As of Wednesday afternoon, with about 62% of ballots counted, reality television personality Spencer Pratt was ahead of Councilmember Nithya Raman by roughly 7 percentage points for the second runoff spot, according to election results reported by The Associated Press. Pratt had about 30% of the vote, while Raman stood at about 23%.

For Bass, that matchup would be politically advantageous. Raman, a progressive councilmember, could have forced a deeper debate over housing, homelessness, public safety and the mayor’s record after four years in office. Pratt, by contrast, has drawn attention through celebrity and social media, but has not demonstrated the same command of city policy or the same ability to expand his coalition beyond voters already frustrated with City Hall.

The returns nonetheless carry a warning for Los Angeles leaders. Pratt, who lost his Pacific Palisades home in last year’s fires, appears to have attracted a sizable bloc of voters unhappy with the direction of the city. Their concerns vary — homelessness, affordability, public safety, rebuilding after the fires and dissatisfaction with Bass’ leadership — but the scale of his support suggests many residents are willing to cast a protest vote even for an unconventional candidate with little government experience.

That discontent should not be dismissed simply because Pratt is unlikely to pose a serious threat to Bass in November.

Raman’s voters, by contrast, are generally on Bass’ political left. Many may believe the mayor has not moved aggressively enough on housing affordability or homelessness, or may disagree with her support for increased police spending. But they are unlikely to migrate in large numbers to Pratt, whose views on homelessness and public safety are far more conservative than Raman’s. Polling circulated by the Bass campaign indicated that more than 90% of Raman supporters viewed Bass as their second choice.

That dynamic gives Bass a clearer path than she had four years ago, when she defeated businessman Rick Caruso after a hard-fought contest. Pratt may have a committed base, but his room to grow appears limited. Some backers of other candidates may consider supporting him, especially those aligned with former President Donald Trump, who has endorsed Pratt. But many Los Angeles voters are likely to be wary of a candidate whose public résumé centers on reality television, social media and business ventures such as crystal sales rather than experience managing a large public agency.

Election night underscored the contrast between the two campaigns.

Pratt’s campaign event drew media attention, but reporters were kept outside until he briefly appeared with his wife, Heidi Montag, at Don Antonio’s Mexican restaurant in Los Angeles. In remarks to reporters, Pratt suggested his candidacy was part of “God’s plan,” while continuing the social media-driven style that helped fuel his campaign.

Bass, meanwhile, surrounded herself with labor and business leaders and emphasized the breadth of her institutional support. She highlighted her opposition to Trump, whose backing of Pratt may be more liability than asset in heavily Democratic Los Angeles.

“We are a union town,” Bass told supporters, drawing loud applause.

The line reflected one of Bass’ central advantages: a long-standing understanding of Los Angeles political coalitions. She has represented the region in Sacramento, in Congress and now at City Hall, and her campaign event was designed to show that organized labor, civic leaders and key business voices remain largely behind her.

Still, Bass faces a complicated reelection message. She has often been most effective politically when presenting herself as an agent of change. Now, as the incumbent, she must argue for continued change after already having had four years to deliver on some of the city’s most urgent problems.

Those problems remain substantial. Los Angeles is still grappling with severe homelessness, a shortage of affordable housing, rising living costs and sharp disagreement over the future of public safety. Housing policy continues to divide residents who want to protect existing neighborhoods from those who argue the city must build more quickly and at greater density. On policing, Bass has pursued a more traditional approach that includes increased LAPD funding, while progressives such as Raman have argued for shifting more money toward mental health response and alternatives to incarceration.

A Bass-Raman runoff likely would have put those differences at the center of the campaign. A Bass-Pratt runoff may not.

Pratt’s positions are generally to the right of the city’s electorate, while many voters who are skeptical of Bass are more progressive than she is. That leaves Bass with less incentive to engage in a detailed policy debate. If Pratt remains a weak opponent, the mayor may be able to run a cautious campaign focused on competence, stability and opposition to Trump rather than a full defense of her record.

That would benefit Bass politically, but it could leave voters without the kind of serious discussion the city needs.

Critics of the mayor argue that housing production remains too slow, homelessness is not improving quickly enough and City Hall lacks urgency in managing basic services and major departments. Some say Bass is more comfortable as a legislative negotiator than as an executive driving a large city bureaucracy.

A stronger challenger could force Bass to answer those criticisms directly and explain what she would do differently in a second term. Pratt’s candidacy, despite its visibility, may not force that reckoning.

For now, the mayor has reason to be pleased with the shape of the race. But the vote also makes clear that a significant share of Los Angeles residents remain frustrated, angry or unconvinced that city government is meeting the moment. Whether that frustration leads to a serious civic debate before November is far less certain.

Original source: CalMatters

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Sydney Page | Contributor

There’s been nepotism and vote buying in the town of Idyllwild, Calif. The “mayor” sometimes chews up his neckties. Only pets were allowed on the ballot — which is why the elected leader in this unincorporated community near Palm Springs is a 1-year-old golden retriever named Mayor Max III.

His predecessors were the late Mayor Max II and Mayor Max I, both of whom were golden retrievers from the same blood line. “They have all been excellent leaders,” said Phyllis Mueller, Mayor Max III’s self-proclaimed chief of staff, and the owner of all three Idyllwild mayors. Idyllwild is technically under the jurisdiction of Riverside County District 4, but it has no formal local government — apart from a few pets.

The town had its first mayoral election in 2012 and drew 14 dogs and two cat contenders. The election was run by a local rescue organization, Animal Rescue Friends of Idyllwild (ARF) to raise funds. The election in the town — which has about 3,000 residents — yielded more than $31,000 for the rescue organization. Each vote cost $1, and people could vote as many times as they wanted.

Mueller and her husband wrote a $20,000 check. “It was promoted as the election you could buy,” said Mueller, who moved to Idyllwild in Riverside County with her husband and their dog Max the year prior. “We campaigned hard.” “We won that election in a landslide victory,” she said. While the election was intended to be a lighthearted fundraising drive, Mueller and her husband, Glenn Warren — who run a marketing company together — decided to take their dog’s time in office seriously. “I didn’t take it as a joke.

I saw it as an honor and an opportunity to really do something great,” said Mueller, 72. “This is an opportunity to be the real mayor of Idyllwild and do the real job, but without politics,” said Mueller. “He loves everybody unconditionally. It’s nonpartisan; it’s nonpolitical. I’m going with it.” And she did. Mayor Max I became a local celebrity, making appearances at weddings, schools, hospitals, birthday parties and nursing homes, and partaking in various charity initiatives, including for ARF. “The community overwhelmingly agreed that a canine mayor or a feline mayor is better than any human,” said Janice Murasko, the director of operations at ARF. “We never expected it would turn into this.” Local shops started selling Mayor Max merchandise — such as T-shirts that say: “the paw is the law.”

Beyond coming to see the San Jacinto Mountains, which surround the town, Mayor Max became a tourist attraction. “So many people come from all over the world to see the mayor,” said Mueller. Just nine months into his two-year term, Mayor Max I died of cancer at age 11. The town was devastated. Rather than running another election, Mueller — with the blessing of the town — decided to get another golden retriever, who automatically became Mayor Max II. That’s when residents agreed mayors should remain in office for life, and the mayor’s office would essentially operate like a monarchy, with family successors. At least for now. Max II was the town mayor for nine years and two months. After he died, the next in line, Mayor Max III, was sworn in on Dec. 10, 2022.

Despite his young age and lack of political experience, he immediately got to work. “People ask me if the dogs know that they’re the mayor, and they absolutely do,” Mueller said. Mayor Max III has a small staff, consisting of two “deputy co-mayors” — both golden retrievers named Mitzi and Mikey — who act as the mayor’s entourage and security team, as well as a “vice mayor,” also a golden retriever named Meadow. Mueller and her husband own all four dogs. During frequent town appearances, the dogs dress the part, often sporting customized harnesses and neckties — which they all have a habit of chewing. “I’m dangerously low on ties right now, because they keep eating them,” said Mueller. Mueller got her first golden retriever in 1984 and stuck with the breed from then on because “they love love,” and “they’re so good in public service.” Mueller’s dogs have all done well in their respective leadership roles.

The cast of golden-haired pet politicians travel together in what Mueller calls “Mayor Mobiles” for their daily downtown visits. They also attend various town gatherings, including annual tree-lighting events, Halloween parties and Fourth of July parades.

During the pandemic, Mueller facilitated more than 1,400 private visits with the pups in an effort to keep the residents’ spirits up, she said. “Mayor Max is a full-time job,” said Mueller, adding that the dogs seem to enjoy their work in the community and are especially energized when interacting with people. “I never say no to an event. If the mayor gets invited, we go. The mayor is very accessible to his constituents.” “We do every kind of event you can conceive of,” she said, adding that she and her husband cover all costs associated with running the mayor’s office. “We’re constantly helping the community. It’s a lot of fun and it’s a lot of work.” Mueller also manages the mayor’s social media profiles, including his Instagram page, which has nearly 100,000 followers.

The posts are flooded with comments from constituents and strangers, expressing their admiration for Mayor Max III and his dedicated doggy staff. “People can’t get enough of being with the dogs and getting pictures of them and petting them,” said Mueller. “It just makes them very happy, which is the payback for doing it.” Mayor Max — whose full name is Maximus Mighty-Dog Mueller III — has a website and a mention on Wikipedia.

Idyllwild’s canine government has been covered locally in hometown media such as the Idyllwild Town Crier, and it has also attracted international attention from publications such as the Guardian. Max is in good company as an elected dog — others include a French bulldog named Wilbur who is mayor of Rabbit Hash, a community in Boone County, Ky. Every year, Mueller creates a Mayor Max calendar, which she gives away for free to locals and visitors.

Last year, she said, she gave away 10,000 copies and shipped the calendars to 33 countries. “We’ve done extraordinary things with the mayor’s office,” Mueller said. “Mayor Max is our gift to the community.”

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1. Bonnie Wright listed her house for sale 5/28/2020

2. She sold her house 6/12/2020

3. Escrow closed 7/10/2020

4. There is no evidence of where Ms. Wright was living at the time she voted for the (3-2) to pass the budget, violating the Measure U ordinance.

5. She should have resigned 7/10/2020 and did not

6. She waited until 7/28/2020 to resign (19 days after her house closed escrow)

Is that vote even valid? Eric Vail (city attorney), are you listening?

There would have been enough time for a special election if she had paid attention to the city code (city ordinance 2104), which she violated, by not resigning on 7/10/2020.

The city was in a position where they had 60 days to appoint someone to the vacant seat (it was 60 days from 7/28/20). As of this writing, there are four city councilmembers. An appointment of a councilmember would require a 3-4 vote and that wasn’t likely. After speaking with several sources, there does not appear to be a way to break any tie that takes place. We would have to wait until the November election to fill the seat vacated by Wright. The council voted to let the general election of November resolve the issue. In other words, there will be no special election and no appointment. That’s all legal and will likely eliminate chaos and confusion.

Back to Ms. Wright. According to the electronic communication read at the council meeting, Wright violated the trust of the citizens of Hemet, who elected her. It’s difficult to believe that someone in the city council wasn’t aware of what she was planning. All the above facts are public knowledge. Talk to any realtor and they will confirm the listings. The “fluff” pieces put out by various sources state Ms. Wright stepped down for health reasons. This paper incorrectly stated she “retired.” This will set the record straight. She resigned and her timing is highly suspect.

I used to think this was a quaint and lovely little town. In many ways, it still is. The corruption in Hemet runs deep, from the inside out. One way to fix that (and it will take forever if it’s ever completely done) is to change things from the outside in. I am not alone in this conviction. There are others who are just as frustrated and angry at the way decisions are made in this city.

This is in no way a reflection on other employees of the city. There are a number of hardworking, underpaid employees that give it their all. Ask them how many raises they’ve received lately? Take a good hard look at the latest budget (CAFR) Comprehensive Annual Financial Report dated 6/30/2021. If you know how to read a financial statement, your eyes will literally bug out of your head when you look at the numbers. We should all be paying attention to the Measure U funds. That is another story for another time.

The council voted on several key items. They passed the June 30, 2020 budget, but not quite unanimously. Karlee Meyer unequivocally voted no while the other 3 members opted to pass the budget. You can go online to access the CAFR report, at the City of Hemet website.

In reviewing all the 2020, 2019 and many 2018 council minutes, it appears there were and are an awful lot of lawsuits against the city. Someone may want to have a conversation with the labor union regarding lawsuits. Because conversations of a legal nature are held in closed session, there is no way to get information, unless the council releases the information and or the results to the public.

As regards the current Treasurer, who will not be running for re-election, hopefully someone with extensive investing and fund accounting experience will run for this office. One of the discussions that took place at the end of the council meeting of 08/11 was doing an audit before a new treasurer takes office. That makes perfect sense. Currently, there are two candidates, Howard Feigenbaum, who has approximately 40 years of experience in the finance industry and Sue Savage. There doesn’t appear to be a current resume detailing his experience. Sue Savage has taken steps to run for the election and has a website up. She’s rearing to go and has contributed many comments to the council at various times over the last six years. Sue has held the council’s feet to the fire on some key issues. It’s apparent there is just a handful of Hemet residents that are willing to take the time to attend the meeting and become vested in the process. It truly is incumbent on residents of Hemet to vest themselves in the solutions by sitting in meetings; live streaming is a convenient way to do that.

One of the more interesting conversations that took place was in regards to a software application called SeeClickFix, which is due to launch by the city on August 31, 2020. This is a special application that will allow citizens to notify the city of ongoing problems or to give them a high five. You will be able to use this app from your smartphone. It would likely shorten the time for the city to respond to problems and enable them to take quicker action. One of the problems addressed by Mayor Russ Brown was how to handle properties that don’t have specific addresses. There is considerable illegal dumping of trash on empty lots. There will be an ability to take a cell phone photo to send that to the city and they will be able to determine the location and address the problem. That has exciting potential.

An overview of the Comprehensive Annual Financial Report (known as CAFR). was given by the City of Hemet Financial Director, Lorena Rocha. Unfortunately, there were errors in the report that Ms. Rocha explained as the result of short staffing. She assured the council that those errors would not take place again. She felt sure that the COVID catastrophe had an impact on the way things at the city took place. None of the councilmembers seemed to take issue with that. Equally unfortunate was the fact that the General Fund was perilously low until Measure U funds were shifted around. There has definitely been an uptick in public safety costs to the city just prior to the utilization of Measure U funds. That made sense since the city had to prepare for the additional monies that would permit funding for the police and fire departments. The vote was taken to approve this budget but it wasn’t quite unanimous. The vote was 3 in favor of receiving and filing and one no by Karlee Meyers. The appearance of a new Treasurer to the city may help to clarify some of the persistent financial reporting problems this city has.

Hemet is going to receive some funding from a program known as the Permanent Local Housing Allocation (PLHA) Agreement? It’s a subsidy designed to help out with the housing crises Hemet faces. The county will administer the program and as often the case with new programs; this one will likely take a little time to move forward. It will primarily benefit low-income families. Look for more information on this approximate 2.4 million dollar program as it comes along. The council approved the agreement between the county and Hemet unanimously. This will help Hemet.

Concluding a major portion of the meeting was a somewhat heated discussion of future agenda items. The council has this habit of “kicking the can down the road” when it comes to new items. In a way, it can’t be helped. There are an array of operational items that must be dealt with before new items can come to the floor. Sometimes, there is not enough time or labor to handle new items. In an attempt to shorten a long list of future agenda items, there was some contention by one member stating that is was the council that makes the decision about agenda items, not the city manager. She was quite right in stating that. City Manager Lopez appeared to try to mollify the situation, as well as Mayor Russ Brown. Ultimately there was a consensus.

One of the items on the agenda was Vagrancy and Pan Handling Laws as they pertain to Hemet. District 1 councilmember Karlee Meyers expressed concern for her constituents and the need to do what they are all voted in to do, take care of the residents of Hemet. Meyers wants to be able to assure those that live in her district that they will be safe from vagrants and panhandlers. There are other communities that have faced this problem and some of them have arrived at solutions. Further action will take place so that citizens can be assured they are being heard. Happily, all councilmembers were in agreement on this vitally important issue. We can thank Karlee Meyers for insisting on action on this issue. Many of the items on the current agenda have been sitting there for at least a year. It boils down to being able to time manage the essential and basic operational items that must be addressed by the council regularly and being able to add more to the workload so that it all happens in a timely manner.

Another item long on this agenda list concerned housing investment opportunities on city-owned properties. A list of properties owned by the city will be developed and the city will move forward in putting them on the market, allowing investors to develop the properties. The reason many of the properties are currently unused is determined by state law, limiting the use of the land.

Last but not least, there has to be a discussion about having an in-house attorney as opposed to the astronomical costs of utilizing an outside law firm. That has been a contentious item for a long time and is ready for resolution.

On a happier note, several weeks ago, Matt McPherson suggested an alternate way of having a Christmas Parade this year. A lot of that will depend on state and county restrictions. That will definitely come up for discussion in the next month or so.

The city has made it pretty easy to participate in solving some of the problems it faces by having their meetings live-streamed on YouTube. You can sit in the comfort of your own air-conditioned home, happily munching away on goodies. Honestly, there are times during the meeting when you wonder what in the world this group of elected people are doing. If you have ever participated in a board meeting for an extended period of time, you get to see some of the same antics. One of the benefits of an election is seeing a rotation of city councilmembers. Be sure to vote this November.

-Ann Smith

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The difference between the mayor and his colleagues

Santa isn’t the only thing coming to town: a new Mayor is coming to Hemet. Each year, the Hemet City Council votes to appoint a Council Member to serve as Mayor and a Council Member to serve as Mayor Pro-Tempore or Pro-Tem. The Mayor presides over City Council meetings and serves as the official head of the City for ceremonial purposes.

Upon first glance the idea of a mayor may be one of a person who leads the city, a micro president for local government. In fact the title of Mayor, at least in Hemet, is a formality that helps keep each member of the council on equal ground as well as serving to reinforce procedure and policy. The new Mayor retains his/her same obligations and is still a representative of his/her district: only the title is changed.

This system, more than anything, keeps the Council united. Because of the nature of the Mayoral position there is no need for public elections. There is no campaigning against one another or competition between members to attain mayorship. Citizens decide on the council members and the role of Mayor is shared between the elected. The Mayor does however, have the final say in decisions such as executing all city ordinances, resolutions, and contracts.

A Mayor Pro-Tem is essentially a Vice Mayor who performs the duties of the Mayor during an absence or disability. The ceremony of stepping down usually takes place at the same time as a new mayor is elected. The former Mayor remains on the council as a council member.

This last meeting the Council elected Russ Brown as the new Mayor and Linda Krupa as the Mayor Pro-Tem. They will hold these positions until December 8, 2020 when the positions will again move to another member of the council.

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San Jacinto Councilman Andrew Kotyuk will take on the duties of mayor for the third go-around as of January.  I sat down with him on Tuesday for an interview, hoping to hear his plans for the upcoming term. I got that and more, as you shall see in detail in the paragraphs to come.

How, I asked, would the new term be different from the two previous terms?

“I think those answers are intertwined. All of the work done in the first term is now coming to fruition. Government moves slowly. Take Walmart, the new Soboba Casino or the commercial development along Sanderson Avenue. We have a great deal of commercial activity. Those are extremely positive commercial ventures that draw “spenders” into the city. That is one reason I ran again. All those cylinders are firing up and I want us to progress from there.

‘As to the negatives, we still don’t have a tremendous amount of revenue in the city. Our public safety isn’t 100% funded. That will come.  Also, we have sales tax leakage. We don’t have the big car dealerships. We don’t have malls. People spend that money elsewhere and it becomes a loss of tax revenue to us. The same goes for jobs.”

“I have a vision because we have all the probabilities of growth. The entertainment corridor along Ramona Expressway by Soboba. We’re working on that to bring outside dollars into the valley. When people come here and leave their money that is a boost to our economy: it brings in more tax dollars which can be used for development and expansions. If that doesn’t happen, then all we’re doing is just passing our money around and the economy never grows.”

Why aren’t the car dealerships coming to San Jacinto? “Historically Hemet wanted them. The traditional mind-set was to have them in Hemet.”

“Our entire Valley has been harmed because we lack viable corridors from the outside world. When the I-15, 215 and 10 freeways were extended around our valley, highways 74 and 79 no longer mattered. That is known as the “Route 66 effect” and everybody knows what happened to “America’s highway”; It literally became a side street to the nation. Before those freeways, people came here and spent their money because 74 and 79 were the corridors. We lost all that commercial trade. With the widened freeways they simply have by-passed us.

“The 79 expansion and the Mid-County Parkway are finally, after 30 years, ready to be built. In a recent meeting with leadership of the valley, it was agreed that we can bring those new corridors into the valley and open the central part of the economy again. Return of commerce will increase land values and bring back the tourism that once blossomed here. Those highways are the aortas to the heart of our growth. Our link has already been approved.”

What, I asked, will people be attracted to here if they do come?

“People are creatures of habit. We have a natural corridor for people driving from Orange County to Coachella and the festival; Stage Coach and the Tennis Tournaments from Newport to their houses in the desert. Also San Diego to all points north and west. Typically, they will stop along the way for food or gas.

“We live in one of the most beautiful valleys anywhere. People come here and see the snow-peaked mountains and lush wild flowers – things that don’t exist everywhere. You know, this valley was once the most popular retirement community in the country.”

That being all and well in the past, our median age is in the mid thirties and not high sixties anymore. What do we have that will attract a younger generation?

(Newly elected San Jacinto Mayor)

“We have an affordable life-style, and are implementing neighborhood connections and trails where you don’t have to drive to go to a restaurant or store, but can bike or walk there. It keeps you close to home which allows one to enjoy and participate in the community. We have installed a ton of trails that serve to implement neighborhood connections. New communities that are rising out of the past like a Phoenix from the ashes. There is a community focused on Spanish styles and one more focused on a country atmosphere, craftsmanship and a space for outdoor performances. I see a future that involves affordable housing in a beautiful place: a quality of life not available to young families starting out. That’s why we already have a generation of youth settling in the Valley. Our median age in San Jacinto is not 70 but 31.1. That’s a whole new transfusion into the community.

“Folks can both live and work here. Most hate to commute anyway. It will give more time for family recreation and other family activities. The new corridors will accommodate semi rigs bringing goods and commerce to us. That isn’t about to happen on the roads coming in now.”

How about entertainment. What do we have available for visitors and where do you see expansion?

“As to what we already have, look at the history of the community, Mount San Jacinto Theater, music and dance or our school systems and their theater and music productions. Then there is ISOMATA in Idyllwild which produces entertainment stars that become known world wide.  We have the infrastructure. If we have an entertainment venue, a place where those local entertainers and artists can practice their talents, it would be awesome. Also, look at the Ramona Bowl, the Soboba Casino. We used to draw new actors and actresses to the Ramona Bowl, drawing the theatrical actors to perform there in the Ramona Play. Our entertainment roots are vast and strong. We just have to water and nourish them and they will bloom.”

Summing up, Kotyuk believes that the effort he will push, for better highways into our community, more jobs and the entertainment sectors will cause people to want to come here and bring their dollars to increase the economy.

He states that, “It isn’t rocket science. For more than 30 years the Chambers of Commerce, business and environmentalists cooperated to bring tourism here. They need to do it again. Our pitch is simple: Draw the right people into the valley to live and spend their money here, instead of going outside and spending our tax dollars in other communities. We need to be united in that cause.”

Every so often the question is posed: Why doesn’t the valley unite to become one city. We have two cities and county governments. Wouldn’t it be easier and cost-effective to merge into one entity?

“Been there. Done that. It didn’t work. Municipalities receive revenues and how those revenues are structured, whether it be housing, gas or vehicle license fees – if you stop and start over those funds go away and you have to start from scratch. What we could do is create a Joint Powers Authority where both cities remain as they are, but share our overheads with their own identities. A lot of people won’t like what I say. There are a lot of generational habits that don’t want to change. But sharing management of water, trash or city management would create great cost-savings. Don’t expect that to happen anytime soon.”

Now the big question. It is rumored in every coffee shop and gathering place in town: the new mayor will run for Supervisor. Any truth there?

“Here is the facts: in the past week, I was approached by leadership from Sam Bernardino and Riverside Counties to run against Chad Mayes on the Republican ticket since he has resigned from the party and is registered as a NPP (No political persuasion). This past Friday I qualified as a candidate. I am definitely running for the State Assembly in the 42^nd District and one thing is for sure: had I been your Assemblyman, that Florida Avenue median being put in by Cal-Trans would never have happened.”

If Kotyuk makes it to the State Assembly, you can be sure he will concentrate on bringing all those things we discussed to the valley. Mayor or Assemblyman, this young man charts his own course. Just sayin’

rustystrait@gmail.com

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Russ Brown appointed Mayor of Hemet

Linda Krupa named Mayor Pro Tem

Late Tuesday night the HSJ Chronicle learned that Russ Brown was appointed Mayor and Linda Krupa has been named Mayor Pro Tem.  The Hemet-San Jacinto Chronicle would like to offer our congratulations to both the new mayor and new mayor pro tem, and we would like to extend to them an invitation to discuss issues with the Chronicle at any time.  Congratulations!

For our readers whom may be wondering what the process of choosing who will be the Mayor every year here is a bit of background. 

“Each December, the City Council votes to appoint a Council Member to serve as Mayor and a Council Member to serve as Mayor Pro Tempore. The Mayor presides at City Council meetings and serves as the official head of the City for ceremonial purposes. The Mayor Pro Tempore performs the duties of the Mayor during their absence or disability. This reorganization usually takes place at the same regular meeting as the certification of the election or upon vacancy. As a new Mayor is chosen, it is customary that the outgoing Mayor is recognized for their time and commitment to the City.”

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An honest, open discussion with Mayor Bonnie Wright

The Hemet San Jacinto Chronicle sat down this afternoon with Mayor Bonnie Wright and discussed several issues: among them was the California Bureau of Audit assessment of Hemet and an article in Business Insider Magazine which, to put it mildly, did not put Hemet in the best light. “First of all…What is the criteria used to place cities on this Business Insider list of the country’s “most miserable” cities? There are a million ways you can assess any town or anything for that matter. The problem with studies like this is that no one takes the time to find out what criteria is used.” Here is the criteria used: https://docs.google.com/spreadsheets/d/1j1L19LB3T3uldlkW8OsJ_JyFq-f8yPBYWXLj752hBHA/edit#gid=1188779382

In this, our Mayor is right on target.

First off, the study gave an unexplained 40% weight to population change. Why is it weighted at 40%? The study doesn’t say. What does this population change mean? The study doesn’t say. What’s the demographic of the population change? The article answers none of those questions. By the way, and for whatever it’s worth, which no one can tell from the study,  the demographic change was pegged at 8.50% from 2010 to 2018 (http://worldpopulationreview.com/us-cities/hemet-ca-population/). From the year 2000 to the year 2018, our population grew from 58,812 to 85,275: not only does the article not mention this, but it gives no idea as to what the population increase may even mean to the city.

The article also gives a 10% weight to those working in the civilian labor force. Why only 10% ? What’s the median for a city our size? Again, the study is mute. BI’s study gives 10% weight to Median Household Income, 15% weight to median commute time, 10% weight to the percentage of people in poverty and 15% of the weight of the study goes to those without health insurance. This is the sum total of the study’s criteria.

(our mayor speaks out)

Again, one must ask, “Why are these criteria used? No one knows, because the study doesn’t cite its reasoning.

Weather? Beautiful mountain scenery? Emergency personnel response times? Police response times? Response times for firefighters? Overall quality of life, as measured by the citizens actually living here? 

None of these issues were addressed.

Using our “Question of the week,” we asked our citizens what they thought of the BI article, and, on urging from the mayor, we also asked the question, “Are you better off than you were a year ago?,” the following week. While there were some understandably dour comments, the overwhelming tone of the responses was very positive. 

“Look, our demographic is what it is: we don’t have an industrial base here, so of course people have to commute to get to certain jobs. Does that make us a “miserable city?” asks Mayor Wright, continuing, “We have a bedroom community. Why? Because we have no freeway access,“ says the fired-up Wright. 

But wait, there’s more.

“Stop and think of the demographics portrayed in this supposedly in-depth article: they don’t take into account the disposable income of our senior citizens.“ Again the Mayor’s comments are prescient: A whopping 92.7% of our citizens are in what is called the, “Age Dependency Ratio” (ADR). The ADR is defined as, “…the ratio of people typically not in the labor force due to age.” With those kinds of number, of course a study using such meager and oddly-chosen statistics is going to show skewed “findings.”

(our mayor speaks out)

The Mayor continued to hammer away with facts. “We have, in our demographics now, young married couples who moved here because the economy tanked in 2008…the  younger families were looking for a more affordable place to live, but now are driving further to go to well-paying jobs. At one time we had a median age of 63. Now? Now it’s 38. When you realize that there’s no redevelopment dollars anymore, because they’ve been siphoned-off by Sacramento, and then you see how drastically our population has changed in both size and average age, I think we’re doing remarkably well for a small Southern California town that is just now coming out of the recession.”

The mayor then took aim at the recently updated California State Auditor’s report stating bluntly, “We had some significant challenges with regards to revenue and we’re making swift and honest changes. Since Chris Lopez became a Interim City Manager, we have not only met with the Bureau of audits face-to-face several months ago, but continue to be in regular communication with the bureau.”

Interim City Manager Chris Lopez echoes the mayor’s sentiments commenting, “On May 30, 2019, I flew up to Sacramento to meet with the Auditor’s Office and discuss some of the items we plan to address in fiscal year 2019/20. Since then, I have remained in communication with the Auditor’s Office and plan on submitting a formal response to the most recent letter in the near term. It is my intent to begin discussions about a budget-forecasting model in the beginning of 2020 as this is critically important to the fiscal sustainability of our community.”

With only a month or so left in her mayoralty, the Chronicle realizes that Mayor Wright did not have to afford us an interview: it is greatly appreciated.

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“We cannot stride with confidence toward the future without honoring lessons learned, community leaders, and contributors that paved the path to where we are today. Many mayors and councils came before us, but they have passed the leadership of this city to us. People may not realize how valuable our town is until we, ourselves, tell the story.

Everything we are and have accomplished is because we worked for it.

Thank you for the incredible honor and privilege of presenting my second state of the city presentation.

I extend thanks to my colleagues who continue to demonstrate their passion for our community, and thanks to the Hemet City staff who work tirelessly to make sure that our residents and stakeholders get top notch service.

Most importantly, I thank the residents of Hemet.

All of you who choose to run a business here, live here, and shop here—you are what make this community great.

We are committed to collaboration, endurance, and hard work.

Just think of the businesses that have weathered tough times here in the city.

I immediately am reminded of Steer-n-Stein. Throughout the economic downturn, restaurants like Applebee’s and Sizzler opened and closed, but Steer’n’Stein remained—much like many of our city’s thriving businesses. In light of that, we recently launched the Mayor’s Business Advisory Group and had our first meeting last month. The whole idea is to work with businesses through their issues to help them toward success. A lot of challenges came to our attention in just one meeting, and I am excited to work alongside our city’s businesses to grow our economy. It isn’t always about the success for us at this point, it is more about welcoming those who need help. I am happy to report that La Michoacana Victoria recently opened after being a part of our Advisory Group; and although we didn’t have a chance to meet Tacos N Beer, at the Advisory Group, I have personally dined there, and highly recommend their restaurant. Thank you again, for choosing Hemet.

We have seen incredible growth in just one year, and our staff has worked diligently to ensure that we can sustain long-term success through budget solvency, and efficient service delivery.

This past June, the council adopted a completely balanced budget, maintaining the city’s 20% reserve for emergencies and maintaining the current service levels.

You, the community, are a vital part of this process. The Hemet City Council extends our sincere appreciation for your confidence and trust in us to steward the funds openly and honestly.

When Measure (U) was passed, the Council fully committed the funds to public safety, and with that, both the Fire and Police Departments committed to bolstering their manpower; their technology; and overall improving service to the community… I don’t know about you all, but the people that serve in these two forces make me so proud to be a part of the Hemet City Team. Thank you, Police and Fire, for all that you do to keep our community safe. We are committed to doing all that we can to maintain the safety of you all who run toward danger while we take cover.

With the inception of Measure U funding, Hemet Fire Department has been able to improve emergency response by adding 6 additional employees who encompass a full medic squad, and 3 fire captains that contribute to the fully staffed Station 5 that serves East Hemet. The Department’s response times continue to improve, with its current time for a unit to arrive on scene being 8 minutes from when the call is placed.

Our 109-year-old Fire Department responded to 16,510 calls for service in 2018! They rendered emergency medical service to 14,000 people; responded to 552 fires; dispatched to 1,818 non-emergency calls; and, were on the frontlines of EVERY MAJOR FIRE INCIDENT in California!   In the coming year, Measure U will fund modern breathing apparatus, protective equipment, a call taker, and a fire truck!

Last year Measure U funded 6 additional Police Department staff members, including 2 Dispatchers and 2 Community Service Officers. This year, three new vehicle requests, a radio system replacement, and two public safety operators will be funded. It is clear that our continued investment helps the Department, because in this past year, crime continued its downward trend, as the department focused its effort toward community engagement.” 

The mayor then went on to thank McCrometer as a staple in our community, while guests dined on the excellent breakfast prepared and served by HSJC’s own pastry chef/food connoisseur Allysun the Uhmayzing of madamconfection, and Destination Coffee Bar owner Nick Yepremian.  The mayor also went on to site other businesses:

“More than 65 years ago, the Hemet Valley Medical Center opened.

Over 90 years ago, the Ramona Bowl premiered its first season.

And almost 100 years ago, the Hemet Theatre premiered its first showing.

These iconic staples of our community have stood the test of time, served thousands of patrons, and still maintained their character, their mission and goals, and their home here in Hemet.

We are proud to be home to McCrometer and many other long-standing businesses.

Thank you for choosing Hemet.”

Ms. Wright went on to say:

“(The) City Clerk’s Office has improved both transparency and efficiency by streamlining agenda management workflow, improving Public Records Act requests, adding useful information on the City website for residents, and developing a retention schedule and records management manual.

Our Administrative and Legal staff have continued to survey outdated protocols and policies that we haven’t revisited in years, and a lot of records in multiple departments are getting transferred to digital databases for public access. 
As we adopt new processes and fine tune the current ones, it is important to acknowledge that growth and change are challenging. I want to be intentional about allowing a moment for us all to be proud of choosing to embrace change. Hemet is opening the doors to innovation, diversity in thought and opinion; it is through this collective process, that Hemet will continue to grow into a thriving Riverside County community.

It has been a long time coming, but we are definitely moving forward.

It is impossible to look behind us and not be confident in what lies ahead for our community. As your Mayor, and Council Member, I want to encourage you to use the lessons from our past to succeed in the future—that is what this team is committed to doing. We will continue to position ourselves to engage our residents, businesses, and neighbors as we grow.

I encourage you to get out into the city, visit the shops that have chosen to serve our community, and recognize that more and more businesses are finding the value in our city. I am incredibly excited for what is on the horizon for Hemet. There will be challenges but there will also be successes. Together we will work through them for positive outcomes.

Before going, I would like to thank both Madam Confection and (the) Destination Café for making the delicious meal this morning.”

The Hemet-San Jacinto Chronicle appreciates the time and transparency show by the Mayor and City Council in meeting with our staff.

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The post For those who missed the “State of the City” address and presentation last Thursday, we present mayor Bonnie Wright’s speech, with limited editing. appeared first on The Hemet & San Jacinto Chronicle.