The Pasadena Chamber of Commerce posed written questions to the candidates for all local races. We asked mayoral, Pasadena City Council candidates and PUSD Board of Trustees candidates to answer questions on their experience, goals and objectives and vision.
We posed several questions to candidates for the Pasadena Unified School District Board of Trustees (School Board). the responses are grouped by district, in hte order in which they were received. We had responses from Sheryl Turner and Patrick Cahalan running for District 4 and Larry Torres running for District 6. We did not receive a response from Sandra Siraganian, District 6 candidate, or Roy Boulghourjian, Board of Education candidate in District 2.
For Pasadena City Council, District 1, we received responses from German Acevedo, Pixie Boyden, Tyrone Hampton and Calvin E. Wells.
The Pasadena Chamber of Commerce posed several questions to the candidates for Mayor of the City of Pasadena. Five responded: Jason Hardin, Don Morgan, Jacque Robinson, Bill Thomson and Terry Tornek..
We did not get a response from Allen Shay. Jason Hardin contacted us this week and reponded to the survey.
The Pasadena Chamber of Commerce does not endorse individual candidates for office at any level. This information is provided to assist our members in choosing among the candidates.
We are printing the questions and unedited responses. (Responses are provided exactly as they were submitted by each candidate.)
Pasadena Unified School District
District 4:
- Please provide a brief statement of your personal, professional and service background:
Sheryl Turner: I am the executive director of Pasadena YouthBuild located at the Jackie Robinson Center, a program funded by my family foundation for youths ages 15-25 who have dropped out of high school. PYB provides a WASC accredited high school diploma (50%), vocational training (40%) and counseling and leadership (10%). Last June we had 14 graduates who had been to 18 different high schools.
I have served for two years on the Northwest Commission, on the Hahamongna Watershed Advisory Committee, and on the PUSD Citizens Oversight Committee for Measure TT Funds. I’ve served on countless other nonprofit boards throughout Southern California.
For five years I was the economic development director of the Beverly Hills Chamber of Commerce serving as staff liaison for the Rodeo Drive Committee, the visitors’ bureau, government affairs, retail, economic development, and communications. I understand Chambers of Commerce and have worked with many across the state of California.
Patrick Cahalan: I have a long career in educational technology. I spent four years working for Loyola High School as Director of Curriculum and Technology in the mid-1990s, and my current position is Manager of Technical Operations for the Computational and Mathematical Sciences (CMS) Department at Caltech, where I have worked since 2002. In my career, I have been involved in all aspects of technology, from human-technology interaction to facilities management.
I am responsible for the financial management of the CMS technology budget recharge center, establishing long-term projections and ensuring compliance with federal audit. From an instructional standpoint, I have taught classes and workshops for high school and college-level students, faculty, and staff.
I have a Bachelor’s degree in Mathematics from Loyola Marymount University, a Master’s degree in Information Systems, and I am a Ph.D. candidate in Information Systems and Technology at Claremont Graduate University, with a research focus on designing information systems for regional‐wide disasters such as earthquakes and hurricanes. My two minor programs are in Public Policy and Organizational Science.
I am the current Chair of the Emergency Preparedness Committee for the Bungalow Heaven Neighborhood Association and a former block captain.
I am the Chairman of the Longfellow School Site Council and Vice-Chairman PUSD District Advisory Council, a six-year member of Longfellow PTA, and a volunteer basketball coach with Brotherhood Community Youth Sports League.
- How would you describe your leadership style?
Sheryl Turner: I am fiscally conservative. Budgets are a priority and all efforts have to be made to have them balance. I am a progressive thinker in getting them to balance, employing innovative techniques and public/private partnerships, especially with businesses, to achieve common community goals. Because of my PYB program and the students there, I believe in leading by example. Young people need positive, successful role models to mentor them and show them that there are ways to achieve goals through positive, communicative leadership. Chambers of Commerce are a great venue for forming those relationships with community leaders.
Patrick Cahalan: I am fairly collaborative but I demand that people on my team live up to their responsibilities. In the information technology sector, there are many approaches to every problem. Each solution has potential drawbacks and advantages. When there is a dispute about which path to take to solve a problem, I encourage every team member to own their part of the overall solution, and work to reduce the impact of their preferred approach on the other team members.
- What qualifies you to serve as a trustee of the PUSD?
Sheryl Turner: In addition to my professional qualifications (above), I have the heart to serve young people and make sure they have the resources they need to achieve their educational goals. Every day I follow my PYB mission statement for giving to the community, helping identify and implement programs and resources for academics including job development for young people. Job development is something we need to consider for PUSD students, especially since not every student goes on to college. We need to have them jobs-ready for their place in commerce.
Patrick Cahalan: I have been involved in the district at both the site level and at the district level for several years. I have been fairly involved in the LCAP/LCFF process, I’ve participated in district initiatives for parent leadership, I am aware of the practical limitations of the district budgeting process, and I know the fiscal and contractual obligations that impact decision-making.
I have experience in construction, having spent my first two years out of college working with a design/build engineering contracting company, where I was involved in project scheduling, subcontracting, and contract management. I was a key participant in the design and building of the Annenberg Center for Information Science at Technology at Caltech, attending weekly building meetings with the architect, project management team, subcontractors, and Institute physical plant staff and facilities representatives. The Measure TT process is not moving forward with as much alacrity as the public wants, and I believe that construction experience on the Board will help facilitate that.
- What is the single most important issue facing Pasadena Unified at this time? Why?
Sheryl Turner: My priority would be to balance the budget. Right now we have a projected $3.6 million deficit for the 2015 school year. We cannot balance this budget by cutting hours for crossing guards and lunchroom attendants.
How would you address that issue?
Most importantly we must identify additional funding resources available through public/private partnerships, businesses in the city, and an aggressive grant writing campaign and the federal, state and local levels. The City of Pasadena should be our most important partner in this effort.
We must look at the district as a whole, define which schools might be reconfigured to be better utilized because of their dwindling attendance numbers and negotiate in a non-adversarial manner with all the school employee unions.
Patrick Cahalan: The obvious immediate answer is ongoing state funding. The District, while improving greatly from 2000-2014, has suffered two major setbacks in state funding in the last decade; the first at the time of the dot-com implosion and the second during the more recent financial crisis.
Both waves caused personnel losses at the school sites and in central administration. Although the district has managed to “do more with less”, some of the cuts have had the regrettable consequences of creating inefficiencies that have led to losses of productivity and a decrease in free resource allocation. For example, we have broken capitalized equipment in the plant maintenance department that is hampering maintenance staff from doing their jobs, and we have insufficient manpower at the Ed Center to process parent volunteer badges, resulting in a free resource - parent volunteer hours - going to waste.
How would you address that issue?
There isn’t much that can be done by the Board to affect incoming funding directly. However, there are reasons to be optimistic about the outlook:
First, the changeover to the LCFF funding model at the state level is leading to more funding coming to the district. Second, we have a decline in our recent attrition to charter schools. Finally, there are signs that the District’s historical dropoff at the transition to middle school is declining as more parents making the transition to middle school are indicating that they intend to stay in PUSD schools rather than opt for alternatives.
The important task for the new Board will be to find areas of resource maximization with the new funds coming in. We need to work with the Superintendent to identify areas where underfunded staffing or equipment replacement cycles is resulting in a loss of efficiency, or worse, a failure to capitalize on free resources. We need to continue partnerships with arts programs, non-profit organizations, local community organizations, and the City to cover the gaps between our functional funding level and our needs.
- What are the key roles and responsibilities of a trustee of the Pasadena Unified School District? Please explain?
Sheryl Turner: Board members must have the best interests of all students all the time and as a priority over personal agendas. Their job is to see that school policies are implemented effectively and fairly by the Superintendent. Their relationship with the Superintendent must be supervisorial yet helpful, willing to support the Superintendent, managing, giving direction and resources for the Superintendent to complete the work for the students of Pasadena successfully. Board members should understand all aspects of the budget, the expenditures, district policies including personnel policies, have oversight over the curriculum and textbooks, and understand new academic initiatives.
Patrick Cahalan: The education of the student should be the starting point for decision-making at the district level. The primary functions of the Board should be:
- Be a responsive voice of parents and citizens
- Set the strategic vision for the district
- Ensure the administration is implementing the strategy via oversight
The Board is not the managerial body for the district, direct managerial control is the job of the Superintendent.
The Board, the Administration, the Teachers, and the Parents are the four groups that must work together if students are to succeed.
Parents need to interact with Teachers to ensure their children are getting the education they need in the classroom and in the home. Teachers and Administrators need to work together to make sure that students develop and carry common capabilities in-between schools and programs. Administrators need to implement the vision of the Board. The Board needs to be answerable to the Parents and the entire Community.
Communication with parent groups is a historical problem. Many concerned parent groups report that they are not given adequate notice of the upcoming Board agendas or are under-informed as to the role played by the Committees. It is critical that the parent and citizen community is truly and honestly engaged in the process. This requires better and more proactive communication on the part of the Board as a whole. Parent and community concerns need to be identified and when agenda items arise that intersect with known concerns particular care should be taken to ensure that parent and community stakeholders are informed.
- Where do you see success in Pasadena Unified? Where do you see areas for improvement? Please be as specific as possible.
Sheryl Turner: I just saw the presentation about the PUSD partnership with Pasadena City College in offering college credits simultaneously on campus with the high school curriculum. I participated in such a program when I went to school and graduated with my high school diploma and 12 college credits. The difference was I had to travel to the community college for the program. Here the program comes to the high school! Quality college level instruction on campus is a big achievement. There are many innovative initiatives on the PUSD campuses, from arts to academics. We just need to market them and inform parents and students in at least two languages about these offerings. Barriers to language are areas for improvement. With between 60-70% of our students having Latino surnames, we need to reach them and their parents better.
Patrick Cahalan: There are several areas of success.
The signature programs that have developed in the District since the mid-2000s have been enormously popular in both retaining students and drawing students into the PUSD from other public school areas. The IB programs at Blair and Willard, Jackson’s dual-language immersion program coupled with the STEM magnet, Field’s Mandarin dual-language immersion program, Eliot’s arts magnet, Washington STEAM academy, San Rafael’s dual-language immersion program, the App Academy at PHS and other high school career pathway programs are bringing in more active and engaged parents, particularly from the middle class, which has been underrepresented in PUSD in the last thirty years.
The District appears to be well ahead of the average California school district in Common Core implementation. For several years now, pilot teachers have been identified and professional development resources have been targeted towards Common Core transition. These teachers have implemented lesson plans migrating from the old California state standards to the new Common Core standards, and those lesson plans are now moving out into the rest of the teacher population via peer training opportunities. Especially since Common Core materials from major academic publishers are still lacking, teacher input and peer mentoring are critical for changing over to the new state standards.
The District has also done a fairly good job at English Learner reclassification in spite of the circumstances on the ground in PUSD. Many of our EL students are migratory; they come into PUSD well behind grade level in achievement and leave PUSD within a few short years, which is insufficient time to recover from their disadvantaged start. PUSD performed better in EL reclassification than a majority of California school districts from 2005 to 2012.
The District spends about the same amount, per capita, in Administration, Facilities, and Overhead in comparison to our neighboring districts (San Marino, South Pasadena, Arcadia, and La Canada), but we spend significantly more in SPED (Special Education), Transportation costs (much of which is attributable to SPED transportation), and Student Support Services. Using this as a guideline, the District is actually doing comparably well to our neighboring districts in keeping down administrative costs, overhead, and facilities maintenance.
For improvement, we need to draw in more of our student base. PUSD has an ADA of about 17,500 currently, with 1,500 children in charter schools and approximately 10,000 in private schools. These last two numbers are well outside the proportions of our neighboring districts, indicating that the long-held default attitude that “you can’t send your kids to public school in Pasadena” is still a strong default.
Pasadena is still in many ways a generational city. Many parents of public-school age children are my peers in age, and they were themselves Pasadena residents as children. The public school system had a bad reputation among their parents when they were children, and that contributes to their perception that the public school system isn’t good enough for their children now.
Additionally, it is very difficult to bring children back into the public school system once their parents have decided to send them to private school. The lack of engagement with the community prevents parents from revisiting their decision. It is vitally important that the District continue outreach efforts to reduce our losses to the private school community.
PUSD needs to do a better job of community outreach and marketing. Prospective parent and realtor tours and programs like Principal for a Day, organized by Pasadena Education Network and Pasadena Educational Foundation, respectively, have made great strides in improving the perceptions in the community about public schools. PUSD needs to leverage its relationship with community resources like these in order to spread the word more effectively about the quality of our schools. Reaching out to neighborhood associations and city and town councils are other resources to target.
- Pasadena Unified loses most of its students between 6th grade and 8th grade. How would you address the declining enrollment in PUSD middle and high schools?
Sheryl Turner: Declining enrollment in PUSD is not specific to middle and high schools and will not be cured by targeting that population. Declining enrollment is a combination of socio-economic factors. It is a factor of minimum wage rates which have not increased since 2009, lack of affordable housing in the Pasadena area, and jobs availability. In Measure TT funds, the mandated employment of Pasadena residents in the project is negligible. People can’t afford to live here. Those who can afford to live here are not aware of our PUSD successes so we must do a better marketing campaign with realtors to get that information to them and their clients. We have to work across the community, but especially with the chamber of commerce, to create a cohesive city-wide commerce and housing improvement plan to attract more parents and their children to the PUSD area.
Patrick Cahalan: As previously mentioned, there is some reason to be cautiously optimistic that this trend will be reversing itself in the upcoming several years. Maintaining the dual-language immersion pathways, the IB program, the STEM and arts magnet programs are vital, and expanding those efforts may produce excellent results in stabilizing our middle school transition years. Other possibilities include adding additional language immersion programs and introducing a merit-based middle school program.
Moreover, we need to be diligent in assessing the success of these efforts. Each special program comes with administrative costs and overhead; ensuring that we invest District resources only in programs that are successful - both academically and in retaining population – is vital to the continued health of the District. Special program funding is typically tied to a time-limited grant, and failing to take future costs into account in our mid- and long-term planning would be detrimental to long term viability of signature programs.
- Pasadena Unified has invested considerable money and time in the College and Career Pathways program. Do you support this approach? Please explain your answer.
Sheryl Turner: In my Pasadena YouthBuild program I have a Career Pathways program. We have a coach and a supervisor that help students and I am sure it is the same grant for PUSD. The primary responsibility for the coach is to do one-on-one (or small group) tutoring in math and English and to help students pass the CAHSEE exam. He also assists students in identifying and pursuing a pathway after high school graduation. He helps them identify and complete academic and vocational benchmarks required for college or career pathways success and works to develop individualized career paths. The staff provides intensive and individualized training in job applications, resumes, interview skills, appropriate dress and appropriate language. Students can receive guidance and support as they transition from high school to their next goal. This is a critical service to students who often have a fear of launching. It is a wonderful program.
Patrick Cahalan: Theoretically, the approach seems to be a good one, but the details are important. The programs are certainly very popular among many PUSD families.
However, the long-term viability of this approach is not supported at the present time. This doesn’t mean the programs don’t produce positive outcomes; but rather that the District does not currently track the success of these programs in a meaningful way. Simply put, the District does not do a good job of tracking its students, post-graduation, to determine their college readiness, their vocational readiness, or their ability to contribute post-graduation to society at large.
In defense of the District, very few academic institutions in the United States do this. However, it is not impossible, and it is something that the District should begin doing immediately both to determine the efficacy of its internal programs and also the outcomes of the curriculum decisions made outside the sphere of the District itself. The capability exists. PUSD students can be tracked after they leave the District and we can survey these students and find out which ones are successful – whether they choose vocational school, an associate degree, or a traditional four year university. PUSD provides each student with an email address as part of the administrative overhead of managing the student population. We should allow students to keep those addresses, so that we can survey them in future years and find their own self-reported success. Private high schools across the country have managed their alumni associations for decades to the advantage of their institutions, it is time the public school system started doing the same.
Only after we know these long term outcomes will we stop relying upon easy-to-measure metrics such as GPA or standardized test scores to gauge our success. Educational research shows that GPA taken together with SAT results is the best predictor of college success, but the overlooked caveat in that statement is - unfortunately – that it is still a terrible predictor of college success and is useless for predicting success in the workforce.
We can measure our own success. We can do it directly. We need to start doing this as soon as we can.
- Pasadena Unified has lost enrollment for the past 15 years. There may be more schools open that necessary to accommodate the students in the district. Do you believe PUSD should close schools as a result of declining enrollment? Please explain your response.
Sheryl Turner: Please review my responses to some of the questions above.
Balancing the budget is critical. Closing schools may be integral to that but more evaluation is necessary. I believe we should consolidate programs, especially at the high school level where our population cannot support four schools. It may be that the schools get re-purposed, e.g., designate a site as a jobs training site for construction skills, since not all student go on to college.
Patrick Cahalan: I am not ideologically opposed to closing schools if the savings presented by reduction in overhead is sufficient to justify closing a school site. However, if past school closure processes in PUSD have taught us anything, it is that the savings in personnel and facility costs often are insufficient to justify the disruption in the lives of the families at the affect schools and the upheaval to the community.
I have not been convinced by any analysis made public that closing school sites actually represents a net savings for the District. Indeed, our biggest periods of attrition to charter schools can be easily correlated with school closures. This indicates that the consequence of closing a school is not necessarily a net reduction in overhead costs, but instead a loss of revenue as the per-capita funding from the state departs to a charter school along with the student.
School sites targeted for closure are more likely to be in politically under-represented or economically disadvantaged neighborhoods, which are the school sites that need the most help, rather than the least. In addition, Pasadena is now at the point where we have fewer school sites that are geographically accessible to many neighborhoods. While some neighborhoods are affluent enough to be able to arrange for transportation costs, for some citizens of PUSD, arranging for timely transportation is difficult. Chronic truancy is already an issue in the public school system, so having students reliant upon public transportation to get to school prior to the starting bell is likely to cause the District more in lost funds than it might save.
School sites like Jackson and San Rafael have made a remarkable turnaround in a very short period of time due to the establishment of signature programs. School sites in PUSD which are at risk due to enrollment should be given every opportunity to re-establish themselves by creative implementation of signature programs.
All that said, if a school site can be shown to be a significant burden on the District as a whole, and if remediation attempts are unsuccessful, school closures must remain on the table as an option.
- What else would you like the members of the Pasadena Chamber of Commerce to know about you or your candidacy?
Sheryl Turner: I am dedicated to the youths of PUSD and their families. My family foundation and its involvement in the community prove that every day. My second love is economic development. I am an advocate for businesses and the jobs and revenue they bring to our city and how they affect the health of the community at all levels. Businesses know how to work in partnerships and collaborations.
I ask for your vote.
Patrick Cahalan: I am committed to serving as a conduit for the parent and citizen community to the Board of Education, first and foremost. Without the trust of the community, the District cannot claim legitimacy with its requests for help from the taxpayers and the citizens at large. A constructive case needs to be made every day. The public school system in Pasadena, Altadena, and Sierra Madre is capable of handling the resources put in its care to the maximal benefit of the children of the District. I hope the citizens of the District give me the opportunity to show what can be done when we all work together to produce a really outstanding school system.
District 6:
- Please provide a brief statement of your personal, professional and service background:
Lawrence Torres: I have been a teacher for the past 29 years in the Los Angeles Unified School District. I currently teach at City Of Angels School, which is the district's independent study program. Before that I was a teacher at El Sereno Junior High School. I have a Master's degree from both Harvard University and UCLA. One degree is in Curriculum Development and the other in Educational Administration. I am married and have two daughters. The youngest currently attends Pasadena High School. I have been on the School Site Council, the school's governance committee, at my daughter's schools since 1999.
- How would you describe your leadership style?
Lawrence Torres: I am very much a consensus builder. I always look for a path through so that everyone can live with the decision. In my view, much of being a successful leader is having the ability to listen, to actually hear what others are saying. I have always
prided myself on being an honest broker, trying to not have agendas but rather attempting to find common ground.
- What qualifies you to serve as a trustee of the PUSD?
Lawrence Torres: As a long time educator, I believe I have the experience and training to effectively understand the issues and make decisions based on the welfare of children in the district. As a member of School Site Councils, both at Sierra Madre School and Pasadena High School, I have had experience working with Principals, teachers, parents, students and other stakeholders as we attempt to fund various programs at individual school sites. As a parent who has interacted with the schools in that capacity, I know what concerns arise as your child progresses through the system.
- What is the single most important issue facing Pasadena Unified at this time? Why?
Lawrence Torres: I think the single largest issue facing the district today is that not everyone is on the same page. Because of the turnover in leadership at the Superintendent level, it creates a ripple effect that has consequences for everyone in the district. Every Superintendent comes into that position with a vision; having multiple people take that post in the past few years has created great confusion at all levels.
How would you address that issue?
I believe it is important that the school board and the Superintendent work hand in hand to create a common vision and that we collaboratively pursue our goal. It is my dearest hope that the board is able to come together with the Superintendent to create a shared goal of improving the district.
- What are the key roles and responsibilities of a trustee of the Pasadena Unified School District? Please explain?
Lawrence Torres: The key role of the school board is to create a vision that is to be implemented by the Superintendent. The vision must be created with measurable goals. The evaluation of the Superintendent should be based on how he is able to put that vision into practice.
- Where do you see success in Pasadena Unified? Where do you see areas for improvement? Please be as specific as possible.
Lawrence Torres: I believe one of the most successful parts of Pasadena Unified is the magnet/academy program. Allowing parents to choose a school that fits the needs of their child empowers families. I believe we need to continue to support the efforts of the district as we expand these programs.
I think the area of biggest improvement for the district should be in the area of parent involvement. We need parents to remain engaged at all levels of their child's schooling. Schools have lots of ways to exclude parents (time of meetings, specialized education language etc.) and we need to do a better way of including parents in all decisions we make.
- Pasadena Unified loses most of its students between 6th grade and 8th grade. How would you address the declining enrollment in PUSD middle and high schools?
Lawrence Torres: I think the best way is to keep improving the educational experience children have K-12. Part of what I would like to look at is incorporating more of the middle school philosophy into our middle schools. The whole approach was to draw ideas from the elementary program and less from the high school when working with middle schoolers. I do not believe we are doing our best in this regard. Middle school should not be a "mini" high school but rather a place that is an exciting vibrant school, resembling our elementary program (which most families like) while allowing for more independence for the students.
- Pasadena Unified has invested considerable money and time in the College and Career Pathways program. Do you support this approach? Please explain your answer.
Lawrence Torres: I am excited by our district's ability to fund multiple ways for children to be successful in school. My one concern is that much of the funding comes from grants. After the outside funding source ends, PUSD will be expected to continue this program on its own. I always worry that we take on programs because there is funding available rather than seeing how any particular program fits into the overall master plan. That conversation should always happen before any program implementation occurs.
- Pasadena Unified has lost enrollment for the past 15 years. There may be more schools open that necessary to accommodate the students in the district. Do you believe PUSD should close schools as a result of declining enrollment? Please explain your response.
Lawrence Torres: No one goes onto the school board wanting to close schools. Having said that, I would want to look very closely at the factors involved before arriving at any decision. This is not MY decision, this must be a community decision based on the best needs of the students in PUSD.
- What else would you like the members of the Pasadena Chamber of Commerce to know about you or your candidacy?
Lawrence Torres: I have spent my career trying to make a difference in the lives of school children. A school board member is the only elected position in the country with the duty to safeguard the well-being of school children. It is a task that I believe myself well qualified to do and one I look forward to starting. I humbly ask for your support
Here is how the District 1 candidates answered the questionnaire from the Pasadena chamber. Responses are in the order they were received from the candidates for City Council, District 1.
PASADENA CITY COUNCIL, DISTRICT 1:
1. Please provide a brief statement of your personal, professional and service background:
Calvin E. Wells: Recently, I retired from the City of Pasadena Fire Department after 35 years of devoted service to the people of Pasadena. During the past three years, I worked in the capacity of Fire Chief overseeing an annual operating budget of $40 million. I remain grateful to the people of Pasadena for a lifetime of professional growth and selfless service to the community.
Currently, I reside in Pasadena with my wife of 24 years (Rhanna) and two children. As a family we continue to be involved in the community with various voluntary activities. Additionally, my wife and I founded Pasadena Pony Youth Baseball Program which is currently in the fifth consecutive year of operation.
Pixie Boyden: Pixie Boyden is a long time resident of Pasadena and is the proud mother of two young men. Pixie holds a Bachelor’s of Science from the University of Phoenix in Information Technology and a Master’s of Business Administration from Loyola Marymount University. Pixie is currently employed by USC Rossier School of Education as the Management Information Systems Director. Prior to this, she was the Associate Director of IT for Loyola Law School. Pixie gives back to her professional community by teaching at both Citrus Community College and Pasadena City College in the Career and Technical Education departments, and most recently Cal State Dominquez Hills in the Public Policy department. Pixie has a solid operations and compliance management professional background that will allow her to step into the role of Council member immediately.
As an experienced community activist/organizer, who brings more than 12 years of dedicated service to Northwest Pasadena and District 1, Pixie has a proven record of accomplishment for creating meaningful partnerships in order to produce effective plans/projects that increase investment of our community members.
Pixie has served on numerous City of Pasadena and Pasadena Unified School District Taskforces, Commissions, and Committees since 2002 that have had a positive, long-lasting impact in her community such as the Rose Bowl Operating Company, Northwest Commission (chair), Hahamonga Watershed Advisory committee (chair), Task Force on Good Government just to name a few. Further confirmation of her board service commitment to Pasadena, she has served with ACLU Pasadena, the Latino Heritage Association (Treasure), NATHA, and Women at Work (Board President). She has built strong relationships with City leadership and community activists/advocates over the last 12 years that infuses creativity, tenacity, and the positive change much needed in District 1.
Tyrone Hampton: I am grounded in being a resident and business operator in the great city of Pasadena. I currently serve as a Pasadena Unified School Board Member.
German Acevedo: I am originally from one of the poorest towns in Oaxaca, Mexico. At an early age, my family knew there was little opportunity in their small town and understood the value of obtaining an education. Facing and overcoming many obstacles, the family managed to relocate to the outskirts of Mexico City where I was able to earn a formal education.
At the age of 21, I moved to Pasadena, California with the dream of pursuing a better life. Working long hours I continued to overcome adversity and enrolled in ESL classes at Pasadena Community Skill Center. Soon after I obtained an AS Degree in Broadcasting from Pasadena City College.
I started my broadcasting career as an intern at Telemundo Channel 52 and has since worked for major television stations in Los Angeles including Univision, NBC, Telemundo, E Entertainment, FOX, ESPN, Channel 22, TVG, and DirecTV. I am presently working in Television Broadcast Production for Time Warner Cable Sports whose line up includes the Los Angeles Lakers, Galaxy, Sparks and Dodgers.
A few years ago, I joined a group of Afro Mexican immigrants from Oaxaca, Mexico. The group worked tirelessly to unify and explore resources that could help their goal of providing aid to many of the little towns they descended from. It was this experience where my passion and belief of understanding social and community issues grew which has ultimately led to my pursuit of making a difference in my community and other people’s lives.
My dedication and commitment to understanding the many issues communities face include supporting neighborhood groups, socio economic issues, public education.
2. How would you describe your leadership style?
Calvin E. Wells: While at the helm of the Pasadena Fire Department, I maintained an open door policy, displayed an inclusive approach to gathering information and embraced transparency in my decision making. However, during command and control of major emergency incidents, I foster an autocratic leadership style. In the past, my superiors, peers and subordinates have all agreed that I am approachable, open-minded, fair and firm.
Pixie Boyden: I am a strong leader who is collaborative and inclusive of others input to the decision making process. I believe encouraging people to be creative creates effective teams. I am comfortable setting vision, outcomes and garnering support to see project and plans to successful outcomes. Sometimes this becomes a matter of ensuring that those working with you have the necessary skill and resources to actually be successful in what they are doing. I believe being accountable to my stakeholders and ensuring effective communication so teams and groups are all on the same page as they move forward together.
Tyrone Hampton: I describe my leadership style as several combinations of the advocate, the partner, and the innovator.
German Acevedo: My leadership style promotes fairness, diplomacy, and a realistic approach to resolving and supporting issues within the local community
3. What qualifies you to serve as a representative of District 1 in Pasadena?Calvin E. Wells: After 3-1/2 decades of working as a public servant in Pasadena, I have clearly demonstrated the knowledge, skills and abilities necessary to get things done. Additionally, I’ve established a thorough understanding of Pasadena’s governance and fiscal management which makes me the ideal candidate and an asset to the City Council. There will not be any learning curve whatsoever as I step into this policy making position.
Pixie Boyden: To be fully qualified to represent any district, you really have to be able to understand how the community works from the inside out. You have to be in tune with the special nuances that create unique community qualities unlike any other. You must know how your district ties to all others and to those who live it and are dependent on it. After having all of that down, you have to be able to be able to explain and advocate this to people who aren’t aware or have a misperception of your district. I am qualified to represent District 1 because I have been doing just that for more than 13 years.
Tyrone Hampton: The element that qualifies me to serve as a representative of my district is that fact that I have a vested interest in preservation and strengthen my community as a resident. As I walk my community and look through the varied lens, there is great value to enhance, innovate and strengthen. There is a great need to collaborate, and be entrenched my community.
German Acevedo: We need politicians with a heart that cares about those not so fortunate and need help to improve their lives, someone that cares about the common people and not just the priviledge ones around them. I have a lot of heart!
4. What is the single most important issue facing Pasadena at this time? Why?
Calvin E. Wells: Fiscal responsibility and stability remains a top priority during an era of ever diminishing resources (vehicle license fees, redevelopment fees, etc.). To add insult to injury, the recently disclosed embezzlement allegations and unspeakably poor accounting oversight is a cause for concern. There is now a prevailing environment that lacks trust and confidence in public employees. This is a time to lead and demonstrate to the community at large that best practices are in place and being followed.
How would you address that issue?
I am an advocate of accountability and transparency in government. As such, I will ensure that all public employees are held accountable from the top to the bottom of the organization.
The alleged person(s) responsible for the embezzled funds must be held liable from a criminal and civil standpoint. I will encourage the City of Pasadena to aggressively pursue all person assets of those responsible. On the administrative side of the equation, a fruitful investigation of the facts shall be completed expeditiously so that all employees involved are disciplined as appropriate including but not limited to termination of their employment.
Pixie Boyden: An important issue facing Pasadena right now is the lack of relevant resources for the residents. Pasadena has changed significantly, as you might guess over the last decade or more and as the City, business community, and residents adapt to the changes, it has become clear that things we needed 20 years ago are not necessarily the focal needs of today. I believe this creates strong disconnects in all segments in the city as people deal with the changes. Change is hard for everyone and when you have things that have always worked, it seem reasonable to continue to what you have always been doing. Unfortunately partial cause of the disconnects to relevant resource provision can be attributed to the changes in the overall national and regional economic structures.
How would you address that issue?
One way to address this issue is to look systemically at the root cause and begin to make the changes there. In this case, creating a stronger and more diverse economic base within the city will support stability during a changing economy which we know will happen. The jobs and entrepreneurial opportunities Pasadena residents explored in years past likely are very different now and the direction of those opportunities for future growth will be significantly different in the future. We have to not only prepare ourselves to be “job ready” when the opportunities arise, we also have to become the incubator for innovative and sustainable industry. This will allow for implementation of vocational and workforce educational programs to support the different types of industry we ultimately create. We have to identify relevant industry goals and then prepare our workforce to help achieve them.
Tyrone Hampton: There is no single most important issue facing Pasadena, it is a combination of multiple issues that impact our great city. It is the capital we need from varied federal, state and local program that could shift and diminish, which will bring a great need for us to serve smarter and wiser when it comes to resources and programs. We must ensure that we serve all, ensuring that all stakeholders have a great quality of life. We need to establish better systems of accountability and accept responsibility when it calls.
How would you address that issue?The process to address the varied issues will be a matter of listening to the varied stakeholders, the needs and desires for enhancing and strengthen, and work closely with them to develop strategies, methods, programs that are beneficial for serving the community, providing for the community, giving the community a voice in the process for change when necessary.
German Acevedo: Equality, we need to start caring about how low income families live in Pasadena.
Low wages and skyrocketing rents are making it impossible for some to live in this beautiful city.
How would you address that issue?
Let’s start sharing the economic development north of Pasadena and not just in the richest parts of town.
5. What is the biggest issue facing the District you would like to represent at this time?
Calvin E. Wells: An adverse impact to neighborhoods before, during and after Rose Bowl stadium displacement events is a major issue of residents.
How would you address that issue?
As a councilmember, I would closely scrutinize the type, nature and expected attendance of all proposed displacement events. It is also important to ensure my appointed representative to the RBOC pays particular attention to proposals as well. Additionally, I will propose a proactive traffic plan which includes but is not limited to addressing overflow parking, enhancement of Rose Bowl shuttle service, and, the use of environmentally friendly compressed natural gas (CNG) buses to help reduce the adverse impact to our neighborhoods. The aforementioned actions will collectively ease the burden on neighbors as we work to gain better control of the number of displacement events held within the venue.
Pixie Boyden: District 1 has large complex issues that you cannot decouple from one another. Recently our issues have been verbalized and written about in local media outlets in terms of community violence. You cannot talk about community violence without talking about the root causes of it which I firmly believe are related to underemployment, affordable housing gaps, impacts of social despair, as well as a few other issues.
How would you address that issue?
I would start to address this issue though the support of successful community based employment training focused programs and provide the leadership to create effective collaboration of these successful programs with other complementary programs to replicate them throughout the district. By achieving this, individuals will have increased employment options thus allowing them provide for their families in more positive option based ways. If course you have to look at where this newly training and gainfully employed individual will reside. We will have to address issues of lack of workforce housing and other affordable options. I think this can begin to be done through an effective review of our cities policies that impact the types of affordable housing available in the city and the ways it is or isn’t produced. If there an individual who was gainfully employed with their housing needs being met to support their families, it is less likely this individual would be inclined to be in a state of social despair and participating in negative violent behaviors. Options and alternatives with positive reinforcement through supportive structures are effective pathways to reduce community violence.
Tyrone Hampton: There is a major disconnection with the constituents and varied service elements prior to when there is a major issue such as public safety issues. The recent events involving a lot of activity centered with gangs and gun violence brings us to the question of how are we making a difference for the next future generations. What foundations and elimination of barriers are we as a community each a partner developing? The answers does not just lie in me, but it lies in the thought of WE as the community.
How would you address that issue?
Again to address the issue, we must develop a stronger line of communication with supports to ensure that the community is privy and part of the decision making process. We begin by asking the community what are your needs and ask for recommended solutions, then from those needs assessments develop plans of action, resource and programs for implementation.
German Acevedo: It’s not just one, we need economic development on District 1, more jobs, decent wages and affordable housing.
How would you address that issue?
Incentives for businesses to relocate in the north of Pasadena.
6. What do you see as the biggest issue facing your district’s business community at this time? Why?
Calvin E. Wells: The district has made significant progress with the implementation of the Lincoln Avenue specific plan. However, we need to continue working to attract more businesses to the Lincoln corridor. Residents are still required to leave our neighborhood in order to gain access to basic services.
How would you address that issue?
I will collaborate with the various stakeholders to attract businesses into our neighborhood. More important, I will be auditing the planning and building permitting process to identify barriers to success. Then, I will work through city staff to ensure the process is streamlined to the fullest extent possible.
Pixie Boyden: I think a major issue facing the business community is that of sustainable economics. It is difficult to maintain and cost effective manners when policy dictates practices in ways that do not always support sustainability.
How would you address that issue?
I would collaboratively evaluate the public policies that are in need of revision and negatively affecting the district keeping a keen focus on support positive economic growth. Poste evaluation, would be implementing revisions to the policies that no longer fit the times or are not achieving the intended outcomes.
Tyrone Hampton: Economic isolation. Why ? No incentives
How would you address that issue?Give incentives to open a business in northwest Pasadena , credits to refurbish long-standing businesses.
German Acevedo: Not enough of them. We need to attract them to give northwest Pasadena a chance.
7. Pasadena has a strong and diverse economy. What would you do to support and grow that economy?
Calvin E. Wells: I will work closely with my colleagues on the city council to continue the effort to sustain an ecosystem of innovation throughout the city. There has been an increase in innovative company start-ups. This initiative must be encouraged, supported and expanded to the fullest extent possible in order to increase employment opportunities throughout the greater Pasadena area.
Pixie Boyden: I would foster and cultivate new industry and entrepreneurial activities in ways that support sustainable economic growth. I believe in engaging the community around shared visions and sustainable solutions that support a healthy economy.
Tyrone Hampton: Make Pasadena destination for Los Angeles bound travelers.
8. Business interests perceive Pasadena as a city that is unfriendly to growth. They point to multiple layers of approvals, gridlock in the Planning and Permitting Department and a commission system designed to forestall growth. Do you agree? Please provide examples to support your answer.
Calvin E. Wells: I agree there are issues associated with development interests. However, there are tangible things that can be done to streamline processes, increase efficiency, improve workflow and establish a more customer-friendly business model.
More technical people are needed in order to address workload demands. Since the layoffs that occurred in 2010, the department runs with 50% less employees in every section while workloads (new projects) have increased by 50%. This is a major contributing factor to the bottleneck issues being experienced.
There are several internal issues that have resulted in a lack of uniformity in code interpretation, application and standard operating procedures. This situation only serves to confuse contractors, homeowners, developers, and, the regulated community at large.
Pixie Boyden: I think there is some evidence to support potential inefficient processes that could and should be reviewed for streamlining. In my career, evaluation of such things is commonplace (or at least for me it is) with the intent to create cycles of continuous improvement. As the commission member and at various points chair of commissions, I have heard from developers firsthand the complexities experienced as projects move through the “process’ to completion. I do think there are always better ways to achieve the same goals if we are deliberate about changing the experience for those wanting to develop in the city.
Tyrone Hampton: After I had already lived in my home for at least a year, the city came and performed an occupancy inspection. This seemed like a poor utilization of their time. Interestingly, when they inspected my home, they found a code violation that existed in my home prior to my purchase and I was charged a fine. If there was a larger focus on code enforcement inspections, this issue would have been taken on by the prior owner of my home, and I would not have been unfairly fined.
German Acevedo: We need to make it easy on the approval process for permits.
9. Los Angeles is considering a hike in the minimum wage to at least $13 per hour and as much as $15 per hour. Some in Pasadena are advocating a similar increase to $15 per hour here. Do you support or oppose such an increase in Pasadena? What impact will it have on Pasadena’s businesses and our economy?
Calvin E. Wells: I do not give wholesale support to an increase across the board. Any increase in the minimum wage rate should be incremental in nature and proportioned based on the size of the impacted employers operation (number of employees). An increase to $15 per hour has the ability to drive mom and pop operations completely out of business. It would simply not be sustainable for many of our small business owners.
Pixie Boyden: I support an increase in the minimum wage in Pasadena. Understanding clearly that for every action there is a reaction, this increase will of course have some impact to the business sector and economy in Pasadena. I do think a phased approach might be prudent to properly evaluate the impact to not just Pasadena but also to our place in the region.
Tyrone Hampton: I would need to consult with the business office first.
German Acevedo: I do support an increase on the minimum wage for businesses that can afford it. I know that there are small businesses that such an increase will be devastating so we need to look into the amount of revenue for each business.
10. Pasadena is a community known for innovation. How would you support entrepreneurship and the creative economy in Pasadena?
Calvin E. Wells: In addition to my response to the economy based question above, I would work hard to encourage my colleagues on the city council to support and promote the concept of business incubator installations. This would help level the playing field for smaller entities and contribute to advancing Pasadena as a center for technology and high-tech companies.
Pixie Boyden: I would support opportunities for business growth and development as well as increased training and school to business internships programs that I believe will enhance innovation and creativity. We will have to do things “differently” if we are planning a different outcome. Promoting the next generation of entrepreneurs with inspiring connective activities with the local business community will support a creative economy base throughout Pasadena.
Tyrone Hampton: Incentivize businesses to open the Northwest Pasadena.
German Acevedo: We need to provide the tools that every entrepreneur needs to succeed by helping them get loans or grants for the projects.
10. What else would you like the members of the Pasadena Chamber of Commerce to know about you or your candidacy?
Calvin E. Wells: I want the Pasadena Chamber of Commerce to understand my willingness to work tirelessly to attract, promote and sustain business enterprises in Pasadena. I subscribe to the concept of patronizing our local businesses before giving any consideration to going beyond our city limits.
Pixie Boyden: I am a strong collaborative leader that supports and understand the needs of business, community, and municipalities. Because of the public service activities, I have happily engaged in over the last 13 years, I have built very strong relationships with city leadership and community members that is critical in moving us all together in a forward motion. I believe that District 1 has hidden untapped potential that supports the city’s goals for a sustainable economy. We need to begin to explore how to foster and nurture the economic potential within the community as we are addressing the needs moving forward. I am the person to do this.
German Acevedo: I am someone that came to the United States with nothing and managed to have a career. I want to provide the help that low income families need to succeed in life, that will be my top priority, I will be do everything on my power to make it happen.
Here are the responses from those runnng to be Mayor of Pasadena:
1. Please provide a brief statement of your personal, professional and service background:
Don Morgan:
I am a business owner and Professor of Public Policy at the University of Southern California. My work has focused on crafting innovative policy solutions and I have a 20-year track record of bringing public and private organizations together with residents to align their work so that they may have a bigger impact than working alone.
In Pasadena, I’ve worked actively with city management on important projects including shared housing for seniors, workforce housing, creation of a governance structure for the School, City, and Community Workplan (Collaborate PASadena), management of the Arroyo Seco, Pasadena Jobs Center, Key Performance Indicators for PUSD and bike share programs.
Outside of work, I devote a considerable amount of time to service organizations in our area, including Urban Compass – an enrichment program for students in the Watts neighborhood – which I co-founded, College Access Plan, Mending Kids International, KidSpace and Jesuit Volunteer Corps. I also volunteer on my children’s soccer and Little League teams.
My wife Whitney and I have four children and live in the Madison Heights neighborhood in Pasadena.
Terry Tornek:
I am a graduate of Princeton University’s Woodrow Wilson School of Public & International Affairs, and also hold a Master’s degree in Urban Planning from Columbia University’s School of Architecture. I am a veteran. I have been married for 48 years to my high school sweetheart; we have 3 married children and 7 grandchildren – all living nearby.
I came to Pasadena in 1982 to take the job of City Planning Director & focus on the revitalization of Old Pasadena, which I continued after I left the City.
I have been in private real estate development & management since 1985; in my own company since 1999.
I was appointed to the Planning Commission by Sid Tyler in 2005 & also served on the Design Commission.
I was elected to the City Council from District 7 in 2009 & reelected in 2013. I am Chairman of the Finance Committee & serve on the Municipal Services Committee & the Fire and Police Retirement Board.
As a volunteer, I served on the Board of Pasadena Neighborhood Housing Services for neartly 20 years & now serving as Treasurer of LIBC Housing, a non-profit that has built 7,500 units of affordable housing statewide.
I am Pasadena’s representative on the San Gabriel Council of Governments & I am Treasurer of the Burbank-Glendale-Pasadena Airport authority.
Jacque Robinson:
Vice Mayor Jacque Robinson is serving her second term as member of the Pasadena City Council, District 1. Born and raised in Pasadena, Jacque is a lifetime Pasadena and a product of the district she now represents.
Robinson has played an integral role in ushering the City through one of the worst economic recessions in recent times. Her recent work has included helping pass a balanced city budget for just the second time in more than a decade, leading the fight for local hiring on several high profile city projects including the Rose Bowl Stadium renovation, adoption of a zoning plan to spur economic development along the Lincoln Avenue corridor, and continuing collaborative work as the founder of the Pasadena/Altadena Vision 20/20 Initiative aimed at decreasing violence and providing education and employment opportunities for high-risk, high-need youth, young adults, and their families. Ms. Robinson has worked professionally on electoral campaigns for multiple labor unions including the Service Employees International Union and the California Teachers Association. She has also taught as adjunct faculty at Pasadena City College. Vice Mayor Robinson’s current leadership roles on the City Council include Chair of the Public Safety Committee, Chair of the Foothill Workforce Investment Policy Board, Board Member to the historic Gamble House, and Commissioner to the Bob Hope Airport Authority. She also serves as a member of the Economic Development & Technology and Legislative Policy committees.
Bill Thomson:
I had the honor and distinction of serving as the Mayor of Pasadena and representing District 7 on the City Council for sixteen years. Currently, I am an elected Trustee of Pasadena City College, President of the Pasadena Educational Foundation, member of the Board of the Pasadena Museum of History, member and past President of the Rose Bowl Aquatics Center, and former member and President of the Rose Bowl Operating Company, among many civic activities in Pasadena. My website, www.electbillthomson.com, contains a more complete list of my civic activities.
In my professional life, I am an Intellectual Property attorney, specializing in litigation of patent, trademark, copyright, and trade secret matters. I litigate Intellectual Property cases in Court and jury trials and before the International Trade Commission.
Jason Hardin:
I am a local publisher and entrepreneur that knows how to overcome challenges and create opportunities for myself as well as for others. I created “The DENA Magazine”, to showcase, promote, and recognize local talents, businesses, and achievements, in an effort to encourage the economic and social development of our community, particularly our underserved neighborhoods. I am part of Neighborhood Connections’ Pasadena Neighborhood Leadership Institute and a recent graduate of the Vision 20/20 Community Violence Intervention/Prevention program. We were instrumental in bringing a volunteer-based early literacy program to Madison Elementary, in hopes of lowering the 39% of children who aren’t reading at grade level. I’m a mentor of Pasadena City College’s Ujima program and a frequent motivational speaker for local schools and organizations involving the youth. I volunteer everywhere from Reading Partners to Brookside Golf Club, and I love every moment of it. I’ve taught free entrepreneurship classes and showed people how to turn their interests into income. I’m also a sponsor of the City of Pasadena’s “Pasadena Idol” Teen Talent program and I instruct a Music Business class for the participants. When I’m not volunteering or managing my publication, you can find me donating management and branding services to local small businesses and worthy organizations.
2. How would you describe your leadership style?
Don Morgan:
My style is centered on a collaborative approach. I work with all sides, listen to their views and then attempt to craft consensus and shared goals. I’ve had a great deal of success working to bring different types of organizations and individuals together to confront public policy challenges in areas ranging from education to housing to conservation.
I also believe strongly that we need to pursue innovative solutions rather than simply repeat what has been done in the past. I actively seek out new ideas and the best practices from other organizations and cities and bring these concepts to the table to help all parties approach old problems with a new set of eyes.
Terry Tornek: I am well prepared& collaborative, but I am also willing to advocate.
Jacque Robinson: Cooperative, hands-on, engaging, thoughtful, firm.
Bill Thomson: My leadership style is to work with people, reach agreement on what is to be done and how to accomplish it, and then get it done. In terms of style and temperament, Bill Bogaard and I are very similar. As I mentioned above, I’ve served as Mayor of Pasadena, and I know what the job is and how to do it. My record of civic involvement demonstrates that I have the experience, trust, and ability to work effectively with our citizens and get results. Examples of my record are fostering the re-birth of Old Pasadena, the One Colorado project, which includes Il Fornaio Restaurant, J. Crew, Patagonia, and many other stores, bringing UCLA to the Rose Bowl, creation of the Rose Bowl Aquatics Center, and redevelopment of what is now the Langham Hotel in keeping with Pasadena’s architectural heritage.
Jason Hardin: My leadership style is based on constant learning. I make it a point to best understand any issue before taking a position. I believe in being a true representative of the entire population of our city and serve as the voice of so many in our community whom are often unheard. I am known for being firm, fair, and honest in all I do, as well as remaining accessible, respectful, and compassionate to everyone. Through hands-on involvement and participation, I plan to bring a new level of energy and accountability to the Council and entire city staff.
3. What qualifies you to serve as Mayor of Pasadena?
Don Morgan: The City Charter establishes two important jobs for the Mayor: set priorities for the entire city (in consultation with residents) and set the agenda for the City Council.
I have 20 years of experience that no other candidate has that has prepared me to be the chief promoter of great policy and vision for Pasadena. Bill Bogaard and I have discussed, and tend to agree that the mayor's greatest opportunity to impact our community positively is to use the mayoral platform to shine a light on the best efforts in our city and attract attention and investment in our greatest opportunities.
That’s exactly the type of work I’ve done as a fundraiser for nonprofits and as a professor of public policy at USC. My focus and work has always been directed at bringing residents, public and private organizations together - this is the only way we are going to make any progress in Pasadena on some of our more intractable issues like education, housing, or economic development.
I also understand how the city works, having partnered with agencies on a number of important projects that I mentioned above. I have experience bringing the best ideas to Pasadena and create plans to put those ideas into practice.
At the same time, I bring with me a fresh perspective on what we can do better as a city. Pasadena residents are still reeling from the discovery of an alleged theft of $6.4 million in taxpayer money – theft that took 11 years to uncover. One big reason our systems have been proven so vulnerable is because we are using systems put in place 40 years ago by people who have been involved in government for 40 years. The fact that we only stumbled upon the fraud accidentally after it had gone on for over a decade demonstrates our need for a new vision for creating better internal controls, greater transparency, and innovative measures for performance. That is what I will bring to the mayor's office.
Terry Tornek: My combination of education, professional training, business experience, & public service make be the best qualified candidate.
Jacque Robinson: The next Mayor of the City needs to be an experienced policy maker who can work cooperatively and respectfully across all stakeholders of this community – fellow Councilmembers, residents, business, and visitors. The next Mayor needs to be a person who is actively engaged in not just speaking, but listening intently to the needs and concerns of all of Pasadena. The next Mayor needs to be an individual who is focused on preserving the best of our past with an eye towards our future. I have earned a reputation across the community for all of these characteristics and more. As an 8 year Councilmember and Vice Mayor for the past two years, as well as my participation on multiple regional committees on behalf of the city, I have the personal and policy related experience to move Pasadena Forward and work not just within our city limits, but with our neighboring cities as well.
Bill Thomson: I’m the only candidate who has served as Mayor, a position unlike any other. The Mayor is not a figurehead – the Mayor is the leader of the City and the community. The Mayor of Pasadena must be able to get the City – Councilmembers, City Manager, and Staff – to work together, and with the community. The Mayor must have the experience and ability to work effectively with people and achieve results. As my career demonstrates, I have done that, and I will do it again.
Jason Hardin: I represent the diversity, challenges, and resilience of the people that live here. Aside from my positive work and life experiences, my negative experiences gives me the first-hand understanding required to properly address some of our most complex and sensitive issues. I work in the trenches of our community where I ‘m bombarded with the most heart-breaking of situations on a daily basis. If there’s a candidate more qualified than me to lead the entire population of Pasadena, I challenge them to show me.
4. What is the single most important issue facing Pasadena at this time? Please explain why?
Don Morgan: First, I believe job creation and economic development in Pasadena need to be a top priority of our next mayor and I made this topic the center of the first public forum of my campaign.
This issue is so critical because it is really the foundation of the strength of our city. If we want stronger schools, lower crime and a better quality of life; we need to have good-paying jobs. And we know our city has a long way to go to support our local businesses.
The good news is our economy is improving – with unemployment falling to 5.9% this year, down from the difficult high of 9.7% just four years ago. But unemployment is still above the “full employment” years in the middle of the last decade, when the rate hit a low of 3.6 percent.
But the sad fact is that while the economy has improved dramatically for some, the gains have not been evenly distributed. And as the economy has improved, the costs of living in a city like Pasadena have also begun to rise rapidly, particularly the cost of housing, meaning that middle class and working class families are under even more pressure.
A city government can only do so much. There are international, national, state and regional forces that all affect our economy here in Pasadena. But just because we can only do so much doesn’t mean we shouldn’t do everything in our power, because when our economy is improving for everyone it makes every single goal of our city government easier to achieve.
How would you address that issue?
I firmly believe Pasadena can be the center of Southern California’s innovation economy. We can use our connections to such world-class economic innovators as Caltech, the Arts Center College of Design and the Jet Propulsion Lab to illustrate the tremendous assets already in place to support business development.
As mayor, I will be a vocal proponent of our city and use the megaphone of the office to encourage businesses to locate in Pasadena. We need to aggressively market Pasadena, streamline permitting and create a culture in City Hall that is “customer service” oriented so that we’re not creating unreasonable hurdles for employers, especially small businesses, who want to locate in Pasadena or expand their existing businesses.
City Hall also has much work to be done in continuously working with existing businesses. Rather than simply waiting until a business is preparing to renew its lease, city leaders must partner with businesses to ensure that our collective success strengthens all of Pasadena.
Terry Tornek: Improving Pasadena’s financial strength is the most important issue facing us because without a sound financial foundation, the City cannot support the many programs that it maintains & provide high quality services to its residents and businesses.
How would you address that issue?
We must control expenses, particularly the personnel costs that represent 70% of the Budget & continue to grow our economy; particularly the areas where Pasadena has a competitive advantage: innovation, hospitality, health care & education.
Jacque Robinson: We face the struggle of how to maintain our status as a leading city with excellent neighborhood and business services to all while also balancing the realities of our fiscal limitations in the context of skyrocketing retirement and pension obligations.
How would you address that issue?
Work in partnership with our employee bargaining groups, set priorities with residents to move forward in a methodical way that addresses current needs while ensuring we have enough funds to address major future issues.
Bill Thomson: The most immediate and pressing issue is the embezzlement of $6.4 million from the City’s Underground Utility fund, which, amazingly, occurred over eleven years! I will work to clean up City Hall and find out what is happening with our taxpayers’ money. The City Council oversight system -- the Finance and Municipal Services Committees of the Council -- obviously failed. Every person who was involved or not doing the job properly should be terminated.
There must be a thorough and complete public review of the Underground Utility fund as well as all of the City’s 131 funds on a regular basis, with the results made available publicly. I will have the State Controller brought in to do a thorough audit. The public must know: What happened? How it happened? And, be certain that it will NEVER happen again!
One important aspect of the embezzlement issue is who really discovered the fraud and got the outside audit by KPMG. I would encourage all to contact the City Clerk and get the link to the full 1 hour 21 minutes audio of the May 13, 2014 Municipal Services Committee of the City Council. After listening to the audio, draw your own conclusion as to who was the moving force for getting the audit and is responsible for uncovering this.
How would you address that issue?
I’ve answered this in my response to the prece