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.
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.
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 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.
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.
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.
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.
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.
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.
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 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.
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.
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.
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.
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.
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 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.
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.
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.
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.
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.
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.
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.
The following presentation provides an overview of the events and trends that took place in the residential housing environment for the first quarter of 2015 and provides an overview of the home price level for a select group of cities throughout the United States.
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 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.
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.
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
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.
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 newsletter provides updates on several topics related to the DC Police Union:
1. It summarizes the ongoing arbitration hearings and outcomes regarding the Annual Holiday Overtime Detail (AHOD) grievances filed by the Union over multiple years.
2. It discusses the recent election of new leadership for the DC FOP Lodge #1 and the goal of improved cooperation between the Lodge and Union.
3. It explains the "manpower crisis" facing the police department due to high attrition rates, the challenges this creates, and criticisms of the department's strategies to address staffing shortages.
4. It fact-checks common misconceptions about dental and vision benefits, clarifying that they are
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.
The document provides guidance on following up regarding a workplace discrimination complaint. It notes that the complainant alleged unlawful discrimination based on race (Arabic) and religion (Muslim) over 5 years of harassment from up to 15 coworkers, including derogatory comments about Arabs and Islam. The guidance advises documenting all incidents of harassment and reprisal in the EEO forum, which provides protection for individuals. It encourages the complainant to contact the EEO officer if any retaliation occurs so they can open an investigation into the reprisal claim.
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.
Darrell Hale is running for Collin County Commissioner, Precinct 3. He has a BS from West Point and owned a successful small business for 15 years. He is running to bring fresh ideas and experience to local government. His qualifications include a military background and experience in business development. He plans to focus on the commissioner role but may continue other investments. He supports term limits and will not serve more than 10 years. He will hold votes to the effective tax rate and testify in Austin for tax reform. He believes infrastructure spending alone can attract businesses over corporate subsidies. He will facilitate regional meetings to improve cooperation on development needs. He supports the new annexation law giving residents a vote and believes eminent domain should only be used rarely with
The document discusses the evolution of institutions and associations for project management capability development. It outlines how the Project Management Institute (PMI) produced the first Project Management Body of Knowledge (PMBOK) in 1976 to standardize certification, with updates over time. The UK Association of Project Managers (APM) also developed their own body of knowledge to structure project manager education, training, and certification.
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 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.
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.
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.
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.
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.
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.
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.
The following presentation provides an overview of the events and trends that took place in the residential housing environment for the first quarter of 2015 and provides an overview of the home price level for a select group of cities throughout the United States.
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 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.
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.
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
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.
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 newsletter provides updates on several topics related to the DC Police Union:
1. It summarizes the ongoing arbitration hearings and outcomes regarding the Annual Holiday Overtime Detail (AHOD) grievances filed by the Union over multiple years.
2. It discusses the recent election of new leadership for the DC FOP Lodge #1 and the goal of improved cooperation between the Lodge and Union.
3. It explains the "manpower crisis" facing the police department due to high attrition rates, the challenges this creates, and criticisms of the department's strategies to address staffing shortages.
4. It fact-checks common misconceptions about dental and vision benefits, clarifying that they are
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.
The document provides guidance on following up regarding a workplace discrimination complaint. It notes that the complainant alleged unlawful discrimination based on race (Arabic) and religion (Muslim) over 5 years of harassment from up to 15 coworkers, including derogatory comments about Arabs and Islam. The guidance advises documenting all incidents of harassment and reprisal in the EEO forum, which provides protection for individuals. It encourages the complainant to contact the EEO officer if any retaliation occurs so they can open an investigation into the reprisal claim.
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.
Darrell Hale is running for Collin County Commissioner, Precinct 3. He has a BS from West Point and owned a successful small business for 15 years. He is running to bring fresh ideas and experience to local government. His qualifications include a military background and experience in business development. He plans to focus on the commissioner role but may continue other investments. He supports term limits and will not serve more than 10 years. He will hold votes to the effective tax rate and testify in Austin for tax reform. He believes infrastructure spending alone can attract businesses over corporate subsidies. He will facilitate regional meetings to improve cooperation on development needs. He supports the new annexation law giving residents a vote and believes eminent domain should only be used rarely with
The document discusses the evolution of institutions and associations for project management capability development. It outlines how the Project Management Institute (PMI) produced the first Project Management Body of Knowledge (PMBOK) in 1976 to standardize certification, with updates over time. The UK Association of Project Managers (APM) also developed their own body of knowledge to structure project manager education, training, and certification.
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.
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.
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.
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 .
Abu Dervish Ancient Manuscript Review 169 Antique Indian Hindu PTara Smith
The document provides instructions for creating an account and requesting writing assistance on the HelpWriting.net site. It outlines a 5-step process: 1) Create an account with an email and password. 2) Complete an order form with instructions, sources, and deadline. 3) Review bids from writers and choose one. 4) Review the completed paper and authorize payment. 5) Request revisions until satisfied, with a refund option for plagiarism. The site aims to fully meet customer needs through a bidding system and revision process.
The document provides an overview of the New York City budget from fiscal years 2014 to 2017. It summarizes where the city's revenues come from, including taxes, state and federal aid, and other sources. It also outlines where the budgeted funds are allocated, including spending on education, health care, pensions, debt service, and other areas. The document notes differences in budget projections between the mayor's office and other institutions like the Independent Budget Office and City Comptroller. These differences largely stem from varying economic forecasts that impact projected tax revenues. The budget outlook also faces risks from issues like settling labor contracts, federal budget cuts, and infrastructure needs.
Similar to Siegel mayoral candidate questionnaire (18)
1. Mayoral Candidate Questionnaire
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Candidate: Dan Siegel
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 CC: Public Ethics (Restructuring of Public Ethics Commission and mandatory
funding for its staff)
Measure DD: Redistricting (Citizens’ redistricting commission for City Council
boundaries )
Answer: 1. Yes to all three.
2. As of May 31st, the OPD had 649 sworn police personnel, and projected that it would
have 681 by July and 716 by December, 2014. 63 of these officers are funded by Measure Y,
which expires at the end of this year, and 35 by Federal grants, which, if not renewed, will expire
next year. If the voters elect you in November, how many police will Oakland have as of the end
of 2018? If you plan to either maintain current levels or increase them, describe how you will
fund police (a) if Measure Z succeeds and if it fails; (b) if current grants for police are renewed
or replaced and if they are not.
Answer: 2. I want to reorganize the department based on 700 officers by assigning 513 to patrol as
compared with 277 today. That means each of 57 beats has five patrol officers, two investigators, one
problem solving officer, and one sergeant. I want to test this model for two years and then see if 700
officers are enough by the end of 2016. No-one knows or can honestly say how things will look at the end
of 2018, either with respect to the number officers or how OPD will be funded.
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 will you solve OPD’s attrition and morale problems?
Answer: 3. I will provide clear leadership to the City and OPD. Officers will know what is
expected of them and what to expect from the City in return. My investigation suggests
2. that low morale is a result of poor and inconsistent leadership from City Hall and the
Department. I will make sure that officers are appreciated for doing a good job and
following the rules.
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 Mayor, 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?
Answer: 4. A major problem with the NSA is that the Court does not trust the City. I will
work with the Chief to make sure that Oakland is fully in compliance by June 30, 2015,
and stay in compliance for one year so that the NSA ends on June 30, 2016. I believe
that I will have the confidence of Judge Henderson and Chief Warshaw to win the
Court's approval for ending the NSA. I will also review and if necessary fix the arbitration
process to make sure that cases of police officer misconduct are competently presented
and fairly judged.
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
to reverse the ongoing deterioration of our streets and sidewalks? If you are elected, when will
Oaklanders see a difference?
Answer: 5. This situation must be attributed to the ineffective leadership of the Mayor
and the Council. I proposed that the $28 million "windfall" received by the City this year
be used to begin street repair. Tentatively, based upon further consultation, I will
propose that we raise the funds needed to overcome the years of neglect through
issuing funds, while future budgets provide funds for ongoing maintenance.
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
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3. 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?
Answer: 6. This question is related to the previous one. I think that the anticipated
budget shortfalls must be viewed with caution for at least two reasons: (1) The
figures are already over a year old, based upon information available as of June 30,
2013. As we all know, Oakland's revenues are very dynamic, as the unexpected $28
million "windfall" surplus earlier this year demonstrates. The trend of increased real
estate transfer taxes and gross receipts taxes based on rental income continues and
will have a substantial impact on deficit projections going forward. I do not believe that
the deficits will be as large as projected in June 2013. (2) As the report indicates, most
of the projected deficit consists of deferred capital expenses, which can be further
deferred or financed outside of the general fund. It does not make sense to me to pay
for those expenses by severe cuts to current expenditures. We need to fix the
streets and other infrastructure but there is little fat in terms of excess personnel in any
city department.
My plan includes: (1) accurate monitoring of projections as they change over time; (2)
careful auditing of all City expenses to reduce waste; (3) exploration of new funding
sources, including but not limited to increases in certain
categories of the gross receipts tax (such as rental housing income and supermarket
sales), exploring a payroll tax on incomes over $100,000, and windfall profits taxes on
property speculation, as is currently being considered
in San Francisco; (4) efforts to equalize the pension contributions of the various
categories of City employees; (5) vast reductions in the $10 million spent annually to
resolve cases of police misconduct and monitor the
Negotiated Settlement Agreement; (6) increased revenue from the Port of Oakland.
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 plan to expand Operation Ceasefire? In what respect? Where specifically do
you intend to allocate resources and staffing?
Answer: 7. "Operation Ceasefire" is at best a very modest success, and I am not
convinced to allocate general fund revenues to it. I believe that reorganization of OPD,
as described above in response to question 2, is our best plan to reduce violence. Over
the medium and long term only efforts to improve education and create jobs will solve
Oakland's crime problems.
8. What is your understanding of the relative responsibilities of the Mayor and City
Administrator as established in the Charter? What are the duties of each? What is the Council’s
responsibility in this regard?
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4. Answer: 8. I hope we are all clear on what the City Charter states. I am not sure why
you would want candidates for Mayor to prove that they can read!
9.. If the voters elect you in November, will Oaklanders see changes in the following from
City Government? If so, what changes and why?:
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Leadership
Management
Strategic Planning
Transparency
Answer: 9. I will be a strong, transparent leader who will provide consistent and honest
answers to all questions and who can be trusted to protect the City's interests in every
interaction with a developer, business person, or labor union. I will demonstrate my
ability to analyse issues and problems - such as ending the NSA or working out
contracts with athletic teams or garbage contractors - and work creatively and
collaboratively for good solutions. The media will have constant access to my office so
that all meetings and transactions can be reported to the public. I will tell the truth,
always.
I plan to hire a competent City Administrator who shares my values and approaches to
issues so that we can speak with one voice. I will insist that all City employees be
accountable for excellent work and value to the public.
I will re-institute strategic planning along the model of Oakland Sharing the Vision during
the Elihu Harris term as mayor.
10. 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 Oakland will
implement the following recommendations (We are looking for a “yes” or “no” answer as to each
recommendation, with explanatory narrative not exceeding 25 words for each recommendation):
Call for Service Reduction strategy;
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.
Increased sworn police personnel to a ratio of 2 officers for every 1,000 in the population
(i.e., 800).
Expansion of the Ceasefire initiative.
Redesign of community policing, so that the entire Police Department, not just PSOs,
are focused on community relationship building.
Measurement of the state of community / police relations.
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.
5. 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.
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.
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.
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Answer: 10. (a) yes
(b) no - see #2 above; I want two investigators in each precinct.
(c) not yet - see #2 above; Oakland cannot afford 800 officers now
(d) not convinced; maybe
(e) yes
(f) yes
(g) YES!
(h) yes, in some form. I will probably assign these responsibilities to
someone in the mayor's office.
(i) yes
(j) yes, in some form
11. 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
implement it and when this will be accomplished.
Answer: 11. This is a good proposal. I will investigate its application to Oakland and
adopt some version of it.
12. 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?
Answr: 12. Our platform provides numerous examples of cities that have created good
examples from which Oakland can learn on various issues. For example, our neighbor
Richmond seems to be doing well on crime reduction and another neighbor, Emeryville,
is doing well on economic development.
6. 13. 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
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the Budget Advisory Committee (BAC)?
B. Annual polling of city residents on their satisfaction with city services? What would
you do with that information?
C. Conducting a police resource deployment study to determine the number of officers
actually need by OPD and how they should be deployed?
D. Will you support the preparation of a comprehensive public safety plan?
Answer: 13.
A. No. This should not be in the Charter. It is a good practice.
B. Good idea. If we poll residents, we should use the data.
C.Yes
D. Yes