This document is a candidate questionnaire for City Council District 4. In it, candidate Annie Campbell Washington provides positions and plans on various issues. She supports 3 ballot measures, increasing police staffing and funding Operation Ceasefire. She agrees with most recommendations from a 2012 public safety plan. As councilmember, she pledges to end federal oversight of OPD, address street and budget issues, and learn from other cities to improve Oakland's policies.
The candidate supports expanding Operation Ceasefire to address additional criminal behaviors beyond violent crime. They believe Ceasefire should not rely on grant funding but should be a higher priority for the city and funded accordingly. The candidate proposes transferring and training existing city personnel to support Ceasefire case managers, and partnering with county probation to help manage the program long-term without an increase in city headcount. The ultimate viability of Ceasefire depends on attracting local jobs to provide opportunities for participants who want to change their lives.
The candidate supports expanding Operation Ceasefire to other high crime neighborhoods and increasing Oakland's police force to improve public safety. While some recommendations like increased community policing and measuring community-police relations have the candidate's support, others like investigative staffing in each district require a more comprehensive approach. The candidate believes economic growth is needed to address Oakland's budget issues and will use experience in municipal finance to pay down debt and fund services.
Jill Broadhurst supports several measures to improve public safety in Oakland, including not laying off police officers, expanding Operation Ceasefire, and increasing the size of the police force. She acknowledges Oakland faces major budget shortfalls and says council members must be honest about problems and work towards long-term solutions. Broadhurst also supports implementing recommendations from a 2012 public safety plan to improve policing strategies and community relations.
The candidate questionnaire summarizes Libby Schaaf's positions on various mayoral candidate questions. On public safety issues, she supports measures to maintain funding and expand the police force. She believes Oakland can have 800 officers by 2018 through focused recruiting and budgeting priorities. She acknowledges issues like OPD attrition and wants to improve compensation and leadership stability. Overall, she is committed to completing court-mandated reforms and strengthening public safety.
Charles Williams would vote no on all ballot measures and plans to maintain around 700 police officers by raising taxes. To address attrition and low morale, he would require biannual stress tests for officers and establish wellness programs. He believes the federal monitor does not understand the challenges faced by OPD and wants to challenge the court mandate with evidence. Infrastructure improvements would be funded through a property tax increase and requiring developers to fix curbs and walkways.
Shereda Nosakhare supports several measures on the November ballot related to public safety, ethics, and redistricting. She agrees with increasing the police force to 900 officers within 4 years and making it the top priority. To improve OPD morale and reduce attrition, she believes the department needs support from city administration and council. While progress has been made under federal oversight, she will support the police chief and work to end court supervision. Nosakhare supports allocating funds from Measure BB to repair streets and wants to explore bonds to fix deteriorating infrastructure. Overall, she is committed to implementing recommendations from past public safety plans and believes metrics and accountability can improve city services over time.
This document contains Nancy S. Sidebotham's responses to questions about various policy issues in Oakland. On public safety measures, she opposes Measure Z due to concerns about funding, and opposes Measure CC due to weak language. On police staffing, she believes OPD should have 900 officers by 2018 but that leadership and officer morale must also improve. She stresses the importance of strategic planning and using officers effectively rather than just focusing on numbers. Overall, she emphasizes the need for improved leadership, management, and fiscal responsibility from Oakland's government.
Peter Y. Liu provides unconventional and often nonsensical responses to questions about policies and plans if elected mayor of Oakland. He dismisses current measures, programs, and recommendations, insisting his "Community Empowered Safety Plan" is superior but provides no details. He advocates disbanding the police force and replacing it with armed civilian neighborhood watches. Liu also expresses a desire to arrest the federal judge overseeing the police department and claims some neighborhoods deserve better infrastructure based on wealth. Overall, Liu's answers lack substance and raise concerns about his ability to govern.
The candidate supports expanding Operation Ceasefire to address additional criminal behaviors beyond violent crime. They believe Ceasefire should not rely on grant funding but should be a higher priority for the city and funded accordingly. The candidate proposes transferring and training existing city personnel to support Ceasefire case managers, and partnering with county probation to help manage the program long-term without an increase in city headcount. The ultimate viability of Ceasefire depends on attracting local jobs to provide opportunities for participants who want to change their lives.
The candidate supports expanding Operation Ceasefire to other high crime neighborhoods and increasing Oakland's police force to improve public safety. While some recommendations like increased community policing and measuring community-police relations have the candidate's support, others like investigative staffing in each district require a more comprehensive approach. The candidate believes economic growth is needed to address Oakland's budget issues and will use experience in municipal finance to pay down debt and fund services.
Jill Broadhurst supports several measures to improve public safety in Oakland, including not laying off police officers, expanding Operation Ceasefire, and increasing the size of the police force. She acknowledges Oakland faces major budget shortfalls and says council members must be honest about problems and work towards long-term solutions. Broadhurst also supports implementing recommendations from a 2012 public safety plan to improve policing strategies and community relations.
The candidate questionnaire summarizes Libby Schaaf's positions on various mayoral candidate questions. On public safety issues, she supports measures to maintain funding and expand the police force. She believes Oakland can have 800 officers by 2018 through focused recruiting and budgeting priorities. She acknowledges issues like OPD attrition and wants to improve compensation and leadership stability. Overall, she is committed to completing court-mandated reforms and strengthening public safety.
Charles Williams would vote no on all ballot measures and plans to maintain around 700 police officers by raising taxes. To address attrition and low morale, he would require biannual stress tests for officers and establish wellness programs. He believes the federal monitor does not understand the challenges faced by OPD and wants to challenge the court mandate with evidence. Infrastructure improvements would be funded through a property tax increase and requiring developers to fix curbs and walkways.
Shereda Nosakhare supports several measures on the November ballot related to public safety, ethics, and redistricting. She agrees with increasing the police force to 900 officers within 4 years and making it the top priority. To improve OPD morale and reduce attrition, she believes the department needs support from city administration and council. While progress has been made under federal oversight, she will support the police chief and work to end court supervision. Nosakhare supports allocating funds from Measure BB to repair streets and wants to explore bonds to fix deteriorating infrastructure. Overall, she is committed to implementing recommendations from past public safety plans and believes metrics and accountability can improve city services over time.
This document contains Nancy S. Sidebotham's responses to questions about various policy issues in Oakland. On public safety measures, she opposes Measure Z due to concerns about funding, and opposes Measure CC due to weak language. On police staffing, she believes OPD should have 900 officers by 2018 but that leadership and officer morale must also improve. She stresses the importance of strategic planning and using officers effectively rather than just focusing on numbers. Overall, she emphasizes the need for improved leadership, management, and fiscal responsibility from Oakland's government.
Peter Y. Liu provides unconventional and often nonsensical responses to questions about policies and plans if elected mayor of Oakland. He dismisses current measures, programs, and recommendations, insisting his "Community Empowered Safety Plan" is superior but provides no details. He advocates disbanding the police force and replacing it with armed civilian neighborhood watches. Liu also expresses a desire to arrest the federal judge overseeing the police department and claims some neighborhoods deserve better infrastructure based on wealth. Overall, Liu's answers lack substance and raise concerns about his ability to govern.
Nancy Sidebotham opposes measures Z and CC on the November ballot but has no real position on measure DD. She believes OPD should ideally have 1100 officers but should start with 900 officers by the end of 2018. She argues that improving officer morale is not just the responsibility of the mayor and that officers need support from citizens and to eliminate oversight. Sidebotham believes Judge Henderson must carefully weigh all information and that Oakland could exit federal oversight more quickly if elected officials allowed the judge to complete his task. She argues infrastructure problems are a public safety issue and that the city relies too heavily on one funding source.
Patrick McCullough responded to a mayoral candidate questionnaire. For ballot measures, he opposed Measure Z due to failed compromises and Measure CC/DD due to bigger bureaucracies not solving problems. He plans to have around 900 police officers by 2018 by replacing Measure Z and using federal grants or his own funding proposals. To improve morale, he will represent a leader cops can trust with his law enforcement experience. He is prepared to oppose changing Monitor demands and end Court supervision by showing substantial NSA compliance. He plans to bypass expensive infrastructure projects and train residents to do work. He acknowledges budget shortfalls and will restructure services and do more as needed. He will independently review programs like Ceasefire before expanding them.
This document contains a candidate questionnaire for a City Council position in Oakland, California. Kevin Blackburn answers 11 questions on various policy issues facing the city. He expresses support for increasing funding for public safety programs. He also supports expanding the police force and Operation Ceasefire program. Blackburn believes the city faces significant financial shortfalls and proposes supporting economic growth through industries, housing development, and performance-based budgeting to address these issues.
The candidate supports implementing several recommendations from the Strategic Policy Partners public safety plan, including expanding Operation Ceasefire, increasing sworn police personnel, expanding investigation capacity in each district, and moving restorative justice practices into the community. The candidate believes leadership, management, strategic planning, and transparency would change under their leadership, with a focus on efficiency, accountability, and engagement with citizens. The candidate recognizes challenges around funding police staffing levels and addressing budget shortfalls.
The candidate expresses support for several measures and policies aimed at improving public safety, governance, and infrastructure in Oakland. They agree that increasing funding for police and expanding programs like Operation Ceasefire and Measure Z are priorities. The candidate also supports adopting best practices from other cities to address budgeting, crime reduction, and street maintenance. However, they have reservations about some recommendations requiring additional funding sources or liability concerns to be addressed first. Overall, the candidate believes transparency, accountability, and data-driven approaches are needed to reverse challenges facing the city.
The candidate supports several recommendations from a 2012-2013 public safety plan to improve policing in Oakland, including expanding community policing citywide, increasing sworn officers, and measuring community-police relations. The candidate believes a CitiStat program could help hold city departments accountable if implemented after improving IT infrastructure. The candidate supports creating a rainy day fund, annual resident polling on services, and preparing a comprehensive public safety plan.
This document contains a 13-question questionnaire for mayoral candidates in Oakland. It asks candidates about their positions on November ballot measures, plans to fund police staffing levels and address attrition/morale issues at OPD, plans to end federal oversight of OPD, strategies to address the city's deteriorating infrastructure and budget shortfalls, plans to expand Operation Ceasefire, and whether they would implement recommendations from past public safety plans, such as increasing police staffing and use of data-driven strategies. Candidates are also asked about their views on the roles of Mayor, City Administrator and Council, and whether certain reforms would be seen under their potential leadership.
The document is a candidate questionnaire for a City Council position. It contains 11 questions asking the candidate about their positions on various ballot measures, public safety plans, addressing OPD attrition and the federal monitor, infrastructure funding shortfalls, Operation Ceasefire expansion, implementing recommendations from a past public safety report, learning from other cities, and supporting various policies around a rainy day fund, polling residents, a police resource study, and a public safety plan.
Dan Siegel answered questions about his positions on various ballot measures and plans if elected mayor of Oakland. For public safety, he wants to reorganize the police department to have 513 patrol officers assigned across the city. To improve morale and reduce attrition, he will provide clear leadership and ensure officers feel appreciated. He believes fully complying with a federal court order by June 2016 could end federal oversight of the police department. To address infrastructure issues, he will use recent budget surpluses for street repairs and raise additional funds. Overall, Oaklanders could expect changes in leadership, management, strategic planning and transparency under his administration.
Dan Siegel responds to 13 questions from the group Make Oakland Better Now regarding his positions on issues facing Oakland such as public safety, budget shortfalls, leadership and transparency. For question 1, he supports all three options presented. For question 2, he outlines a plan to reorganize the police department and assess staffing levels. For question 3, he commits to providing clear leadership and ensuring officers feel supported and follow rules.
October 2010 update from Northampton, MA Mayor Clare Higgins. Topics:
Important Ballot Questions: Please Vote in November
Yes! Northampton Forum
Northampton Tops Commonwealth Capital Scores - Again!
Kudos to NPS Director of Health Services for SPIFFY Award
Green Communities Award - the Big Cardboard Check
Great Police Work Pays Off - Literally
Getting Fresh at Northampton Schools
Growing Food In Northampton
Public Hearing on Refuse and Recycling Regulations
Kudos to Veterans' Services Director for COSA Award
Important Ballot Questions: Please Vote in November
The document is the annual report of the New Jersey Judiciary for 2012-2013. It begins with a speech by Glenn A. Grant, the Acting Administrative Director of the Courts, before the New Jersey Assembly Budget Committee. In the speech, Grant highlights accomplishments of the Judiciary including programs that address societal problems like drug courts, technological partnerships with other government entities, and educational efforts to inform the public. The report then provides statistics and information about the various courts that make up the New Jersey Judiciary.
This document is the transcript of the 2011 State of the Judiciary address given by Chief Justice Mark Recktenwald on January 26, 2011. In the address, he discusses the challenges facing the judiciary due to budget cuts, including increased wait times for families and delays in civil cases. He highlights programs like HOPE probation that have been successful. Chief Justice Recktenwald asks for support to address needs and continue improving access to justice.
Want to know how your local legislators voted on business issues last year? Their vote record is compiled here on the bills that had the most impact on Southwest County business owners during the 2013 session.
Final report 12 12 13 small revised 201404151512413349Minh Dan Vuong
City of San Jose - City Auditor's "Service Efforts and Accomplishments Report" for FY 2012-13. This report shows the cost, quantity, quality, timeliness, and public opinion of City services.
Information pack-for-chief-officers-finalgulangyu9521
The document provides information about the role and priorities of the Chief Constable and Police and Crime Commissioner in South Wales, UK. It discusses:
1) The Police and Crime Commissioner's Police and Crime Reduction Plan which focuses on policing, partnership, criminal justice and growth to reduce crime.
2) The Chief Constable's Police Delivery Plan which describes how goals in the Reduction Plan will be met through priorities like quality service, leadership and value for money.
3) An overview of the South Wales Police force area, including major cities like Cardiff and Swansea, and challenges like organized crime and large public events requiring police resources.
Kevin Nakasato is an insurance agent born in Honolulu, Hawaii in 1969. He responds to questions about major issues facing Honolulu, such as the elevated rail project, landfill capacity, and homelessness. He believes rail can alleviate traffic if transit-oriented developments and bus terminals are properly planned. He also thinks the city should start scouting future landfill sites while Waimanalo Gulch still has capacity. Regarding homelessness, Nakasato stresses the need for government agencies to work collectively on solutions like job training programs at new shelters.
This document discusses the issue of law and order in Pakistan. It notes that law and order has been a longstanding challenge for Pakistan, with governments formulating norms but lacking implementation. It highlights specific problems like terrorists being arrested but not sentenced due to lack of evidence, corruption in law enforcement agencies, and a slow prosecution system. Proposed solutions include renewing laws with stricter punishments, increasing wages for police and paramilitary forces, establishing effective policing, and making the judicial system more efficient.
Law and order has become a big challengeShakir Ali
Law and order issues are a major problem in Pakistan that have challenged the country throughout its history. The laws and constitution contain civil laws and procedures for law enforcement, but implementation has been lacking. Some reforms are needed, such as increasing punishments and removing political intervention in legal matters. Improving the law and order situation could lead to more stable politics and economy in Pakistan.
Andrew Park is running for City Council in District 2. In response to a candidate questionnaire, Park expresses support for several ballot measures and increasing the police force, while emphasizing community policing and development as long-term solutions to public safety. He agrees with recommendations to improve OPD from a past report but would defer to police command staff. Park believes Oakland faces a budget shortfall and advocates transparency, shared sacrifice, and collective bargaining to address it.
Paul Lim answers questions on various city ballot measures and issues facing Oakland. For public safety, he supports Measure Z but wants funds directed to a youth recreation program involving schools, colleges, and police coaches. He agrees with increasing the police force but not solely with armed officers, instead advocating civilian support staff. He proposes overhauling Operation Ceasefire to integrate a job placement program and bring in former community members as staff. Overall, Lim advocates redirecting funds from wasteful spending to youth programs and other community-based solutions to improve Oakland.
Nancy Sidebotham opposes measures Z and CC on the November ballot but has no real position on measure DD. She believes OPD should ideally have 1100 officers but should start with 900 officers by the end of 2018. She argues that improving officer morale is not just the responsibility of the mayor and that officers need support from citizens and to eliminate oversight. Sidebotham believes Judge Henderson must carefully weigh all information and that Oakland could exit federal oversight more quickly if elected officials allowed the judge to complete his task. She argues infrastructure problems are a public safety issue and that the city relies too heavily on one funding source.
Patrick McCullough responded to a mayoral candidate questionnaire. For ballot measures, he opposed Measure Z due to failed compromises and Measure CC/DD due to bigger bureaucracies not solving problems. He plans to have around 900 police officers by 2018 by replacing Measure Z and using federal grants or his own funding proposals. To improve morale, he will represent a leader cops can trust with his law enforcement experience. He is prepared to oppose changing Monitor demands and end Court supervision by showing substantial NSA compliance. He plans to bypass expensive infrastructure projects and train residents to do work. He acknowledges budget shortfalls and will restructure services and do more as needed. He will independently review programs like Ceasefire before expanding them.
This document contains a candidate questionnaire for a City Council position in Oakland, California. Kevin Blackburn answers 11 questions on various policy issues facing the city. He expresses support for increasing funding for public safety programs. He also supports expanding the police force and Operation Ceasefire program. Blackburn believes the city faces significant financial shortfalls and proposes supporting economic growth through industries, housing development, and performance-based budgeting to address these issues.
The candidate supports implementing several recommendations from the Strategic Policy Partners public safety plan, including expanding Operation Ceasefire, increasing sworn police personnel, expanding investigation capacity in each district, and moving restorative justice practices into the community. The candidate believes leadership, management, strategic planning, and transparency would change under their leadership, with a focus on efficiency, accountability, and engagement with citizens. The candidate recognizes challenges around funding police staffing levels and addressing budget shortfalls.
The candidate expresses support for several measures and policies aimed at improving public safety, governance, and infrastructure in Oakland. They agree that increasing funding for police and expanding programs like Operation Ceasefire and Measure Z are priorities. The candidate also supports adopting best practices from other cities to address budgeting, crime reduction, and street maintenance. However, they have reservations about some recommendations requiring additional funding sources or liability concerns to be addressed first. Overall, the candidate believes transparency, accountability, and data-driven approaches are needed to reverse challenges facing the city.
The candidate supports several recommendations from a 2012-2013 public safety plan to improve policing in Oakland, including expanding community policing citywide, increasing sworn officers, and measuring community-police relations. The candidate believes a CitiStat program could help hold city departments accountable if implemented after improving IT infrastructure. The candidate supports creating a rainy day fund, annual resident polling on services, and preparing a comprehensive public safety plan.
This document contains a 13-question questionnaire for mayoral candidates in Oakland. It asks candidates about their positions on November ballot measures, plans to fund police staffing levels and address attrition/morale issues at OPD, plans to end federal oversight of OPD, strategies to address the city's deteriorating infrastructure and budget shortfalls, plans to expand Operation Ceasefire, and whether they would implement recommendations from past public safety plans, such as increasing police staffing and use of data-driven strategies. Candidates are also asked about their views on the roles of Mayor, City Administrator and Council, and whether certain reforms would be seen under their potential leadership.
The document is a candidate questionnaire for a City Council position. It contains 11 questions asking the candidate about their positions on various ballot measures, public safety plans, addressing OPD attrition and the federal monitor, infrastructure funding shortfalls, Operation Ceasefire expansion, implementing recommendations from a past public safety report, learning from other cities, and supporting various policies around a rainy day fund, polling residents, a police resource study, and a public safety plan.
Dan Siegel answered questions about his positions on various ballot measures and plans if elected mayor of Oakland. For public safety, he wants to reorganize the police department to have 513 patrol officers assigned across the city. To improve morale and reduce attrition, he will provide clear leadership and ensure officers feel appreciated. He believes fully complying with a federal court order by June 2016 could end federal oversight of the police department. To address infrastructure issues, he will use recent budget surpluses for street repairs and raise additional funds. Overall, Oaklanders could expect changes in leadership, management, strategic planning and transparency under his administration.
Dan Siegel responds to 13 questions from the group Make Oakland Better Now regarding his positions on issues facing Oakland such as public safety, budget shortfalls, leadership and transparency. For question 1, he supports all three options presented. For question 2, he outlines a plan to reorganize the police department and assess staffing levels. For question 3, he commits to providing clear leadership and ensuring officers feel supported and follow rules.
October 2010 update from Northampton, MA Mayor Clare Higgins. Topics:
Important Ballot Questions: Please Vote in November
Yes! Northampton Forum
Northampton Tops Commonwealth Capital Scores - Again!
Kudos to NPS Director of Health Services for SPIFFY Award
Green Communities Award - the Big Cardboard Check
Great Police Work Pays Off - Literally
Getting Fresh at Northampton Schools
Growing Food In Northampton
Public Hearing on Refuse and Recycling Regulations
Kudos to Veterans' Services Director for COSA Award
Important Ballot Questions: Please Vote in November
The document is the annual report of the New Jersey Judiciary for 2012-2013. It begins with a speech by Glenn A. Grant, the Acting Administrative Director of the Courts, before the New Jersey Assembly Budget Committee. In the speech, Grant highlights accomplishments of the Judiciary including programs that address societal problems like drug courts, technological partnerships with other government entities, and educational efforts to inform the public. The report then provides statistics and information about the various courts that make up the New Jersey Judiciary.
This document is the transcript of the 2011 State of the Judiciary address given by Chief Justice Mark Recktenwald on January 26, 2011. In the address, he discusses the challenges facing the judiciary due to budget cuts, including increased wait times for families and delays in civil cases. He highlights programs like HOPE probation that have been successful. Chief Justice Recktenwald asks for support to address needs and continue improving access to justice.
Want to know how your local legislators voted on business issues last year? Their vote record is compiled here on the bills that had the most impact on Southwest County business owners during the 2013 session.
Final report 12 12 13 small revised 201404151512413349Minh Dan Vuong
City of San Jose - City Auditor's "Service Efforts and Accomplishments Report" for FY 2012-13. This report shows the cost, quantity, quality, timeliness, and public opinion of City services.
Information pack-for-chief-officers-finalgulangyu9521
The document provides information about the role and priorities of the Chief Constable and Police and Crime Commissioner in South Wales, UK. It discusses:
1) The Police and Crime Commissioner's Police and Crime Reduction Plan which focuses on policing, partnership, criminal justice and growth to reduce crime.
2) The Chief Constable's Police Delivery Plan which describes how goals in the Reduction Plan will be met through priorities like quality service, leadership and value for money.
3) An overview of the South Wales Police force area, including major cities like Cardiff and Swansea, and challenges like organized crime and large public events requiring police resources.
Kevin Nakasato is an insurance agent born in Honolulu, Hawaii in 1969. He responds to questions about major issues facing Honolulu, such as the elevated rail project, landfill capacity, and homelessness. He believes rail can alleviate traffic if transit-oriented developments and bus terminals are properly planned. He also thinks the city should start scouting future landfill sites while Waimanalo Gulch still has capacity. Regarding homelessness, Nakasato stresses the need for government agencies to work collectively on solutions like job training programs at new shelters.
This document discusses the issue of law and order in Pakistan. It notes that law and order has been a longstanding challenge for Pakistan, with governments formulating norms but lacking implementation. It highlights specific problems like terrorists being arrested but not sentenced due to lack of evidence, corruption in law enforcement agencies, and a slow prosecution system. Proposed solutions include renewing laws with stricter punishments, increasing wages for police and paramilitary forces, establishing effective policing, and making the judicial system more efficient.
Law and order has become a big challengeShakir Ali
Law and order issues are a major problem in Pakistan that have challenged the country throughout its history. The laws and constitution contain civil laws and procedures for law enforcement, but implementation has been lacking. Some reforms are needed, such as increasing punishments and removing political intervention in legal matters. Improving the law and order situation could lead to more stable politics and economy in Pakistan.
Andrew Park is running for City Council in District 2. In response to a candidate questionnaire, Park expresses support for several ballot measures and increasing the police force, while emphasizing community policing and development as long-term solutions to public safety. He agrees with recommendations to improve OPD from a past report but would defer to police command staff. Park believes Oakland faces a budget shortfall and advocates transparency, shared sacrifice, and collective bargaining to address it.
Paul Lim answers questions on various city ballot measures and issues facing Oakland. For public safety, he supports Measure Z but wants funds directed to a youth recreation program involving schools, colleges, and police coaches. He agrees with increasing the police force but not solely with armed officers, instead advocating civilian support staff. He proposes overhauling Operation Ceasefire to integrate a job placement program and bring in former community members as staff. Overall, Lim advocates redirecting funds from wasteful spending to youth programs and other community-based solutions to improve Oakland.
The document is a survey of candidates running for mayor of Jackson, Michigan in the August 2021 primary election. It includes their responses to questions about priorities if elected, budget cuts, and policing reforms. For priorities, candidates listed addressing public safety, infrastructure like roads and water lines, reducing crime, and neighborhood improvement. If forced to cut the budget, candidates said they would protect infrastructure, city services, and public safety like police and fire. On policing reforms, some supported oversight committees while others did not support defunding the police.
GROUP 5Police OutsourcingContracting Police Services.docxshericehewat
River City is considering outsourcing its police department to the county sheriff's office due to rising pension costs and an impending wave of police retirements. The city manager and finance director presented findings showing that contracting police services would save money while allowing nearly all current officers to keep their jobs. However, some residents expressed concerns about losing the department's history and bonds with the community. The council will hear arguments for both retaining the independent department and outsourcing services before making a decision.
The document provides an overview of key accomplishments in South Orange from 2011-2015. It discusses efforts to stabilize finances through lower tax increases, increased transparency of the budget, and new sources of revenue. Public safety improvements included reduced crime, upgraded technology for police, and strengthened university collaboration. The town responded effectively to major storms and upgraded emergency systems. Transparency was increased through more engagement opportunities, budget transparency, and access to government.
The legislator provides an update on actions taken by the Dutchess County Legislature in the past few months. Key points include:
1) The legislature approved constructing a new Justice and Transition Center to replace the current jail and end the costly practice of housing inmates in other counties, saving $5.3 million annually.
2) A $4 million bond was approved for infrastructure improvements, including a road realignment and culvert replacement on North Quaker Lane in the Town of Hyde Park.
3) The legislature maintained the lowest tuition for Dutchess Community College in New York while increasing county investment in the college.
1. The document discusses options for law enforcement agencies to address budget cuts, including consolidation of services, civilianization of roles, and privatization.
2. Consolidation could involve combining entire departments or specific services across jurisdictions. This could save money but may face resistance over local control.
3. Civilianization and privatization may help cut costs by replacing sworn officers with civilian staff or private contractors in some roles. However, this may cause issues for current employees.
This document provides an overview and summary of the New York City budget process. It outlines the roles of key players like the Mayor, City Council, Borough President, and Community Boards. It describes the different components of the NYC budget, including the expense budget, revenue budget, contract budget, capital budget, and financial plan. It also summarizes the timeline and activities for developing, reviewing, and adopting the city budget each year.
PUBLIC ADMINISTRATION INSTRUCTIONS AND RESOURCESIn this projec.docxsimonlbentley59018
PUBLIC ADMINISTRATION INSTRUCTIONS AND RESOURCES
In this project, you will demonstrate your mastery of the following competency:
· Describe the essential components of public administration and its role in contemporary society
Scenario
Taggart County in Florida has a regular population of over 150,000, an annual operating budget of over $650 million, and a capital improvement project budget of over $175 million. Regular infrastructure projects in Taggart are funded through the operating budget and through the capital improvement project budget, which is adopted each year by the county commission.
Over the last year, the county government has undertaken a project to repair and replace 10 miles of sidewalks in the underserved, unincorporated community of Bluebird. The 500-home community of Bluebird is made up of primarily African American homeowners and renters, many who have lived there most of their lives. Sixty-five percent of families are female-led, and the median household income is $32,000 for a family of four, which is roughly half the area median income (AMI) of $60,000. A little over year ago, there was an accident in which a 10-year-old girl was riding her bicycle on the sidewalks and was severely injured as a result of the uneven, hazardous pavement.
Brookes Brothers Concrete Company was a leading advocate for the replacement of the sidewalks in the community. In fact, Brookes Brothers lobbyists privately brought the issue of crumbling sidewalks to the attention of a county commissioner named Harold Winter outside of a meeting given proper notice as required by law. Winter had previously worked at the Brookes Brothers company, and it was later found out that their communications were not properly documented. While there was never mention of corruption rising to the level of a corporate kickback, there were verifiable issues with communications that took place outside of what is permitted by law for lobbyists and elected local government officials.
In the yearly budget, only $12 million for sidewalk repairs had been allocated for the entire county, so the absolute most that could be spent on Bluebird without compromising the county’s ability to pay for maintenance and repairs in other places was estimated by the department of budget and financial services at $3 million. Ultimately, Brookes Brothers won the contract by submitting a bid of $2.5 million for the work to be completed within nine months. However, it has become clear that Brookes Brothers underbid the project in order to win the contract. They have been submitting substantial overage fees that are drawing near to the maximum budget of $3 million. The work is significantly behind schedule at just over a year, which has made it increasingly seen as a real disruption to community life, instead of a beneficial public works project.
Public disapproval of the project has reached a peak due to a recent investigative report from local media implying that the project is a result .
The PR practitioner's objectives are to restore public opinion of the Leicestershire police force after a documentary showed officers behaving improperly. The strategy includes the police chief apologizing, firing officers involved, and increasing transparency around tax dollar spending. Tactics involve community donations, creating an advisory board, and implementing supervisor roles to oversee officers. The campaign aims to regain citizens' trust over the course of a year through open communication and addressing issues raised in the documentary.
Unincorporated Cook Task Force Reccommendations, 4/30/2012cookcountyblog
The document is a letter from the Unincorporated Cook County Task Force to the Cook County Board President summarizing their analysis and recommendations regarding services provided to unincorporated areas of Cook County. The Task Force recommends that the long-term goal should be eliminating all unincorporated land so that every resident lives within a municipality. They provide immediate, near-term, and longer-term recommendations to make progress towards this goal, including encouraging annexation of small parcels, improving code enforcement, and analyzing infrastructure needs. The recommendations aim to shift services to a more local level and reduce costs for the county.
This document outlines David Alvarez's blueprint for San Diego's future. It discusses plans to invest in neighborhoods through infrastructure improvements, redevelopment projects, affordable housing, and holding slumlords accountable. It also discusses plans to put San Diegans back to work through economic development programs that leverage public-private partnerships, target high-growth industries, and support small businesses. The blueprint aims to ensure long-term water security, build a sustainable city, and establish open and efficient government.
Lansing City Council Ward 4 candidate questionnaireSarah Lehr
The document summarizes responses from two candidates, Elvin Caldwell and Brian Jackson, running for Lansing City Council Ward 4 in an October 2021 candidate survey conducted by WKAR. Caldwell's top three priorities are supporting public safety measures, economic development projects in the 4th Ward, and responding to constituents. Jackson's priorities are improving community-police relations, reducing homelessness through affordable housing, and ensuring financial stability. When asked about budget cuts, Caldwell said public safety funding is most important while Jackson said funding for the Human Relations & Community Service Department is most important. They differ on views of policing reforms, with Caldwell not supporting defunding police and Jackson supporting alternative community investments. Both aim to help Lansing's COVID-
This document is a resume for Bill J. Breshears. It summarizes his objective of obtaining a new position utilizing his 23 years of law enforcement experience. It then details his education history including police training, his experience as Police Chief and Interim City Manager for the City of Dewey for over 20 years, and additional relevant experiences in taxidermy, auto body work, and producing a Christian television program. It provides references and a cover letter explaining his interest in a new career path after retiring from his administrative law enforcement roles.
The document is the 2013/14 Annual Service Plan Report for the Legal Services Society (LSS) of British Columbia. It provides an overview of LSS, which provides legal aid services in BC. It summarizes that in 2013/14, LSS faced budget pressures from increased criminal case costs and child protection mediation. It reallocated funds and received additional funding to address a $0.5M deficit. It provided over 168,000 legal services and highlights challenges in performing a planned service evaluation. It outlines priorities for 2014/15 including a new case management system and online legal information resource.
Julie Luton is running for State Representative for District 70. She has a B.A. in English and minor in Business. She is running to promote public education, healthcare access, property tax reform, and economic growth for all Texans. Her qualifications include experience as a small business owner, community volunteer, church leader, and public school advocate. She believes term limits should be implemented but must allow enough time for representatives to learn the job. She plans to address high property taxes and infrastructure issues through reducing the local share of education funding, long-term transportation planning, and economic development collaboration between state, county, and local entities.
Deanna’s Input for Question 3As Chief Financial Management Of.docxtheodorelove43763
Deanna’s Input for Question 3:
As Chief Financial Management Officer of Riverside County, water resources are a top priority to ensure public needs are adequately being met for all county communities. The sources of drinking water (both tap water and bottled water) include rivers, lakes, streams, ponds, springs, and wells. It is extremely important to eliminate as many contaminants in drinking water for the public health. As such high demands in the county for clean drinking water, there is a need to create a new water management policy, which includes the development of a new drinking water treatment plant to respond to this critical need. The proposed drinking water treatment plant could produce close to 3 million gallons of drinking water per day diminishing the water crises. In addition, the county could potentially sell water to neighboring counties and the agricultural sector to help increase local revenue to the county. The policy requires an initial outlay of $20M and subsequent annual outlays of $5M for the foreseeable future.
How would I approach this task?
The first step would be to convene an interdepartmental capital allocation committee to examine the proposed policy in combining existing capital improvement projects and the overall county master plan for land use. If committee members agree to the feasibility of moving forward the next step would be to update the existing capital improvement plan (CIP), which spans multiple years to ensure adequate resources are available for the proposed water management policy and new facility. Edits to the existing CIP would include the follow:
1. Capital budget manual – contains a calendar or flowchart of the process, instructions, and forms for departments to use when completing requests
2. Cost projections – determining exact costs of each project
3. Revenue estimations – detailed estimate and availability of revenue, both reoccurring and from bond sales
4. Debt planning – outlining debt needs; scheduling voter referendum to authorize debt funding; obtaining voter approval on bond sales
5. Public hearing – schedule public hearing, prior to capital budget approval
6. Prepare final executive budget request
Information, I would need to know:
· Goals, timeliness and identification of various funding sources
· Financial analysis to include: 1) Cost-Benefit analysis – cost v. overall net benefit;
· Financial Condition Analysis
I. Existing long-term debt commitments/obligations
II. Population Growth Trends (e.g., housing, business)
· History of existing and recent user and property taxes – provides insight into existing taxes currently being levied on the community; property sales and tax info would be instrumental in helping to determine trends in sales and ability to generate revenue through levies (impose, “a tax, fee, or fine) and regional commerce activity.
· Fiscal S.
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City council candidate questionnaire Annie Campbell Washington - D4
1. City Council Candidate Questionnaire
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Candidate: Annie Campbell Washington
District: 4
Note: Please limit your answers to 250 words except where the question
indicates a different word limit.
1. Please state your position on the following November ballot measures along with a brief
(No more than 30 word) statement supporting your position.
Measure Z: Public Safety (Parcel tax for police, fire and violence prevention programs)
Measure XX: Public Ethics (Restructuring of Public Ethics Commission and mandatory
funding for its staff)
Measure XX: Redistricting (Redistricting commission for City Council boundaries )
I support Measure Z: Public Safety. We cannot afford to lose a single dollar dedicated to
police services and violence prevention in this city. This is the continuation of an
existing tax that currently pays for police officers, fire service and outreach
workers/violence interrupters doing the work of the Ceasefire initiative. We need these
vital services to continue.
I support Measure CC: Public Ethics. This Measure strengthens the Public Ethics
Commission in critical ways to ensure that it has the resources and authority to fulfill its
mission of enforcing campaign finance, lobbying, transparency and ethics laws.
I support Measure DD: Redistricting. Measure DD establishes a 13-member Independent
Redistricting Commission that will be responsible for drawing the boundaries of the
seven districts for the election of Councilmembers and Oakland Unified School Board of
Directors. A 13-member board will provide a new degree of neutrality and independence
to this work that we have not experienced in the past.
2. MOBN!’s public safety plan calls for increasing Oakland’s police force to 900 sworn
officers within four years. To reach this goal, MOBN! advocates that the city should: 1) not layoff
any Oakland police officers under any circumstances; 2) schedule, fund, and conduct sufficient
police academies each year to increase that number, not simply replace officers who retire or
otherwise leave the force; and 3) make increasing the size of the police department its number
one priority. Do you agree or disagree?
As Councilmember, I will not vote to layoff any police officers under any circumstances.
I will schedule, fund, and conduct sufficient police academies to increase the number of
2. the force, not simply replace officers who retire or otherwise leave. Increasing public
safety is my number one priority – the strategies to accomplish that will be multi-faceted.
3. OPD’s difficulty in achieving the authorized sworn staffing level appears to
be exacerbated by high attrition and low morale, as shown by the department’s internal polling
(http://tiny.cc/OPDPoliceSurvey) and it’s loss of officers only months after they complete their
training. How should the City solve OPD’s attrition and morale problems?
OPD’s attrition and morale problems could be greatly reduced through the following:
1) The Mayor and City Council must budget for adequate equipment and technology
upgrades in the Police Department every year.
2) The Mayor and City Council must develop funding and budget for a new Police
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Administration building.
3) The Mayor and City Council must stay focused on finally getting into compliance
with the Negotiated Settlement Agreement.
4) The Mayor and City Council must develop personal relationships with the
leadership in OPD and OPOA built on mutual respect.
4. OPD has been under Federal Court supervision for close to twelve years. While
Oaklanders have repeatedly been told that the end is in sight, in late July, Judge Henderson
stated that Oakland’s disciplinary processes have violated Court orders, and that continuing the
same practices will "undermine any confidence in the sustainability of the reforms that have
been and continue to be achieved." Then, on August 14, the Judge criticized the City’s recent
inability to sustain through arbitration an officer termination in connection with response to the
Occupy Oakland protests. (Source: http://tiny.cc/ArbOrder.) The Court opined that Oakland
could not be in compliance with two NSA tasks if internal investigations were inadequate and
“discipline is not consistently imposed.” Many people believe the Monitor has repeatedly
imposed requirements on Oakland that far exceed the literal requirements of the NSA, and that
as a result of the Monitor’s shifting standards, Oakland may never be able to extricate itself from
Court supervision. As a City Council member, to what extent would you be prepared to oppose
continued and changing demands from the Monitor, and what is your plan to end the era of
Court supervision?
As Councilmember, I will do absolutely everything in my power to end Court supervision
of our police department. My opinions on these issues result from being personally
involved with the Negotiated Settlement Agreement from December 2011-December 2013.
I believe that the key Oakland players in these issues are the Mayor, the City Attorney,
the Chief of Police and the Plaintiff’s Attorneys. The City of Oakland has an extremely
limited ability to impact the Court at this point. In the past three years, the Judge has not
met with the Mayor or City Attorney in person and has met with the Chief of Police less
than a handful of times. I am realistic about the amount of leverage the City Council has
in this situation, but I will still do everything in my power as Councilmember to ensure
that the City remains in compliance with the NSA and we end Court supervision.
5. According to the Public Works Department, Oakland is on an 85-year repaving schedule,
meaning a street that is repaved today won’t be repaved again for 85 years. Further, according
to Public Works, maintaining the existing pavement condition on Oakland’s streets would
require an estimated $28 million annually, while the amount allocated annually has been less
than $6 million in recent years. Sixty percent of the City’s curb ramps are non-compliant or non-existent.
The total needed to rehabilitate Oakland streets is over $435 million. How do you plan
3. to reverse the ongoing deterioration of our streets and sidewalks? If you are elected, when will
Oaklanders see a difference?
The abhorrent quality of the streets in Oakland is a critical issue for me. It disturbs me
greatly that even in very good economic times, the City of Oakland has never funded
street repair at a level that can even make a dent. Because we have high priority
demands on our city dollars – namely public safety and unfunded liabilities – I support
Measure BB, the Alameda County measure that will be on the ballot in November 2014 to
ensure that we have a significant, stable and sustainable funding stream for this work for
the next 30 years. This measure will provide a significant funding stream for local street
repair projects in the City of Oakland -- $17M per year/$577M over 30 years for local
streets maintenance and safety.
6. The extent to which the City faces unfunded liabilities and what should be done about
them has been a contentious issue in recent years. As recently as last December, the City
Administrator projected that for the three fiscal years beginning July 1, 2015, Oakland faces all-funds
budget structural shortfalls totaling $795 million if it addresses its deferred capital
expenses and deferred liabilities, and $342 million if it does not (Source: December 12, 2013
Update to Five-Year Financial Forecast, Attachment D, http://tiny.cc/5yrupdate.) Do you believe
Oakland faces a financial shortfall, and if so, how will you address it if elected in November?
I believe that the City of Oakland does not have the revenue it needs to fund every
project and initiative that is desired in Oakland, so in this sense we will always face a
financial shortfall that will require budget trade-offs by the Mayor and City Council.
There is an incredible amount of deferred maintenance of sewers, streets and facilities in
Oakland, so there will always be a higher demand for revenue than we can possibly
collect.
The City Council must remain vigilant in budgeting conservatively for our future. The
most important role of the City Council is adopting a balanced budget that provides for
the core needs of the residents and business owners of Oakland.
As Councilmember, I will remain focused on ensuring that the Council adopts a budget
that:
uses one-time revenue for one-time expenditures;
provides a clear, reasonable and continuous payment plan for unfunded liabilities;
accounts for all new expenses on the horizon resulting from previously approved
contracts with our employees, rising healthcare and other benefits costs;
continues to fund police officer academies to ensure that we are doing better than
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just meeting attrition;
funds technology, equipment and programs in the Oakland Police Department
with the intention of creating true community policing and reducing violent crime
funds services that create safety in every neighborhood – illegal dumping
abatement; graffiti abatement; after-school programs at libraries; recreation
centers and parks; local business attraction and support;
identifies a funding stream for affordable housing, such as a percentage of the
boomerang funds from Redevelopment
funds a clear, reasonable and continuous plan for street maintenance and
transportation projects – ideally funded outside of the City’s general fund
4. 7. Operation Ceasefire has been described as the centerpiece of Oakland’s violent crime
reduction effort. We understand that funding for its manager has been dependent on grant
funding and that there is an insufficient number of case managers to maximize Ceasefire’s
success. Do you support expanding Operation Ceasefire? Where specifically do you propose
allocating resources and staffing?
I support identifying a sustainable, stable and ongoing funding source for Ceasefire.
Ceasefire is the cornerstone of the City of Oakland’s plan to reduce violent crime. It
must be funded fully in the next two year budget. The manager, case managers and
violence interrupters/outreach workers are currently funded by grants and the existing
Measure Y. I am prepared to fund this work with General Purpose fund dollars in the
next two year budget if other funding sources are not available.
8. In 2012-2013, Oakland contracted with Strategic Policy Partners (Robert Wasserman et
al.) to present a comprehensive public safety plan. Strategic Policy Partners made a large
number of recommendations, some of which have been implemented and some of which have
not. (The reports are here: http://tiny.cc/SPPReport, http://tiny.cc/Bratton1,
http://tiny.cc/SPPBest) If the voters elect you in November, please state whether you will
support implementing the following recommendations (We are looking for a “yes” or “no”
answer, with explanatory narrative not exceeding 25 words for each recommendation):
Call for Service Reduction strategy; Yes – the Department must continue to look for
ways to reduce the number of calls actually requiring an officer to visit the
location by increasing the number of calls that can be handled by civilian staff or
staff of other departments and increasing the number of calls that can be handled
online.
Expanded investigation capacity in each of the City’s 5 policing districts, so that each
district has an investigative sergeant, 3 investigators, and 3 to 5 police
officers. Yes – this staffing plan is ideal and should be implemented as revenue
allows.
Increased sworn police personnel to a ratio of 2 officers for every 1,000 in the population
(i.e., 800). Yes – I believe that we do not have enough police officers because
residents do not feel that they can get a quick response when they call 911. I will
vote to support a budget that funds police academies to ensure that we are
beating our attrition rate.
Expansion of the Ceasefire initiative. Yes -- answered in previous question.
Ceasefire is the cornerstone of our public safety plan to reduce violence in the
City.
Redesign of community policing, so that the entire Police Department, not just PSOs,
are focused on community relationship building. Yes – I don’t believe we have ever
truly implemented community policing and as much as I love the work of the
PSOs, it has siloed community policing to a very small group of officers. Every
police officer in Oakland should be a community policing officer.
Measurement of the state of community / police relations. Yes – I would like this to be
part of an annual survey to the community.
Moving restorative justice practices into the community, to address neighborhood
disorder and minor crimes in a manner that brings community into the process and
prevents future crime and disorder occurrences. Yes – restorative justice programs
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5. and practices are very successful in Oakland schools and can also be very
effective in the community.
Appointing a Director of Community Improvement who will be responsible for
coordinating collaborative action by city agencies, community groups and state and
federal partners, to address both quality of life issues and crime. No – I am not in favor
of creating a new position every time we identify a need in the community. There
are talented employees in the City of Oakland. This is critical work. The Mayor
and City Administrator must identify an existing staff person who can handle this
charge excellently. City Councilmembers can help facilitate this work because
they often have the closest relationships to the community members.
Appointing a team of representatives from the community to work with the Director of
Community Improvement, the Police Department and other government agencies to
insure community coordination. Yes – this work is imperative and should be
prioritized by the Mayor, City Council and City Administrator.
Bringing Security Ambassadors into the crime reduction strategic plan and require
advanced training to those who patrol downtown areas, so they are active and have the
ability to intervene in minor situations that impact public security. Yes – the Security
Ambassadors play a critical role in providing safety in our business districts.
Their work is commendable. The City should proactively bring them closer by
providing training and ensuring deep working relationships between the
Ambassadors and police officers.
9. In early 2010, Oakland’s Finance and Management Committee received a presentation
from staff and visiting personnel from the City of Baltimore concerning CitiStat, a leadership
strategy a mayor can employ to mobilize city agencies to produce specific results. (More
information is at http://tiny.cc/q00ojx ). CitiStat involves use of a round-the-clock 311 reporting
system for any request for city services other than policing. It uses data in a manner similar to
ComStat. High level city management uses the 311-generated data and benchmarks and
regular meetings to hold departments accountable, judge successes and failure, reveal what
agencies are doing and not doing to achieve benchmarks and provide the best possible
services to residents. Explain your familiarity with CitiStat and whether you believe such a
program can and should be implemented in Oakland. If you do not believe it should be
implemented in the near future, explain why. If you think it should, explain what you will do to
support implementation.
Yes – I support CitiStat and believe it should be implemented in Oakland. As
Councilmember, I will surface CitiStat as a priority for funding and will work hard to build
consensus around the funding of Citi
10. Oakland has room to improve its policies in the areas of crime reduction, budget
processes, street maintenance, and economic maintenance. What cities can Oakland learn
from, and adopt or emulate policies from with respect to these subjects? What policies from
other cities would benefit Oakland?
I am thrilled, as a graduate of the Goldman School of Public Policy, to bring my expertise
in public policy research and analysis to each and every problem facing Oakland as it
becomes necessary as a Councilmember. In addition, I will have the opportunity to have
a small staff to research best practices and develop solutions to problems facing
Oakland.
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6. 11. Do you support the following policies and, briefly, why or why not?
A. Creation by Charter amendment of a Rainy day fund as recommended by MOBN! and the
Budget Advisory Committee (BAC)? Support. I am a proponent of a Rainy Day Fund.
B. Annual polling of city residents on their satisfaction with city services? What would you do
with that information? Support. It would help inform my budgeting decisions.
C. Conducting a police resource deployment study to determine the number of officers actually
need by OPD and how they should be deployed? Support. Must be done with support of
OPD leadership.
D. Will you support the preparation of a comprehensive public safety plan? Support. One
major benefit of a comprehensive public safety plan is that it will provide elected
officials, city hall leaders and the community a sole plan to refer to and to work as a
collective body to implement. Currently, these issues feel confused and disjointed and
the community has lost faith in city hall.
6