon result in blight and an excessive burden on city services if allowed. During my recent campaign forpublic office, I strongly emphasized our City's on-going failure to properly invest in the maintenance of��our infrastructure 'assets, such as roadways and water and sewer line delivery systems. Our community needs to acknowledge that.our present investment is less than 20% of what is required for proper maintenance. Costs of infrastructure replacement due to failure to provide adequate maintenance are an unnecessary drain on our community resources. Petaluma also needs to provide for a greater investment in the "purple pipe" that allows for recycled water to be used to irrigate our parks and school grounds, so as to cease using valuable drinking water for those purposes. I also believe in across -town connector, and voted 'for the Rainier over -pass project - complete with freeway accessibility - in every election where it has beendiscussed since I moved here in 1982. Clearly, we.do not have the sufficient funds to do what we need to. Presently, I think it is fine to admit that like other communities suffering from this economy, Petaluma is presently`in "survival" mode, and lacks the necessary funding to accomplish what we need to do. As our infrastructure -ages, and our . community,needs change, all of Petaluma's citizens need to, share in these costs. It would be informative and helpful, if Petaluma's citizens knew the actual costs of living within our community. If the condition of our roadways is truly frustrating, why not address the actual costs of full maintenance? To avoid an even greater financial burden to our households later, why not address the realistic cost of proper water and sewer pipe maintenance? For the long-term, we need to create something like an "economic barometer" for our community which would inform people about the true costs of living in Petaluma. This "barometer" would incorporate the costs of housing, living expenses, city services like police and fire protection, as well as the, costs of proper infrastructure maintenance and replacement. It would be a true and realistic reflection of the cost to Dive in Petaluma. Offsetting these costs, our economy is cyclical; and we can plan for the future when City revenues begin increasing. By having our government "live within it's means", ,increasing revenues can be allocated toward the projects mentioned above and others, gradually increasing their expenditure levels within our City budget until they are fully accounted for. I believe that the Mayor and City Council are elected to listen to, and then represent, the will of all the people and not just the voters 'thaf supported them. During this past election, every elected official and candidate claimed to have the necessary skills to build consensus. The notion of consensus begins by admitting that there are different points of view that need to come together in respectful compromise. Obviously this is a process that has been clearly lacking within Petaluma politics for some time. One of'themajor motivators of my seeking election, was to change the tone and attitude with which the Mayor and City Council conduct meetings and interact with each other to become more productive. It is extremely important as Petaluma addresses some very tough decisions going'forward, that the Mayor and City Council act in as united a fashion as possible. Our .Mayor and City Council need to possess the willingness to really listen to alternate viewpoints, and incorporate what may be.differing view points into their own decisions. I have the skills to do exactly this, and have routinely demonstrated, my effectiveness at building consensus within each business, civic, and community organization that I have been affiliated with. Where the;,trust of City staff and the public is concerned, the Mayor and City Council will have to "earn" it back, by letting their actions prove stronger than their words. Especiallyiwith the fiscal crisis that Petaluma faces; it is now time for our city leaders to work together, compromise together,.and show that our attention is being applied to the issues that we all' have in common, rather than the ones where we can agree to differ. If appointed to the City Council, I will absolutely commit'to,listening first,, asking questions if necessary to understand alternate points of view; and then, after articulating',my initial -thoughts, try to reach a compromise solution that addresses all concerns. This is the true process of consensus building that needs to be re -introduced to council conduct. Petaluma's budget revenues depend rhostly on a combination of sales tax and property tax revenues. Under previous and more robust economic conditions, Petaluma's economy prospered with a primary dependence on the sales tax revenues from auto sales. Lacking a diversified economy benefitting from other sources of sales tax revenue, the reduction in taxes generated by declining lauto sales and property values, contributed to force Petaluma to cut essential government services in order to maintain a balanced budget. As Petaluma's budget has contracted by almost one third of its former size, police and fire protection services now constitute about 70% of the entire city budget. This percentage will drop once our economy revitalizes with increased revenue sources. However, like every community in California, employee pension reforms within city government must be explored to correct the un -sustainable costs thatweigh on our budget. Petaluma is uniquely positioned compared to other communities to "earn" their way back to financial health by correcting years of delay in addressing the availability of the goods and:services that Petaluman's are now routinely traveling to other communities to obtain. In the short-term, priority should be given to, approval of retail and commercial projects already contemplated within the General Plan. This will bring much needed; additional sales tax revenue to Petaluma's General Fund. Further, if our State budget allows our Redevelopment Agency to continue, these projects will' provide additional revenue from incremental property taxes generated by these projects will be realized. Long-term, our city needs to.ensure a diversified economy where more people are living and working within our borders. This can be encouraged by promoting a residential component to any mixed-use project contemplated within our downtown area. Lastly, looking forward as our economy improves; city leaders need to wean themselves from their dependence on TOT tax revenue to support General Fund'deficifs:.Suffici'ent funding for infrastructure improvement and repair needs to finally be incorporated into our city budget as well. Petaluma, Ca 9495401 Obyective To be appointed to the City Council for the remainder of the available term Professional Accomplishments Petaluma Downtown Association 0 President from 2010 through Present ® Former Vice President 2006 through 2009 ® Former President from 2003 through 2005 Petaluma Area Chamber of Commerce m Board Member from 2008 through 2010 Employment History 2008 to Present Owner 2000 to Present Owner 1987 —2008 Manager/Loan Officer 1989-2000 Owner Education 2006 2001 1978 Community Service Old'Adobe School District PYLS Juris Doctor B.S. Business Administration A.A. Degree Boy Scouts of America Excel Mortgage Solutions, Petaluma, Ca Sonoma Equity Lending, Petaluma, Ca Investors Trust Mortgage, Petaluma, Ca Shelter Cove Mortgage, Petaluma, Ca Empire School of Law, Santa Rosa, Ca San Francisco State Univ., San Francisco, Ca College of Marin, Kentfield, Ca Bryant. R. Moynihan Jq � �sY AI 211 Petaluma, CA 94952 CQ P� l Home Phone: Work Phone: 6�8�1Z9Z52��'� Cell Phone: Email Address: I am currently a registered voter and a resident of the City of Petaluma and have been such for the past 25 years. Questionnaire and resume as follows: 1. What economic development programs and incentives do you believe are necessary to retain andsup port the growth of existing businesses and -to attract the kinds of new businesses contemplated in the City's Economic Development Strategy? The City should 'immediately repeal the adopted development impact fee schedule and revert to the previous fee structure until a new fee structure can be determined that will better serve the community as encouraged by the adopted economic development plan. The city should amend the zoning ordinance and general. plan to allow for bulk retail uses to be permitted principle uses in industrial zones and business parks. The City should designate the business parks of Petaluma, as blighted (with vacancies) and seek State of California Industrial Bonds and other financing incentives for business employers. The City should eliminate all Zoning Clearance requirements and expand the permitted principle uses for all zoning ordinances. Eliminate all fees and charges not found in all other cities in Sonoma County such as Art in the Park fees and Commercial In -Lieu housing fees. 2. Petaluma has grappled with fiscal decline for the .last three, budget cycles. Briefly discuss your knowledge of Petaluma's budget' situation. Please further discuss the priorities and policies you believe the Council should adopt`to restore short-term fiscal stability, and the priorities and "policies you believe the Council should adopt to foster long term fiscal sustainability. Petaluma's fiscal problems started in 2005 when the City Council blundered and gave away over $4,000,000 in unbudgeted. compensation increases to city employees. The City flat-out could not afford'the increases then or now. And until this mistake is corrected the City will continue to dig a deeper financial hole and harm the community. The recent 5 -year General Fund Sustainability Plan was very misleading. Continuing a staff tradition of under estimating spending and exaggerating revenues only delays the city from making necessary decisions. Dithering is poor leadership. For staff to suggest that property tax revenues will increase each of the next three years is disingenuous. There are thousands of Petaluma property tax appeals being processed by the County and there is an implosion of commercial real estate values where buildings are being given back to the lenders and sold for around 25% of assessed value. The City needs to immediately lay-off the eight police officer positions in the Operations and Traffic Division which were filled three years ago by the outgoing police chief to prevent the city manager from eliminating the, funding of the eight vacant positions. The City. should contract with the County for dispatch services. The City needs make a major overhaul of compensation, policies. Base Salaries need to be frozen�indefinitely. All public employees must pay at least 50% of the cost of all their benefits, including retirement, health, etc. for themselves and 100% of all benefits for their family members. In the long term, the City needs to rollback base salaries to the salaries in effect in the fiscal year where the general fund revenues match the current general fund revenues. We need to eliminate minimum staffing levels in the fire department and .significantly reduce compensation costs or contract out with the County of Sonoma to provide us with fire protection services and consider contracting with a privatized ambulance service such as EMS. The City should eliminate all intra -governmental charges, CIP administration -fees and other faux revenues which.distort ourbudgeting process and requires costly studies. Each department should operate as a cost center. The budgeting module of the Eden financial system needs -to be implemented and utilized so that the Council, Administration and Department Heads can have real time budget variance reports. Ignorance is not bliss. And everyone needs to be held accountable for operating within budget. 3. The General Plan is the guiding document and vision for the City. Under what circumstances would you be,comfortable in approving uses that are inconsistent with the Plan, and under"What circumstances would you be comfortable not approving uses specifically allowed in the plan? The General Plan -is alool, not a bible. The recently adopted City of Petaluma Economic Plan clearly points out that the General Plan contains flaws. This is why the City Council is -allowed to amend the General plan up to four times per. year.. With a majority of the City Council in support, I would be comfortable in amending the general plan to the benefit of the community. I would not be comfortable in not approving uses specifically allowed in the plan as it would lead to .litigation against the City of Petaluma. I would be comfortable in conditioning project approvals to mitigate the impacts of.the project. The Petaluma City Council needs to act in a logical manner, not in an emotional frenzy. 4. What infill policies do you think should be adopted in light of the Urban Growth Boundary established by the voters in 1998 and extended to 2025 by the voters in 2010? What policies and programs would you promote to protect Petaluma's historic, cultural, and physical assets? I would encourage the City Council not to adopt any infill policies and allow it maximum flexibility in determining the best course of action for this city. I would encourage the City, through the redevelopment agency, to offer low cost or interest free loans to historic buildings for capital improvements, seismic upgrades, fire sprinkler retrofitting, etc. This presumes that our new Governor does not raid the City's redevelopment fund as he indicated he wanted to do in his inauguration speech. This also assumes that the City has not misappropriated all of the $32 million in redevelopment agency bonds (issued a few years back) to cover the City's general fund shortfall. 5. Within existing budget constraints, how would you address infrastructure needs including street maintenance, flood control, park development, and traffic congestion? I would prioritize street inaintenance and set aside $7 million per year or more of gas taxes and general. fund revenues until such a time as the PMI (pavement management index) for the city streets exceed:a score of 70. I would delay flood control improvements until a plan can be developed and vetted and agreed upon by the vested interests and seek equitable funding through a special revenue district. I would stop park development until there is funding available for the capital improvements (i.e. park development fees) and for the ongoing maintenance of the existing parks, trails, and street landscaping. I would encourage new developments to fund both the park development projects and on-going maintenance costs for park projects serving the incremental demand of their development projects. I would seek State and Federal funding -.for capital improvement projects to alleviate. traffic congestion including the funding of a full Rainier Avenue highway interchange and cross-town connector project. Anything less:will leave the Washington St. corridor severely congested. 6, What would you do to assure that as a Councilmember you contribute to building a cohesive tear comprised of the Mayor and Council, City Manager and Staff that works together with mutual trust and respect to provide vital public services and protects the public's interests? This' question blurs the line between the roles of the city council, administration and staff as outlined in our City Charter. The role of the City Council and the City Staff is not that of best buddies. The City Council needs to provide oversight of staff and take appropriate action when the city staff fails to perform in an ethical, professional, or effective manner. Having said that, our City Council as a body cannot continue to act in such a dysfunctional manner. The future council needs to act in a logical manner and with integrity. The Council needs to stop bickering and dividing itself along political lines. Copious amounts of valium may be a solution. The Council should. at least go back to having wine during their diner breaks and going out together fora drink after the Council Meeting. Having a Council Member occasionally fall asleep during the evening meeting is still preferable to watching a dog fight. I offer'the currently elected council a unique choice; I will agree to disagree with both political camps on a frequent basis. And, I will allow both political camps to sway me with logical arguments. I would also encourage all council members to meet directly with department heads and key employees to better understand.the operations of the City of Petaluma. I would encourage all council members to ask staff questions in advance of council agenda items appearing on public hearing agendas and allow all council members to sit in on department head weekly meetings. I would encourage employee performance review every six.rnonths to improve employee feedback and interdepartmental communications. I would tie all employee compensation increases and job retention to performance; education, and experience instead of seniority. Bryant R. Moynihan Petaluma, CA 94953-2210 Seeking City Council Vacant Seat Profile 20 years experience running a commercial real estate brokerage and management firm. Extensive Business and Community Service background. Goal -oriented individual with strong leadership capabilities. Organized, highly motivated, and detail -directed problem solver. Proven ability to work in unison with staff, volunteers, and board of directors. Education B.S., Business Management, Management Information System Concentration California Polytechnic State University, San Luis Obispo, California (1983) Graduate, San Rafael High School, San Rafael, California (1979) Employment Broker/ President 1991 - Nexus Realty Group, Inc. Petaluma CA present Started and operated a small Commercial/Industrial Brokerage and Property Management Firm, managing four employees, 94 tenants_ in 34 properties for 20 property management clients. Negotiating real estate contracts, supervising tenant improvements, government entitlements and construction contracts. Real Estate Agent 1986 - Keegan & Coppin Co. Petaluma CA 1991 Sold and leased' cbmmercialiindustrial real estate Worked with government, property owners, businesses, and developers. Management Information System Staff Consultant 1983 - Arthur Andersen & Co. San Francisco CA 1985 Installed Distributions systems for Oral B Labs, Komatsu Tractors Worked on project management at Wells Fargo Bank, State of California Plant Pack Administrator Summer Del Monte Corporation, Plant 35 Emeryville, CA 1982 Monitored material usage, completed production reports Ordered & Controlledinventory of empty cans & lids :administrated Safety Program,, completed injury reports Community Kiwanis of Petaluma Involvement 25 Year Member of Kiwanis of Petaluma Served as Secretary -Treasurer, Vice -President, President,( 1 Served 118 years, and continues to be on the Board of Directors, Kiwanis of Petaluma Recipienvof the Kiwanis of Petaluma Curly McCardle.Award (2005) Division 32 Major Emphasis Chairman 2 years Co-founder & ,CEO of the Kiwanis of Petaluma Foundation, Inc. Chairman of the Kiwanis of Petaluma Scholarship Committee Petaluma Area Chamber of Commerce Past -President (1998-99) Petaluma Area Chamber of Commerce Board Member (1'993 — 2000) Petaluma Area Chamber of Commerce Past Chairman, Petaluma Area Chamber of Commerce Economic Development, River, Non-Proft, Membership and Legislative Review Committees. Petaluma City Councilman (January 1, 2001 —December 31, 2004) Petaluma Public Library Board Member (2 years) Petaluma Parks & Recreation Committee (2 years) VL lica.ti n t o: � .a„ City Co'uncil Va In - IMPORTANT: City of Petaluma City Clerk's Office , 1 English Street E' lutna, CA.94952 e: 707-778-4360 : 707-718-4554 Email: Jerk@ci.petalumaca.us • Completed and signed application must be filed with the City Clerk by Thursday, January 20, 2011 at 5:00 p.m. ® .,Applications may be: delivered in person, by mail, e-mail, or FAX. ® Only Petal urna,,registered. voters who have submitted a complete application by the deadline will be considered for appointment.. Please attach a resume to this application. The resume should include educational background. ® Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. �4' �""•-- — r., ;�y. 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"o-: � : s ' ,3 �`� �:�: _. �v! •�_ _ s �e=- _ r s: z Aire y®� �cur�.enll By. a re'gistere� voter arnci,�a., - y VES 111® r�esiddn �of the City` of= Pe$aluraaa., `What economic development programs, and 'incentives do you, believe are necessary to retain and support the growth: of existing`businesses, and to attract the kinds of new businesses contemplated in the City's Economic Development Strategy? City of Petaluma needs to be proactive about attracting new businesses and existing businesses to be successful in our community. Maintain communication with these new/existing businesses to what their needs are i.e.. Establishing location (zoning), city fees, technology, employment, competition etc. as outlined in the newly adopted Petaluma Economic Development Strategy. The City may need to goafurther as the plan does not address how to deal with the next "Telecom Valley" or "Big Thing" on the horizon, which maybe an opportunity not to be missed. Working with current business organizations that currently, attract and support local new and existing businesses i.e. Petaluma Area Chamber of Commerce, Sonoma County Alliance, North.Bay Leadership Council, North.Bay Labor Council etc. City of Petaluma can be a resource guide to new businesses and develop incentives to be successful. City needs to help these businesses with answers to be the best employers, tenants, landowners and contributing members of our community. Business retention is essential. The General Plan is;the,guiding document and vision for the City. Under what circumstances would you be comfortable in approving uses that are inconsistent with the Plan, and under what circumstances would you be comfortable not approving uses specifically allowed in the plan? As a Petaluma City Council member, when the General Plan 2025 was adopted, I am very proud of this guiding document and vision for Petaluma. There is always opportunity for improvement, as the City of Petaluma',s needschange. Public input for or against any approval is a key factor in my decision. What- infill policies do you think, should be adopted in light of the Urban Growth Boundary established by thevoters in 1.998 and, extended to 2025 by the voters in 2010? What policies and programs would you promote to protect Petaluma's historic, cultural, and physical assets? Infill projects will benefit City of Petaluma; guidelines established in the approved :General Plan & the. Central Petaluma Specific Plan would be tools to protect City's historic, cultural, and physical assets. The stationvarea plans will create another tool in designing the future of these areas. Many existing older shopping center areas need updating. The City can play a critical role in jumpstarting these activities; redevelopment financial assistance, government approvals, the City can be a partner for the infill improvements and avoid blight -in our City. The artful challenge is making new standards fit in old buildings or properties which need special attention to accommodate the needs of changes in use and the community. Within existing budget constraints, how would you address infrastructure needs including street maintenance, flood control, park development, and traffic congestion? Continue to have staff apply for grants to improve our infrastructure as well as work with the County, State and Federal government agencies to stretch what funds are available. Once the budget is improved with revenue, then set priorities to what street maintenance should be addressed immediately along with creating new flood control, park development and improve traffic congestion. What would you do to assure, that as a Councilmember you contribute to building a cohesive team. comprised of the Mayor and Council, City Manager and Staff that works together with mutual trust and respect to provide vital public services and protects the public's interests? As a past City Council member, I worked well with the Mayor and others members of the City Council by being a good communicator and honoring confidentiality with a professional. commitment to the job. It is very important to honor everyone's opinion, abilities and.keep an open mind to what is important to the entire community. Be fiscally ,responsible as well asrespectful to improve the future of the City of Petaluma. City Council members need to researchand study the staff reports, ask questions and not make judgment on items until all the information as been provided to the entire City Council and what the community impacts will be. The essence of a good politician is one that can forge compromise. Petaluma has grappled with fiscal decline4or,the last three budget cycles. Briefly discuss your knowledge of Petaluma's budget situation. Please further discuss the priorities and policies you believe the Councfl should adopt to restore _short-term fiscal stability, and the priorities and. policies you believe the Council should adopt to foster long-term fiscal sustainability: Petaluma's City budget would be`improved with.an increase in revenue, which comes from development and retail tax. With no new development or retail tax revenue available to offset the fiscal decline, cost saving ideas need to be discussed with possible future partnership with schools or/and the county needs to be created to reduce expenses. All employee salaries and. compensation, needs to be renegotiated until the City is financially healthy again. Creative new ideas from staff on'how'they would improve the budget situation need to be heard. 20/ zv 11 Application to Fill City Council Vacancy :Karen Nau Petaluma, CA 94954 Employment Background: 2007- present Lead preschool teacher for North. Bay Children's Center on Mary Collins at Cherry Valley campus in Petaluma. 1991-2007 Fulltime, Preschool Teacher at Happy Day Presbyterian School in Petaluma 1989 — present Sunday School teacher at St. James Catholic Church in Petaluma 1983-1991 Free lance Public Relations/marketing in Sonoma County 1981-1983 Retail sales- Liberty House in Santa Rosa 1975-1981 Retail Sales Apple Box in Petaluma Education: 1978 — Petaluma High School 1,980 — Santa Rosa Junior College -Associate of Arts degree/Early Childhood Certificate 1981 —.San Jose _University — Public Relation Community Achievements: 2004 — Elected to Petaluma City Council 2007 --appointed Vice Mayor City of Petaluma 1995 — Petaluma Good Egg Award 1990 — Petaluma Rear Admiral Award 1976 — Petaluma's Bicentennial. Queen Community Involvement — Board of Directors — Petaluma Music Festival, Petaluma Heritage Homes, AAUW Volunteer for Carousel Fund, Boys & Girls Club, COTS, HC2 Past Board of Director — Salvation Army, Phoenix Theater, Petaluma River Festival, Petaluma Old Adobe Association Past member of Petaluma Parks & Recreation, Library Board, Airport Commission, Bike & Pedestrian Committee, Climate Protection Committee, Petaluma School District Superintendent Lay Committee, Miwok Valley Site Council, PTA City of Petaluma Application to Fill City Council, Vacancy Due 5PM, January. 20,,2011 Name: Rick Parker Rome Address, City, State, Zip Home Phone: E=Mail Address 'etaluma, CA.94954 Work Phone Are you currently a registered voter and a resident of the City of Petaluma? Yes X 1 C7 What economic. development programs and incentives do you believe are necessary to retain and.support the growth of existing businesses, and to attract the kinds of new businesses contemplated`in the City's Economic Development Strategy? As this may be my first opportunity to introduce myself, I'd- like to share that it would be my honor and privilege to serve the people and City of Petaluma as a Councilmember. With my recent service on the Old Adobe Union School District Board and my working relationships with cities, counties and school districts throughout the Bay Area, I am well aware that each council member is but one part of a team that together faces some very difficult decisions. I will endeavor to treat eachindividual on the council, staff and the community with respect and dignity. The proof of my intentions will be shown in my day to day actions and relationships. I will attempt to always remember who I serve, the people of my home town of Petaluma. I have read and reviewed the recently approved Economic Development Plan and concur with the vast majority of the findings and action items. I firmly believe that if we unleash the combined creative energies of our people and businesses that we will be successful. To do so however will require strong leadership with consistent direction. Leadership is. perhaps the understated priority in the Economic Development Plan. Simply put, it is job I. From my own observations and discussions with many individual. residents, business owners and organizations,.[ believe that the single most important economic development issue is the challenge of bringing our diverse interests together into a consistent and positive message along with,a set of concrete actions that will let businesses know we are serious about welcoming them to and keeping them in Petaluma; Simply stated let's "walk our talk". No finger pointing or taking sides is intended here, just an acknowledgement of the perception that is out there. The effort needs to begin with the Council and Staff leading the way. It requires a lot of listening and partnering with others. It means being very clear about our priorities as a city and being up front with our legitimate concerns and requirements for development. Many of the efforts outlined in the plan will be necessary to move us forward in these tough economic times but they are secondary to a new "United Petaluma" approach. I know -this is not easy to accomplish, we have multiple viewpoints from individual residents to downtown businesses to about town businesses but within the "no growth" to "pave over the valley" continuum, there is much room for common ground. What makes Petaluma such a unique place is the combination of our unique Heritage and beautiful surroundings intermingled with economic opportunity and diversity ranging from organic farming to high tech. We are blessed to be Petal umans. As.a concrete example, the council could start by defining at a high level how we would answer the following simple questions in 3 sentences or less: What General Plan/City requirements does my business need to meet before and after I open my doors? If I work with you to meet those requirements up front, how long will it take for me to work through the approval and building/redevelopment process? Then ask the business owner, "if you could start the process all over, would you choose Petaluma?" The General Plan is. the guiding document and vision for the City. Under what circumstances would'you, be, comfortablein; approving uses that are inconsistent with the Pian; and underwhat circumstances would you be comfortable not approving uses specifically allowed in the plan?' The, General, Plan provides the. basic. outline for Petaluma's future. It is, acknowledged to be a "living document" that. guides individual decisions by the'eurrent and future councils. What Petaluma will look like in 2025 will be the accumulated result of the work and decisions made by each council and the community over time; One interdependent with another. With that in mind, there is tremendous value in the planning process we have followed and the General Plan we have in hand. As such, major shifts to the overall direction of the General Plan should not be undertaken without significant.public discussion and a clear acknowledgement of what they mean (above and beyond following the amendment process). To do otherwise endangers losing the public trust, especially if our plan were'to.say one thing and our actions say another. While we may disagree on a given item, it is crucial that the council and the public be assured that all the cards are on the table so to speak and the debate and dialogue are open for all to see. It is equally important to be able to execute the plan and or make minor adjustments as the issues of the day dictate. No plan can guide all future actions nor foresee all circumstances. Each council must own the accountability for decisions made on their watch and act with the best information and intentions possible. An example of this might be in terms of directly and openly addressing what may appear to be conflicting statements regarding the Rainer cross city connector. The vast majority of, l?etalumans and the council have shown support for the project, but we also have verbiage in the General Plan that speaks of not building-in flood plains. If we support the connector, there should be development discussions that go along with it. I know this is a "touchy" issue but as a major item on the city's horizon, it would be beneficial to have clarity and.a robust discussion to shape 'this important project moving forward. What:infill ,policies do you think should be adopted' in light of the Urban Growth Boundary established by the voters is 1998 and extended to 2025 by the voters in 2010? What policies <%nd programs would you promote to protect Petaluma's historic, cultural, and physical assets? The General Plan clearly outlines a desire and direction for the City to take an active role in future,growth and retaining our historic, cultural and physical assets. The Plan also calls fora vibrant and diverse economy. I couldn't agree more with both and I don't view these two objectives as opposites or a zero sum game. A good example of this is the strong consensus to focus on the Petaluma River as, one of our unique attributes. We also have strong consensus, on the need for increased and diversified retail sales opportunities as one (of many) ways to meet the needs of our citizens and bring much needed tax revenues into the. city. (I can't count how many times I've driven 15 miles to a neighboring city only to run into one of 'my Petaluma neighbors while we spend our hard earned dollars out of town). In years past, decisions were made that resulted in the building of the Golden Eagle Shopping Center with its back basically turned to the river with no access. This simply doesn't make much sense today. Fortunately we do have space zoned appropriately within the UGB for expanding our current retail base while allowing for increased access and more appropriate development along the river. This presents a win win scenario for Petaluma. 1: don't believe our job is to pick specific winners and losers in terms of individual businesses or residential developments that can locate here or not, but our General Plan, zoning laws and mitigation requirements as. applied clearly up front in the process should serve the City well in maintaining our historical; cultural and physical assets. 'Within existing budget constraints, how would you address infrastructure needs including street maintenance, flood control, park development, and traffic congestion? ,Setting clear prioritiesand looking for innovative new ways of doing business would be at the top of the list. If we can't get around town due to traffic jams, potholes or flooded streets then the city is not performing its basic job. Creative, cost effective or new ideas are out there if we focus the debate and invite people to participate. How about best practices from cities throughout the state, country and or world? (Kudos to the city for building a state of the art wastewater treatment plant). In a recent 15 minute conversation with a neighbor (who, happens to be a chemist), he shared that there are ways to enhance asphalt that could make it last two or three times as long. Perhaps Petaluma business could lead the way in taking a necessary and admittedly toxic substance like asphalt and reduce the cost and quantities required by making it last longer. It could happen. 'What would you do to assure that as Councilmember you contribute to building a cohesive steam eoinprised of the Mayor and Council, City Manager and Staff that works together with mutual trust and respect to provide vital public services and protects the public's interests? Of all the items facing the current, council, this is arguably the most critical issue and it is at the very heart of why I decided to step forward to serve as a member of the council. Our City and its people are facing extremely difficult times and as a result the need for our leaders to focus as.a group on the key priorities of the day and work together to solve them is paramount. There are no simple answers remaining, no silver bullets and we do have significant differences of opinion on multiple topics both within our community and on our council. From my personal experience, trying to obtain consensus on closing one of our beloved community schools (as we did recently at Old Adobe USD) may seem impossible but it can be done. With that in mind, I've found that difficult times can either bring people together or push them apart. Each person has to make a conscious decision to be a part ofthe.solution. The key is to treat one another with respect and assume the best of intentions from others. Transparency, patience and a little grace go a long way. We need.to have both a personal and group accountability that holds us to the standard of matching our actions with our words. Forme personally, this always starts with looking.in the mirror and asking myself I am meeting that standard. If we agree that we have a common goal of bringing about the very best for Petaluma and its residents and we agree to be open and honest with one another then we are well on our way to success. One specific example would be to encourage the council to ask the tough questions (in a respectful and open manner) of one another in our public forums. Let's schedule the debate early in .the evening to maximize the number of citizens that want to participate. Active questioning, multiple viewpoints and focused discussion create better solutions that any one of us may bring to the table. While I would strive to help the council reach consensus as often as possible, a true measure of success could be a 5 to 2 vote or yes even a 4 to 3 vote. That is if the majority were made up of different members on different issues. Let's start there. Petaluma hag grappled with .fiscal decline for the last three budget cycles. Briefly discuss your knowledge of Petaluma's budget situation. Please further discuss the priorities and policies you believe the Council should adopt to restore short term fiscal stability, and the priorities and policies, you believe the'Council should adopt to foster long term fiscal sustainability. Our reserves are gone, revenues continue downward, 85% of our budget is in personnel ,and benefits and we have already cut services and laid off staff. So is there hope? Of course. First and foremost for theCity (or any organization) is the need to have very clear priorities especially in times of economic hardship. Budgets and resources are then established and allocated to fund those priorities, not the other way around. This is easily said but not easily done in practice. My experience in working with cities, schools and counties throughout the Bay Area is that Public entities tend to set the agenda with their budgets, not with what they want to accomplish. Each budget cycle becomes an incremental change (up or down) depending on the economic situation. This provides little room for creative new thinking; discovering significant efficiencies for delivering new -or existing services and oftennegatively impacts (under resources) the true priorities of the City. So the first step in the current budget crisis would be for the Council ,(and the community), to clearly outline the top 3-5 priorities for the next 1-2 fiscal years. This would focus on the required services (from the public's viewpoint) and not on how they are currently delivered. Certainly this would include basic infrastructure, public safety and economic opportunity. This approach, even in an era,,of declining revenues„ allows for prudent additional expenditures to be made to further akey priority and or provide efficiencies in their delivery. The focus however need's to be on efforts that will have a direct positive impact on reaching that goal. One example, might be stream Iining:the planning process further to enable a given development project with city approval, to move forward swiftly to assist the developer in completing the project so services can be rendered and sales tax revenues collected earlier rather than later. On the flip side, cuts even up to eliminating entire organizations or services can be made on areas outside -of the key priorities. Nobody said it would be easy. Community support can also be leveraged perhaps with Neighborhood Watch Programs to assist in the fundamentals of Public Safety. An additional long term solution may evolve out of fundamentally changing how California taxes and redistributes (or not).'monies back to schools and local government. I attended a meeting across the street from the State Capital in July of 2009 that was jointly sponsored by the League of:California Cities, the California School Board Association and'the California State Association of Counties. The topic was how to keep local revenues ,local, closest to the organizations responsible for.delivering the servicestothe public. That -is cities, schools and counties who often become pitted against one another during state budget cuts. While the mechanism for change was discussed, no agreed upon path forward is in place today, but the idea of keeping the money and the services linked together instead of placing them in the State General fund is an idea that definitely -has merit. Finally, Petaluma is indeed a unique.and wonderful place. When this community is focused and energized it's amazing what we can accomplish with seemingly meager resources. Can you say COTS? The Eastside Food Pantry, The ASK foundation.at Old Adobe USD, PEF and the list goes on and on. Yes we face tough.times, but that demands and brings out our very best. Rick Parker Petaluma, CA.'94954 Home: Business/Cell: E-mail: Public /Community Service Old Adobe Union School District, Board of Trustees, 2001-2010 Miwok Valley Elementary School, Site Council Chair (1996-2001) Hillside Church, Leadership Team Secretary, Facilitator, 2007 -present Youth Group Leader (15 years) Education University of Washington,�MBA (Business Government Relations) 1984 San Diego State University, BA in Political Science. Minor in Physics, 1982 Special Training - Juran Quality; Continuous Improvement trainer, facilitator and instructor (ATT) - Consultative business solutions training for Public Sector Clients (ATT) - Customer Service, Exceeding Expectations (ATT) Work.Experience (26 year career With ATT, SBC, Pacific Bell) 2000'to Present, Strategic Account Manager, ATT Government, Education Sector. Bay Area - Consult with K-12 Education, Community Colleges; CSU, UC and Private Research Universities statewide (including CIO, CEO level). Assist in deploying the "Internet 2" highspeed data network throughout California. Responsible for over $20 million in annual revenues.. - Work with regulatory -groups (CPUC), State of CA organizations to promote broadband use, online learning, and Science, Technology, Engineering and Math (STEM) education/careers. - Received President's Club Excellence in Performance Award 1998: to 1999, Sales,Manager. ATT Public Sector (Cities, Counties, Schools. Universities); East Bay Led Sales/ Consulting Team serving Public Sector Clients throughout Alameda and Contra Costa Counties. Large,"r clients included. City of Oakland, Alameda County, and Alameda County Office of Education. 1996 to 1997, Sales Planning Manager, Controller, ATT Public Sector East Bay - Responsible for budget,setting, results tracking and business management for Bay Area Public Sector Sales Group. Annual revenues of $50 million. 1990 to 1995, -Sr. Account Manager, ATT Public Sector, North Bay, East Bay - Technology sales and consulting for cities, counties, schools throughout Northern California. - Received President's Club Excellence in Performance Award Work Experience ,(continued) 1988-1989, Manaeer; Customer Service, ATT, SF Network Operations - Hired and led a team of 15 managers responsible for service satisfaction for small to medium sized businesses in San Francisco. Site visits to client locations to discuss business needs and service issues. Taught Juran and Deming Quality- Improvement class to over 100 managers. 1986-1987, Special Services Center Manaeer. ATT Network Operations, East Bav - Center provisioned and maintained high end data services for small and large businesses in Northern California. - Led supervisory team of 8, technician force of 75. 1985, Results Manaeer, ATT VP Staff, Statewide Network Operations - Strategic planning and results tracking for Vice President 1984, Network Supervisor, ATT Network Operations, East Bay. - Led 15 technicians responsible for daily service orders. References References available upon request Personal Information Wife: Amy, daughters:, Danielle (23) and Cristi (20). Dog: Poley (13) 24 year resident of Petaluma. Member of Hillside Church. Enjoy outdoor activities, hiking, camping. Aplication C Cou n cil LY i of Petaluma Clerk's Office English Street urea, CA 94952 is 70,4.78-4360- 707=778-4554 Email: @ci.petalumaca.us • Completed and signed application must be filed with the,City'Clerk by Thursday, ]anuary 20, 2011 at 5:00 p.m. ® Applications may be. delivered in person, by mail, e-mail, or FAX. ® Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. Please ,attach a resume to this.,application. The resume should include educational background. Please print or type your answers to 'the .questions on the following pages, limiting your answers, to one page per question. Name: Dennis E Pocekay liomd;;Address, •City,,. State,' Zip . Petaluma, CA 94952 Isl®reel Phone:Work Phone: F Retired; Cell: IL M 'E -Mail Address_: i4re:,y®u.:icu'r.•rently a "registered'woter and:°a ,,residenti.of,',th'e•"Cit of'Petalum aili"- VES ®NO p j o you believe are Whatec�►nomic develo .rnent°prograrps-and incentives,d'" roecessary to retarn and support the.g'ro,Wt ,of existing busiiitesses, and;to attract the,.kinds of new`businesses ..,:., ` coniii rtiplated;;rn the City's Scon6rnic;Dgyelopm6nt'Strateg,y'?, First of all, I am in agreement wish -the" council°s decision to hire an Economic Development,Director. However, I believe that his/l er recommendations should be viewed critically, ,as it'is,not at all clear #o. me that programs that have worked in the past :will work in our changing world. Further, 'I think that;incentives should be individualized, if possible; based on the creativity of the business plan at issue. Broader programs should emphasize development around mass transit stations and green businesses. F] 9. 9 , .. tV . -Uh lerT.whlt - -circ _ _.... . _ hey utdin, docu'�eent and wi'siorifor'the Co ea'fe is9 nces ,° e Gene;.ra0 Plan' i's, t._ iwoield y,,au bip_comfortable, m approving uses,.that i3re. inconsistent.vvith the Plan,.a'nd under,; ' wli'at cercoemstancPs„wrould you be cortiforta.ble not approving uses specifically ailowrelsn the pjan? This is a very difficult question, and the answer dependent'on the�specific inconsistent circumstances. Let's assume a project comes before, the council, and that it is, not consistent with the General Plan. Let's further assume that it seems to be very,popular, at least with some vocal minority. I would take the request seriously, and I would attempt, to the best of my ability and within existing time and financial constraints, to understand all effects of the project. I would consider the effects of the project on our natural surroundings, on environmental quality, lon traffic congestion, on flood control, on employment, on sales tax income, on demand for city -provided services, and on existing. businesses. Perhaps most importantly,'I would consider whether approving said project would lead'to a flood of projects inconsistent with the plan, thereby making it difficult.for the council to require adherence to the General Plan ;in the future. Having considered all of the above, 1, would still not be comfortable approving an inconsistent use;. unlessthe project seemed to significantly - improve quality of life (QOL) for the a clear majority of the population. I would tend not to make an exception for a "QOL- neutral” plan. Relative to. not approving.a project specifically allowed by the plan, my approach would be similar, but my decision criteria would be different. In this case, I would be comfortable approving a "QOL-neutral plan"; that is, �one that did not significantly decrease QOL for most of the population. If, .on the other hand, the project seemed to clearly decrease•OOL for the bulk of Petaluma residents, I would be comfortable not approving it. In summary;; I believerany,plan should serve as a guide, rather than as an absolute set.of rules or laws. Exceptions presented in good faith should be given full consideration. That ;infill policies: d'o'yoie' think should be e�opteii"in light of ,$her'fU'irban Growth °oun9ary 6 ' ,establis'hed;�6y the voters in 1998,and extended) to 2®25 ,bythe,voters,en Z®ri®� ,W -.hr t pol'cles ,and pc'og erns w®;u Id you;proreote $o: protect' Petalure�a's;historiC,' u Lural, anc9 p9�ysica9, ,assets' > r . The world' is;changing rapidly at this time; I: think it is.fruitless°to .take time to develop detailed policies that will be outmoded before any shovel hits dirt: Very generally, I think that our prirnAry:concern should be to do whatever we reasonably can to encourage' infill around mass transit stations. The infill should generally be mixed residential and :.,omrnercial,;inciuding offices. Most:of all, we'should be'flexible and welcoming ofacreative plans which provide'things tharpeople'need, including low-income housing, which are consistent with our history and historic buildings, and which .an help draw out-of;towners to our cultural and.physical assets.' I would like to* see, Petaluma promoted as a "working City' rather than as a spa destination. It would, be great if visitors could, on relatively short notice, get tickets to a .Iinnabar play or music presentation, a docent tour of Putnam Park or Lafferty Ranch, and a water tour of -the river area. ,Within'ex':'isting budget constrairits; hoHrvwould you`ad�lress infrastructure teee`ds',inclu'dorig street.rvea�iwtenarece;`flood'control,'pairk develop-- d t, and traffic congestion? ° With the budget situation. as itis now; I believe that°onlyatreet maintenance can be addressed over the short term. Except -for projects already "in the pipeline", non -emergency flood,control,.park development, and traffic congestion issues must be largely deferred over the next few,yea�s. a db'believe:that°we should find ways to continue maintaining our. parks, and I think that some traffic congestion problems -may be amenable to low-cost„ temporary fixes. Even though water and sewer pipe maintenance is the responsibility of,the Water Department, itis apparent from a recent council meeting that we need to make a detailed assessment of the expected lives�of all our pipes, and of how we will finance their maintenance and/or replacement. 9 5 1AIPiat u►iooiId,y®u 'do to assure',thak, as. Councilrvaeenber.. you' contriibute to buaBciireg: a', cohessve 10 t"earn comprised. of'tle Mayor�and Council;°City I�ana,ger:an&5tafff`that'vuorBcsr;$ogethe�,witti nnitatual�trust"and respect.to prouade "vats! ;giublic services and protects tlf.b puojic'g?interrests'.. I would do what I've done. throughout my medical career: I would treatall.rriernbers of`the team with respect, I would set an example based on truth, fairness, and transparency; and I would place the interests of the°general public ahead of those of special interests. I would also set the example; of providing research and: data to support my opinions, whenever possible, rather than vignettes.related-to.personal experience. I would strive for compromise in instances where the general public is evenly split, but not when a small group attempts to hold the general public hostage. ,Petaluma_ has,°grappilecB with ffiscal: decline for the lasf fhree baidget cycles. ;�B•iefly discuss: your krtowlet9ge of Petaluma'„s busiget situation., Please furtherdiscussthe,p�rioreties and policies ,y®u`b0IbdVe they CoLihcil should adopt toj restore,.short-tiirM ,fisciil :`stability, a &theg' N p9riorities°and policiies' you.bel eve the -Council ,should adopt t®, fosteirlongleerm; fiscal sustainability., f, - e `} Relative to the city's budget, I'fully:understand that any surplus funds have been exhausted during the current recession, and that unless additional cuts in spending are made, we will have a shortfall, of several million dollars per year over the next,few years. I'also understan& that spending cuts to date have for the most part involved entities and programs other than<police and fire; such that the,police and'fire budgets have consumed an increasingly large share (now over 70%of the -,total budget. Even if two-tiered systems of salaries and retirementbenefits are a forgone conclusion, they will help little in the'short.term. It also seems unlikely that tax revenues can be increased in,any meaningful way in the shortterm. It is appropriate for the council'to again Ado 'k, at other programs and. services that might be cut, but in the end I feel that significant cuts willhave to be made, in'police and fire budgets in -order to achieve fiscal stability. The council.should first ask,the, chiefs and departments involved toadvance creative solutions. If, acceptable solutions arise, the problem, has been solved from within. If not,, the -council should itself: consider how our departmental practices compare to the accepted "best practices” of other communities, and at least consider consulting specialists, prior to making simple or "acfoss the board" cuts. It is,,possible that long-standing benchmarks considered representative of "acceptable service" will'have to. be adjusted, and'.in thiscase public education may help soften the,tilow: Finally,°what about,the long term? Based'on all',that has happened over the pastJew years.'I do not think wercan,count,on a simple,and;gradual return`to "business as usual". Once we'have, therefore,. developed an acceptable austerity' budget, it should remain in place until the city's surplus reaches clearly acceptable'levels. Signatus'e, ...fl► - Date CURRICULUM VITAE Dennis E. Pocekay Born: Richmond, CA, July 1'6'; 1949. Education: 1970 BS/Engineering CalTech, Pasadena, CA. 1971 MS/Applied Mechanics Stanford University, Stanford, CA. 1973' Trainee in Epidemiology Creighton University, Omaha, NE. 1976 MD Creighton University,, Omaha, NE. 1989 MPH University of California, Berkeley, CA. 2002 Culinary Certificate Santa Rosa Junior College, Santa Rosa, CA. 2009-20.10 . Student; Secondary Credential Program, Sonoma State University Postgraduate Medical Education: X1976-77 Iniern;, Internal Medicine; UCSD Medical Center, San Diego, CA., 1977-79 Resident, Internal Medicine; UCSD Medical Center, San Diego, CA. 1988-92 Fellow, Occup and Environ Med, UCD Medical Center, Sacramento, CA. Licensure and Certification: 19.77- California Registration No. G 035682 1980- American Board.ofInternal Medicine 1988-98 Certificate in Geriatric Medicine (ABIWAAFP) 1992- Certificate in Sports Medicine (AASM) 1995- American Boar&of Preventive Medicine.(Occupational Medicine) 1095-2000 Certified Medical Review Officer (MROCC) 2007-2009 Qualified Medical Examiner Hospital 'and Academic Appointments: 1979-82 Director, Admissions/Triage/ED, San Diego VAMC, San Diego, CA. Attending Physician, Nursing Home Care Unit, San Diego VAMC. Assistant Clinical Professor of Medicine; UCSD, San Diego, CA. 1982788 Staff Physician; 'Internal Medicine, TPMG, Santa Rosa, CA. Chair, Diagnostic Services Utilization Committee, TPMG, Santa Rosa. i983-90 Departmentsof Medicine,. Community Hospital ;:Santa Rosa; CA. Asst Clin Professor. of familyand Community'Medieine, UCSF, SF, CA. 1987 Chair-, Department of 'Medicine, Community Hospital, Santa Rosa, CA. 1990-94 Physician, Dept of Med (Occ Med/Ortho Med), TPMG, San Rafael, CA. 1994-2001 Chief, Div of Occup.. Med, Dept of Medicine, TPMG, San Rafael, CA. 1995-2001. 'Staff Physician, Spine and Chronic'Pain Clinics TPMG; San Rafael, CA. 1997-2009 Physician Lead for OHSS and Disability Mgmt, TPMG, Oakland, CA. 2001-2009 Staff Physician, Dept'of Occupational Medicine, TPMG, Petaluma; CA. 2004-2006 Chief; Department of Occupational Medicine, TPMG, San Rafael, CA. 2008-2010 Director, WesternOccupational and Environmental Medicine Association Awards and Honors: 1970 Graduation with. Honor, CalTech 1975 Alpha.:Omega AlphaMedical Honor Society 1989 Occupational, Physicians Scholarship 1989 American,Lung Association of California Postdoctoral Fellowship Professional Societies: 1976-93 American College of Physicians ,1991- American College of'Occupational and,Environmental Medicine 1991- Western Occupational and Environmental Medicine Association Present Positions: 2008- Education Committee,. Western Occupational and Environmental Medicine Association 2009- Volunteer Advisor, HOSA (Health,,Occupation Students of America), Casa Grande High School, Petaluma, CA 2009- Substitute Teacher, MAth.and Science, Petaluma School District 2010- Mentor and Director, Mentor Me Petaluma 2 16V V, `�'� City of Petaluma .j ;,, v1 City Clerk's Office a Application .Ijml ?Ort 11 English Street Petaluma, CA 94952 It®� I I V Phone: 707-778-4360 z850 Y 1, FAX:707-778-4554 Email: cityclerk@ci.petaluma.ca.us IMPORTANT: • Completed and signed application must be filed with the City Clerk by Thursday, January 20, 2011 at 5:00 p.m. • Applications may be delivered in person, by mail, e-mail,, or FAX. • Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. • Please attach a resume to this application. The resume should include educational background. • Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. ..y . r.� N J. "ame:" r T * BaG r Sara Sass it � State'' , Home 'Address'=N.0 Petaluma,'CA 94952 ho ,. Home Phone. Y1l®rk� P n:e:`° E -Mail Address: =Are�ryouy;currently a'registered''vater; and,.a q„ YES ❑ N® resident=®f:`the City of Vital dfil'aLL what economic development;programs-ani! inc nd; suppiorf,;the growth "of iWAII64 tiusin"esses contemplate`d'•inaheCity's Economic'Developr», ✓a,,, :�,�"^w�,•S ..i.-� •p .,:. .� � ..: � � ". ""T%'•r:::::.ry; • �. �, t. is ,� , .., n . . • �ritwes do you believe" "are necessary, toretain a and to''attract the'-`kinds':of'new businesses ra'e I believe that it is crucial, to hire an Economic Development Manager for Petaluma. Having someone in this previously proposed position would be very beneficial for the economic growth of the city. He or she would act as a liaison and an advocate for ekisting and future businesses. This would provide business owners with an accessible person who could assist them with permits, networking opportunities, and other valuable information. Maintaining an open dialogue with the Petaluma Downtown Association and Chamber of Commerce will also help the Petaluma City council stay informed of the ideas and concerns of local merchants. The primary incentive for Petaluma would be to provide an accessible process for creating and supporting new businesses and/or using the Economic Development Manager as a resource for current business owners. Petaluma would benefit from positive growth from the inside out. If the current and local business owners feel supported, this will help encourage small business growth and development. also believe that if we follow the General Plan and show business owners that.Petaluma is supportive and consistent with its policies and programs, it will generate trust within the businesses and their investors. 2 The General;P;lan iszthe guiding`-document, an'dI,'vision,:for.tt e,CiIty: A:Under�'Whatcircuen'stances •would; aiu �b'e,cortnfortable'iri'aplr ving uses that,.are inconsisteiat vvith,the:,Plan an under, V pp. :. wh'atciriumstances'..w.ouldr `�ou be„comfortab{e ;not:a rov ' Q � en uses'specificallywallowed:"�in th;e lan? 'Y r fr. 5 3 r Considering The General Plan was voted upon by the preceding Council, I would be reluctant to stray away from it. However, if the citizens of Petaluma voiced concerns or if'there were unexpected, negative environmental impacts, I would expect the City Council to reevaluate that specific proposed use to assure that it is in the best interest of the city. WFiat infiill otic endo: ,ou'thinkrshould fie'ada "ted`mi li hte'd the.Urban G"rowth"-(Boundary.;; established`,b" the voters': n' 1998°and ezten`ded1 2025 tiy:'the"aoters'iin 2010? -`;What ooiiciesw•: vre.... a"nd' programs;:would; you- protect' Petafuma's Mistoric;'cultural and physical: ets. ^.�. �".�,�^'ti.F.t'. �.,�,. ;�sr'.u�.; •"..a,i;.•i:"d' r•,4,;v w.,. e'..:=r :^�,.• 'v c��%•...; +:•'3 .•a ,..•'. :ass ,,, ,:._';- • ,, : �°...., ��;� �� ,. r Supportingcommercial infill will allow for our community to thrive fiscally. Supporting the River Access and Enhancement Plan will allow us to promote our historical, cultural and physical assets. 'The SMART Train Advisory Committee will be an essential part of the infill process. Considering Petaluma was the first city,in the nation to adopt an Urban Growth Boundary, I think it is essential that we maintain the integrity of the policy. I would like to see the development of the SMART Train stations and the surrounding businesses to be fully accessible, attractive and safe for our citizens as well as to promote Petaluma as a historical and cultural destination spot. I am proud of our motivation for the Urban Growth Boundary and would like to promote business growth. 4 I Within ekistin t u'd "L t , t constraints , how would you-:addr`e`ss infrastructure,;needs including street maintenance #,lood`'control; park development; and.tcaffic;con"gestaorY� By'welcOrning ,new businesses and patiently allowing for change and growth to our city, we will broaden our tax base which will allow for allocating funds toward our infrastructural needs. It is also imperative that the city is as proactive as possible with repairs and maintenance until we have the funds to complete larger projects. The sooner the Rainier underpass is completed, the less wear and tear we will have on smaller side streets which people use to try to avoid traffic. Also, continuing to seek out grants could be beneficial for Petaluma. ,WM at would 'bwdo to assure.�that3,as' C®uncilm'em'er:�yow4boritribute:oto:-build'ing.a cohesive . y., ;..'.'-:�,.:�,. a. ir'�.i�, .'t �'.u.�.b .q. e.Y'•. rk Np+r .v`4 :•,y�Y' - .x'T, +w, team:,,i6d rprised, of,the:;Mayor and.'''iO tici,I ;"Ciity°:Manag'er''and Staff:that works.togetherwith`>- mutLia'l�tiru8t,'and respect to"provide�vital public services and protects the public's ,ignterestts? .',= 1...10 As a Political Independent, I make it my goal to listen to all sides, carefully considering pros and cons of each council members' points of view. I am applying with the best interests of the City of Petaluma. I am certain that the Mayor, city management team and each City Council member wants to do what is best for Petaluma, even if they have differing opinions on how to achieve that. I would like to serve as a delegate to my community and in doing so intend to weigh each topic carefully while keeping the public interest in mind. PetalumiiLias`grappledwith`"fiscaldeclene forthex•last.tFireer.budget cycles:' B'riefiy discuss your,kn•'owledgesof,,^Petaluma's:budget;'situation:;-,P lease:.urthe'r;,discuss;,.the:priorities: polic0es`you' bel0epe•the Council should'adop#"to;,restore short"term fiscal staflity a;nd the' priorities and pol�cses'you believe<'tFie Council should adopt to foster'long term fiscal sustaina'liii :" �:•�'" ,' ,y; ��-t:."'''::"� rr;�w� , Petaluma needs to focus on spending within its means. Although a difficult decision, the partial merging of the responsibilities of the Public Works Department and the Water Department'was necessary for the General Fund. Other changes that would help foster long term fiscal sustainability would be pension reform and broadening our tax base. SZU. 1/401 Ij OBJECTIVE: Sara Sass Petaluma, CA 94952 Phone: Alt: To attain a seat 'on Petaluma's City Council EMPLOYMENT HISTORY: November 2009 H2O To Go - Potable Water Delivery Petaluma, CA to Owner/ Operator Present 2009 Prim Pizza Petaluma, CA to Bartender/Server Present 2007 Gale's Central Club Petaluma, CA to Present January 2007 Latitude Island Grill Rohnert Park, CA to Event & Meeting Manager November 2007 January 2005 Hyatt Hotels Santa Rosa, CA to Event Production Assistant December 2oo6 EDUCATION: 2004 Sonoma State University Rohnert Park, CA Certificate Event and Meeting Planning 2001 Presidential Classroom Washington D.C., DC Certificate Political Science Presidential Classroom is a program that is organized by the White House and Georgetown University that exposes young Americans to the political process. ACTIVITIES: Sonoma State University Unfinished Political Science Rohnert Park, CA Since moving to Petaluma in 2004, I have truly fallen in love with this town. I love to explore the landscape and patronize local businesses. Petaluma is a unique and special place and I would like to take a more active role in the future of our community. f city of Petaluma 1617 81 Citj► Clerk's office 11 English Street Qin Meati Petaluma,CA'94952 house. 7®7-778-4360 iCouncil Email: clerk@ci.petaluma.ca.us IMPORTAN Completed and signed application must be filed with the City Clerk by Thursday, 3anuary :20, 2011 at 5:00 p•m• b mail e-mail or FAX. Applications may be delivered in. person, y , Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. Please,attach a resume to. this application. The resume should include educational (background. o. Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. n. Louis G Steinberg �tdd: ,.:., r:. EINCIIr, coa9'retl.:; ,3a. YES ,r®side ' �:•......, � :�'�%' is 191r ... l� ...,....e . ... •.. ... .. .. .... ..... [,. .. .., ... �., .. ,'. r.r . Petaluma,', CA 94952 �tdd: ,.:., r:. EINCIIr, coa9'retl.:; ,3a. YES ,r®side ' �:•......, � :�'�%' is Petaluma has become a destination, city for tourism. We need- to,encourage. more.smaller business to locate in the community.' This can be done by providing a streamline permi'process and making the cost of doing business here more affordable; offsetting City fees with'increased sales tax tevenue. We need to work closer with .the`Chamber of Commerce in promoting'the qualities of; the community and.its' benefits to their ability to recruit high caliber employees. I: served oni the Chamber Economic Board in the 80's, with many of the same- goals. „,. . :a�oll`rifmlr V l�I .'' . Ni.. a, �V..'� ..,..... .�. r.,�.�.�.��,,wa�lkle�r..ti.y..��1®.d�dva.�.�!!� � ....... .. ... .,.. nne+ca,e.rv.araru.o.:�. :..�`sy-a:---.--:-,-- - - •,•. •F.6i•i I served on the Sonoma County General Pian'Update Committee in the late 80's. The plan created urban boundaries and led to the approval of The Open Space; District. It'RR zoning around the Cities and set the recommended zoning for the county. I have always been a strong supporter of following the General Plan. HoweVer'as time and needs change within the community, ,General Plan amendments are necessitated.. Each request is unique to itselfi and must be judged on its sive to the community then it should be denied. We would always benefits to the community. If the request would be intru have to determine what is best for the community as a whole. 3 Higher,density housing, closer,to the core of the city is most. desirable. This creates more pedestrian traffic, which helps iocat commerce and encourages. use of public: transportation, It also provides more affordable housing, which allows our ;hildren to stay in Petaluma. As stated earlier) supported the creation of Urban Growth Boundaries, while serving on the -Sounty General Plan Update Committee. What make's Petaluma unique is.it"s architecture:and'historic community., Founded in 1858, Petaluma is one of the oldest --;harteted cities in the state, with the second oldest High school District. The Uniqueness of our iron -front buildings must oe preserved. ' Schools. ' representing Petaluma as a scho rhave spent over 20-years ol board°trustee. This entailed building a district where trust and respect was important between_ the trustees;. the administration and the staff; the community'and the students;. l have been affirm beleiver in shared decision, making. ,I have that record and reputation. The council must set aside personal opinions to accomplish what is best for the residence of our City. I don't expect to always get my way; but l will always support the decision of the Council. l am, a good listener and,will listen to°other viewpoints to come to a positive conclusion. I am ,a 45- year resident of Sonoma County and a 38-year resident of Petaluma, lhave an Economic degree from Sonoma Sate University, with an emphasis In regional economics and planning. I have been honored as a Distinquished Alumnus. I.have been involved in many city projects as both a"past'President of the 7-11 Lions Club and more recently the Rotary Club of Petaluma. 6' As stated above I strongly encourage those things. that mostly affect the public safety, We must look for alternative sources of revenue. Much of our current conditions are the result of"the recession, poor decisions in the past and the lack:of proper fiscal planning for an economy such as we now have. Many of those decissions were made years.ago and have now come back to. haunt us. The shortfall in sales tax revenue is just one example, as Petalumans are forced to -shop out of town to find products and prices not available in our community.! Cooperations with other cities to,share resources could lead to economies of scale. with Petaluma leading the way- ':.';ji'EiSr'":.. RESUME LOUIS G STEINBERI Ed6cation.- BS Economics Sonoma State University 1968 Employment: 1968-76 Bank of America Became Branch Manager in 1972 with responsibility for all operations of the branch and lending authority for Real Estate and all forms of Commercial lending. Became Branch, Manager and Vice President of a larger branch in 1974, With a, staff 'of 30 employees and higher lending authority for both commercial and Real Estate -loans. 19764992 Woodfield Properties Real Estate sales and leasing, became a Broker in 1980and partner in company. At our largest we had 5 offices and 125 agents- Compiany was,sold to Merrill Lynch in 1985. 1 retained the Petaluma office until- 1992. Sold Residential and Commercial properties.' Specialized in Commercial and Land sales for Residential :Subdivision from 1985-1,992, Represented major single family home builders in locating property for development throughout California and Nevada. Assisted in, the processing of subdivision maps for residential development. 1992-1994 National Bank of the Redwoods, Santa Rosa Residential and Commercial lending. Brokered Commercial loans'that were, beyond the scope to the banks lending programs, 1994-200.4 Vice President, Investors Trust Mortgage. Responsible for Commercial lendingt-hrough,ITM Commercial Mortgage, Correspondent for Patrician Financial until they were sold to Berkshire Mortgage, Have worked with National lenders placing commercial, loans, such as Bank of America, Wells Fargo, Nations ,.Bank (until the merger), Key Bank and SouthTru-st. Have: worked with many local lending ,institutions,, both in placing loans with them and helping them to Place loans beyond, the ,scope of their programs. 2004 'Vice President, BMC Capital. National commercial ]ending group, Headquartered in Dallas, Texas. Head of San Francisco Bay Area office. Affiliations 2005.Returned as, Vice President ITM Commercial Division r 2008 joined BaySierra Financial, Inc, lead institutional lending group President Sonoma County Board of Realtors 1990 Board of Directors Circle Bank and Chair of Loan Committee CAR State Director 1985-1994 NAR National 'Director 1990-1094 Nar Commercial Real Estate Finance Committee California State Political Affairs Chair 1989 Vice Chairman of the local Government Affairs Committee Served various state. committee's Served as: liaison to Senator Barbara Boxer for NAR Recipient of Edjar J :Hansen Award as Outstanding Realtor Member Mortgage Bankers Association Community Involvement Board of "'trustees Petaluma School District 1990 -current Rotarian since 1993, Past -President 07-08t Soccer Coach Petaluma High School 1980-91 CYO Basketball coach, little league Baseball coach Recipient of the Continuing Service Award, PT8A President of Sonoma State Alumni, Assodi ation 2003-4 Chair Rotary Youth leadership rship Award Camp Recipient-Rotary.Di'strict 5130 Service to Youth Award 2004 Recipient SSU Advocate of the year -07 Recognized as The Distinguish Alumni for Sonoma State University 07-08 Served on the Sonoma County General Plan update Committee Personal Married Julia since 1966 Two Children, Rob graduated Sonoma State University, Melissa, University of Arizona Pour grandsons Nathan, Ryder, Jonah and Blake Resided Petaluma, Ca since 1972 1��11819c�2��c� City of Petaluma e L tr �J' -ty Clerk's Office R �® �� J,QWN �� English Street Application P luma, CA 94952 It Council ®a c"J� F �: 707-778-4554 0 Email: �� I c G rk@ci.petaluma.ca.us IMPORTANT: Completed and signed application must be filed with the City Clerk by Thursday, January 20, 2011 at 5:00 p.m. Applications may be delivered in person, by mail, e-mail, or FAX. Only Petaluma registered voters who have submitted a complete application by the deadline will be considered for appointment.. ® Please attach a resume to this application. The resume should include educational background. Please print or type your answers to the questions on the following pages, limiting your answers to one page per question. Name: Pamela Torliatt Home2Address, City,, -State, Zip Petaluma, CA 94952 Horne -,Phone E-Mail:,Address:. ' Are,you currently a registe"red-voter and a tesident"df,the City,..o#= Petaluma? Work Rhone: YES © NO Wtiat.economic development prog0m' sand incentives do you believe are necessary to retain and support,th,e=growth :of ekisting businesses; and to attract the"kinds �of new, businesses contemplated in -the City's;Ecornom,ic Developr»ent Strategy?: Under my leadership as the Mayor of the City of Petaluma, the City Council and the community completed the first ever Economic Strategic Plan in November 2010. Many recommendations were made in this plan including hiring an Economic Development Director that would be funded out of the Redevelopment Budget. In light of the Governor's proposal to eliminate redevelopment agencies it may be the best decision to hire this individual/firm as a contract employee/firm instead of a Redevelopment employee. The hiring process is underway and should continue in order to implement the plan. On page 13 and 14 of the Economic Strategic Plan there is an "Action Plan" consisting of short term and longer term initiatives. The new Economic Development Director needs to get the Action Plan underway. Shoring up retail leakage, improving access to our auto mall, continuing to focus on redevelopment opportunities in our historic downtown, creating incentives to redevelop existing strip retail centers are among some of the areas that can improve our fiscal situation. The focus should be on filling existing vacancies in office, industrial and retail sectors. Close communication with the Real Estate community is important to work together on attracting perspective tenants/businesses. In addition, there is a need to assist our existing businesses in Petaluma expand their operations. My qualifications professional background in property management, commercialreal estate and my 18 years of experience as a planning commissioner, city council member, Mayor and member of many regional boards and commissions would be a great asset to the City. This experience makes me the best fit for the council vacancy in this difficult economic time. s; The Generafot' fi &the,a iding docurnerif.and,visl ion for the City; Under'what.circumstances would"you be comfortable, in approving uses -that are' inconsistent with"the Plan, and under what;circumstances would you be;cornfor able not approving<uses specifically allowed in the - plan? The review process for projects and uses is mainly dictated by law and council policy. Projects and uses that need City Council review usually are reviewed by the Petaluma Planning Commission with recommendations to the City Council. I believe the Planning Commission's recommendations and public input are very valuable. The General Plan was a document created by an extensive public input process and I proud to say I was the Mayor of Petaluma when the General Plan 2025 was adopted. The review process is subject to the California Environmental Quality Act which analyzes potential and significant impacts of proposals. As a member of the City Council, it would be our job to analyze the draft documents, listen to public comment, make comment and make determinations based on findings. Consistency or inconsistency with the General Plan is one of the findings that needs to be made when proposals are before the city council. I believe the approval or disapproval process needs to be determined on the findings that can or cannot be made on each proposal after all the information has been submitted and public comments have been completed. What;;ihfill;pol,icies:do'y6wthink shbu,ld be adopted, in lighfo'f the'.Urban Growth Boundary . establyished;byYtheF.voters in 1998 and extended to;2O2-'b y the voters in 2010? >What policies and programs Wou'Id y'ou`pro,,mote— to protect PetalurnWs.historic,.cultural; and -physical assets?:' As a member of the city council when the Central Petaluma Specific Plan (CPSP) was adopted, there are many policies included in that document that have not been updated or implemented. Many opportunities are outlined in that document. In addition, under my leadership as Mayor of the. City of Petaluma, the city expanded the Priority Development Area (PDA) to increase the boundary to match the CPSP, applied for and was awarded a station area planning grant of approximately $375,000. Last year the city council appointed a station area plan committee including business owners, property owners, professionals and interested persons in the community to create this planning document furthering the policies laid out in the CPSP and create new'ones. I believe part of the station area planning process should include insuring that there are policies to protect our historic, cultural and physical assets. Maintaining the historic, cultural and physical resources was included in the consultant's scope of work. A specific project that.I recently helped secure funding for is the first phase of the historic railroad trestle rehabilitation in downtown Petaluma. I believe this trestle is'a key piece of infrastructure needed to be rehabilitated in order to continue vrith the enhancement, redevelopment and elimination of blight in the downtown. This project follows and is a continuation of the huge redevelopment project we completed with the Theater District. As a councilmember, I will continue to look for and secure outside funding sources to complete this project. Specific infill policies include but are not limited to parking, pedestrian and bicycle access, historic resources, water access, adaptive reuse, SMART code, etc. Many of these types of policies are being developed at a regional level to help implement SB375. Within, existing budget constraints, how:would "you"address infrastructure needs i6eluding street° naintenance,:flood control,parkdevelopment, and traffic congestion?. Ensuring the East Washington Interchange Improvement project continues to be fully funded and is underway this fiscal year is a'top priority to improve traffic flow and create jobs. Additional street maintenance funds may come from an increase in the price per gallon at the pump, we need to continue to apply for Prop 1 B funds and other grant scenarios. As a member of the city council, we successfully lobbied the federal government to reduce the City of Petaluma's financial obligation on the Petaluma Flood Control project by approximately $17 million dollars. The Corps of Engineers originally had only a total of a $5 million dollar obligation on the $40 million dollar project. The City Council was successful in lobbying to change the obligation to a 65/35 split (CorpslCity of Petaluma) saving Petaluma's redevelopment agency millions of dollars. During my tenure on the Petaluma City Council, we achieved the flood protection level that was envisioned over 20 years ago. The project is almost completed and as a city council member, I will help secure any additional funding needed and get the project done. As a member of Petaluma City Council and Mayor, we ended the privatization of our wastewater treatment plant, secure_ d funding to acquire property to build the"wastewater plant (at no cost to the ratepayer) and create 171 acres of publicly accessible wetlands that also is used as an environmentally superior way of treating our wastewater. We need to continue to protect that asset and park area. The City of Petaluma is currently working on the River Heritage Center and has secured a grant to complete the planning of that area. We need to continue working with our non-profit agencies to secure funding for these projects. The City and the Sonoma Marin Fair Board have an opportunity to work out a new lease on the fairgrounds property to create additional ball fields and insure the long term viability of the fair, agricultural education and promotion programs. In addition, I believe we need to work with our athletic teams, school districts and non-profits to see if there are ways to maintain and build new fields such as East Washington ballfields. What would you;°do to assure that as Councitmember you contribute to building a cohesive team ;comprised' of the Mayor and Council, _City.; manager:and Staff:tl that Works together with 1..; mutua trust and respect to provide vetal public..service&af d�protdcts the public's interests? As a Councilmember, I will do my homework, listen to the public and make decisions based onwhat is best to protect public's interest. Over the last 18 years, I have a track record that proves this is the case. I will work with the City Council to corroboratively come to resolution on some of the pressing issues including budgets, community priorities and completing projects that are underway. In addition, I have served on many regional agencies and was the Chairperson for the Sonoma County Mayor's and Councilmembers Association networking with our sister cities. I have always been very accessible and I attend many events throughout the community. Petaluma h`as;grappled:with fiscal decline i,6 `the"last three budget cyc.les:,sBriefly discuss you"r knowledge of Petalumafs,budget situation.: Please'further discuss the,"priorities and policies you believe'the Council should adopt to restore short term fiscal siability,.and the priorities and policies you believe;the Council should adopt, to.foster.long term fiscal sustainability— Under ustainability Under my leadership as Mayor of the City of Petaluma, the city council for the first time completed a five year budget forecast. This five year budget forecast needs additional review and more specific details. As a member of the city council, I believe we need to continue to refine this document. In 2010, for the first time in the City's history, the city council completed an economic strategic plan that needs to be implemented. The new Economic Development Director needs to work with the city council to prioritize the implementation and carry out the "Action Plan". Since tourism is the number one industry in Sonoma County, a focus to work with owners/developers in this area is a priority. Not only to. capture our share of the tourism dollars but to increase Transient Occupancy Tax which is one of the most flexible revenue sources for local government. As Mayor in 2009, the City Council approved the long awaited Silk Mill Hotel. There is another hotel project soon to be in the pipeline for downtown Petaluma. Working to get these projects over their financing hurdles is a priority because they are real revenues to the city. The City ,Council also approved the Regency/East Washington/Target project on February 8, 2010 - it has been almost a year since those project approvals and the owner's have not submitted plans as of last month. This project needs to get under construction sooner rather than later. I believe'the long term sustainablility of our city'finances lies in the diversification of industries and continuing the path that has emerged in small business growth. These areas bring jobs and products to our community and make people want to live in, work in or visit Petaluma. Trends in tourism, green technology, healthcare, agriculture and small manufacturing are areas where we need to expand. Signature` Date Pamela Torliatt Petaluma, CA 94952 Obiective Appointment to the Petaluma City Council Experience City of'Petaluma, Petaluma, CA Mayor, 2007 — 2011, Councilmember 1997 - 2006 Provided leadership skills on a local and regional level implementing Smart Growth and addressing climate change issues Nine Bay Area Counties, San Francisco Bay Area Director, Bay Area Air Quality Management District, 1999 — 2011, Chairperson, 2009 Updated California Environmental Quality Act Guidelines to include groundbreaking Green House Gas Emission Thresholds, Completed Clean Air Plan and Implemented programs to reduce Diesel Particulate Director, Association of Bay Area Governments, 2007 — 2011; Alternate, 2003-2007 Adopted policy for the Sustainable Community Strategy (SCS) pursuant to SB 375 and distributed of the State of California Housing and Development housing allocations Commissioner, Metropolitan Transportation Commission, 2001— 2007 Programmed and allocated over $1.•13illion in Transportation improvements, Adopted Regional Transportation Plan and created of Transportation for Livable Communities Program funding Smart Growth projects (Partial List) Work History Manager, Superior Systems/Progressive Pastures, Petaluma CA 2005 to Present Commercial Real Estate Agent, Meridian Commercial, Larkspur, CA 1998 to Present Property Manager, Shelter Bay Retail Group, 1992 to 1998 Education California Real Estate License, 1995 to Present University of California Santa Barbara, Santa Barbara, CA Bachelor of Arts in Political Science, 1989