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Friday, February 10, 2012
We want your questions for new interim city manager
by Kathleen Haley, published on March 17, 2010 at 9:23 PM
Storyline: Sacramento Neighborhoods
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The Sacramento Press wants your neighborhood-related questions for Interim City Manager Gus Vina, the city’s highest-ranking official.
What issues or concerns do you have about your neighborhood? What do you think the city government should do to improve your neighborhood?
Write your questions in the comments section at the bottom of this article. Questions for Vina can also be e-mailed to kathleen@sacramentopress.com.
The Sacramento Press will choose several questions from community members for Vina to answer.
Vina was chosen as interim city manager by Mayor Kevin Johnson and the eight City Council members and will serve for nine to 12 months. He replaced Ray Kerridge, who resigned from the city manager position Friday. Vina told The Sacramento Press last week that he plans to apply for the permanent city manager position.
Vina leads a city government with about 4,300 employees. He will draft the city’s budget, which faces a gap of $35 million-$40 million for the 2010/2011 fiscal year. The City Council is in charge of reviewing and approving Vina’s draft budget.
Johnson spokesman Joaquin McPeek said Vina was asked to serve for a nine- to 12-month period so he could work continuously on the city's budget. In addition, the nine- to 12-month timeline allows any new City Council members to have a voice on the selection of a new city manager, McPeek said. Depending on the results of the June 8 City Council election, new members could replace current members.
One incumbent is not running for re-election. Councilwoman Lauren Hammond is not returning to the City Council — her District 5 seat will be filled by a new member.
Kathleen Haley is a staff reporter for The Sacramento Press.
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Code inforcement was boosted. New officers were hired and trained. A rental property inspection ordinance was passed that includes fees for all owners of rental properties. During the current budget crisis Mr. Kerridge had experienced code inforcement officers laid off.
My question for Gus Vina: Do you see the wisdom in the citizens desire to bring in revenue while improving neighborhoods and bringing properties up to code? Will you boost code inforcement by reinstating experienced code inforcement officers that have been laid off?
Trying to balance the city's empty coffers on the backs of people of limited means is not a solution. Any remedy must be predicated on where the money is -- and where the money is is harder and harder to find these days...
Our economic problems are broader than the solutions provided locally, and until such broad solutions to the current economic malaise are found, including tax equity, and prioritization of civil over military needs, band aid solutions like those suggested here will really only alienate rather than alleviate the conditions faced by the city.
bbbbmer: There's an old saw that goes "Think globally, act locally." Our larger-scale problems shouldn't be an excuse to avoid fixing things in our own community--and genuine community-driven repairs, guided by people who have an understanding of how government works, can provide a model to get us out of this mess on a national level.
He felt residents did not know what was best for their quality of life when it came to communicating with city staff, historic preservation, streets, sidewalks, traffic, transportation, planning projects and related early notification, neighborhood serving businesses, fiscal matters, entertainment and alcohol venues. Making and implementing those decisions were city staff's job and private builders/developers knew best about these matters--even though neither lived in the city. Therefore, he encouraged separating residents from business and staff.
A prior city manager (Edgar)stated as his management philosophy that a city is a collection of many residential and business neighborhoods and a city is as healthy and strong as its unhealthiest and weakest residential or business neighborhood. Therefore he promoted engaging both when making decisions that affect these neighborhoods. This meant staff, businesses and residents working together and cooperatively for the good of the city.
Which of those two philosophies most closely reflect your management philosophy? If the former, what good has come of such a divisive philosophy?
If the latter, what role(s) do you see neighborhoods (business and residential) playing in your management approach and how would you engage them, including staff working cooperatively together with both?
We are also smart enough to know that we are all residents. As such we are all affected by the fabric of our neighborhoods--the illusive balance of business with residential living. We all have a stake in how our city looks, feels, operates and develops.
Clearly there is great passion in Sacramento. You see it from those in the business community and from residents in our many neighborhoods. Often the passion is expressed negatively and seen as an obstruction to development.
Much of this passion would and could be expressed positively if the City did not pit one group against another. For example, the City could be working with neighborhood groups to facilitate discussions of the types of businesses are needed in each neighborhood. Block by block. We should have a clear vision of what our areas should look like.
Another very easy tool to implement is a system of early notification. I know we have some semblance of one but it is not nearly as effective as it should be. Residents should know what is being proposed as soon as it is proposed. Neighborhood Associations should be the first stop for developers for true consultations, not presentations.
Question: Do you agree and if so, what, specifically, will you engage residents, businesses and developers to a truly consultive process?