A Sustainable Employee Pension System is Critical
In October 2011 our Governor said that there is no doubt that we are going to have to adjust our pensions so that money coming in is going to be equal to what we can expect the money going out will be. The funded ratio for the CalPERS system falls well below accepted standards and we as a community must explore ways that:

1) make the City’s employee pension plan fair to current and future employees.

2) ensure the development of a sustainable defined benefit plan for future employees.

3) are fair to current and future taxpayers.

4) create a number of performance measures in which
     a) total compensation does not exceed 70% of General Fund revenues (it 
        currently stands at 79%).
     b) future liabilities are funded at the 80% level within three years.
     c) we achieve a 10% reduction in future liabilities within five years. 

A balanced budget means much more than revenue equals expenditures. The actual spending plan within the budget must also be balanced or an increase in one area will cause a decrease in other potentially critical areas. I have been a member of Pleasanton’s internal audit committee for the past 6 years, which has provided an introspective view of the budget and the realities that we are faced with. This is important because unless we have a secure and sustainable financial plan, other plans and initiatives will not be possible.

We must review a 15-year history of spending in each major area of the General Fund Budget and calculate an average spending as a % of annual revenue. That average, over a 15-year period, will become the performance measure for each major area of the budget and compared to a 3 year running average over the last three years of spending history. I plan to explore and/or implement the following actions to meet the goal of a truly balanced budget:

1) Form a Mayor’s Select Finance Committee comprised of residents with a high level of financial expertise to advise the Mayor and review and make recommendations on labor contracts, the budget and other documents of a financial nature, and city financial policies (such as employee cellphone use, credit card use, and travel policies)

2) Streamline regional service agencies to determine the possible consolidation of functions within the region that impact Pleasanton citizens and rate payers. Currently, the city staff of all regional cities are working together to define these overlaps

I would seek a decision on a full or partial consolidation of water/sewer agencies by mid-2015

Pleasanton is known for having among the highest standardized test scores in the East Bay and a multitude of Blue Ribbon schools, which translates to a quality education for our children. However, state budget tightening threatens this most precious legacy! I have taken this challenge seriously as Chair of the Pleasanton Unified School District/City Council Liaison Committee for the last two years and fully supported a $1.2 million City loan to the district to assist with cash flow and annual debt service payments. Here’s what else we’re doing to support our schools:

1) The City and school district are working together to find ways the City can help the school district with its core function of educating our kids. There may be ways to share service functions and ease the burden on the school district. I do not believe that we have maximized the sharing of human resources and this will be a major objective of mine over the next two to three years. How will this help? It will ease the district’s funding obligations and divert more money into the classroom, where it belongs!

2) Another important part of our schools is ensuring that students have the safe and spacious facilities necessary both to learn in the classroom and for extracurricular activities. 

The performance measures for this area of performance will be the inclusion of appropriate school facilities and funding plans in the East Side Specific Plan and the completion of a plan for consolidating human resources for common services by mid 2014.  

The community of Pleasanton is without a doubt one of the most beautiful communities in California. We have more than 1,100 acres of open space and 42 landscaped parks in which to hike, bike, and recreate. We’re at the forefront of job growth, industry innovation and business support with more than 4,000 businesses that range from Fortune 500 companies to small boutiques on historic Main Street. 

In order to maintain our quality of life, we must assure that Pleasanton grows at the proper pace. A critical component of the role of Mayor is to consider sensible solutions to the issues of traffic congestion and workforce housing as we grow.

The East Pleasanton Specific Plan
One of the most important planning issues that we will deal with over the next two years is the East Pleasanton Specific Plan which spans 1,000-acres. Many citizens have conveyed concern about the possible impacts that development on the East Side will have on nearby neighborhood traffic and overall quality of life.  

Another planning project that has been in progress for far too long is the completion of the Kottinger Place/Pleasanton Gardens project. It is time to get this project off of the back burner and move forward with it!

The performance measure for the East Side Plan is completion by mid-2014.

Easing Traffic Congestion Throughout the City
Another element of my vision for Pleasanton is to have a traffic circulation system that does not overburden one neighborhood because another neighborhood has been more politically active and vocal. 

Gone are the days when we can use the philosophy of not building streets as a method of controlling growth and traffic. The growth and traffic are already here. It is time to provide an adequate circulation system. This includes the completion of El Charro to Stanley Boulevard, the completion of Highway 84 and all of the improvements called for in the General Plan. 

Completion of Bernal Community Park Field Sport Facility
I am currently working with all field sports organizations (Football, Soccer, Lacrosse, Rugby) to form a public/private partnership to finance the construction of the field sports phase of Bernal Community Park.

This would provide an opportunity to begin construction as soon as possible rather than wait for the City to accumulate the funds. It would take several years for the City to assemble the Capital funds to construct.

My goal is to define a financing plan by July 2013 and begin construction by summer of 2015.

Pioneer Cemetery Upgrade
Several years ago the City purchased the Pioneer cemetery and brought it up to Pioneer standards. This basically means that the cemetery remains in a natural condition with no landscape upgrades and no irrigation. It is time to upgrade the cemetery to Pleasanton city park standards.

Pioneer Cemetery is the final resting place of many of our city’s founding fathers and mothers, and the final resting place of many who have served our country in the military. It is also a place where our city’s history can be taught. 

As a veteran of the U.S. Army Officer Corps who served during the 1960’s, I have first-hand experience of what it is like to be ridiculed by our own citizens just for wearing the uniform of our nation. 

That experience inspired me to collaborate with others in our community to support our men and women in uniform. I have networked vigorously with business and community leaders to attract their support for our military troops when they return home from deployment. I’ve been honored to work with the Pleasanton Military Families, local Veterans’ groups, the Sentinels of Freedom Foundation and the Army Wounded Warriors program in supporting returning veterans to the community of Pleasanton. We just can’t do enough to help and honor those who have served our country.