DOCSLIB.ORG

Fritz Schwarz, Jill Bright, Paul Quintero Cc: Jeffrey Friedlander From: R

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Fritz Schwarz, Jill Bright, Paul Quintero Cc: Jeffrey Friedlander From: R MEMORANDUM For: Fritz Schwarz, Jill Bright, Paul Quintero Cc: Jeffrey Friedlander From: R. Kyle Alagood Date: October 8, 2015 Re: An Overview of Public Official Compensation Studies in Other U.S. Jurisdictions A NON-RANDOM SAMPLE OF OTHER JURISDICTIONS’ SIMILAR COMPENSATION REVIEWS Citizen commissions to study the compensation of elected officials exist at virtually all levels of state government in a variety of jurisdictions throughout the country. Some are fairly good; others only undertake a superficial analysis. Some ideas are good; others have less merit. The following reports are not necessarily representative of pay commissions, but they highlight issues with respect to evaluating compensation of elected officials. Each report is briefly overviewed here and attached with the most recent first. [A] Compensation of City of San Diego Elected Officials (February 2015) o Officials Covered . Mayor . City Council o Key Ideas . The opening paragraph calls the process by which a commission recommends salary changes to city council and city council chooses to accept, reduce, or reject the commission recommendations “fundamentally flawed” because it “means Councilmembers are required to vote for their own compensation and that of the Mayor.”1 . This process “creates a conflict of interest by requiring Councilmembers to vote for their own base wages.”2 But basing compensation solely on external benchmarks as put forward by a commission of outsiders risks removing democratic accountability. If elected officials go too long without any compensation review, there is a significant risk that an increased cost of living will “discourage qualified individuals from running for office.”3 o Selection of Data Used . Salary of Superior Court Judges 1 SAN DIEGO COUNTY GRAND JURY, COMPENSATION OF CITY OF SAN DIEGO ELECTED OFFICIALS 1 (2015), available at http://www.sandiego.gov/grandjuryreports/pdf/electedofficialscompensation.pdf. 2 Id. 3 Id. 1 . Consumer Price Index . Salaries of elected officials in comparably sized cities . Salaries of other elected officials in San Diego County . Salaries of officials in selected private sector corporations . Salaries of other city employees (staff, appointees, deputies) o Additional Points . San Diego has a “strong mayor, strong council” form of government. The City of San Diego’s population is 1,381,069. [B] Report of the Utah Elected Official and Judicial Compensation Commission (December 2014) o Officials Covered . Governor . Lieutenant Governor . Attorney General . State Treasurer . State Auditor o Key Ideas . “Compensation” for public office includes the prestige and honor associated with holding elected office. While useful for analysis, “[m]arket factors and other comparative analysis have limited application.”4 . “Political factors are inevitably an overriding consideration in making [compensation] adjustments,” but citizen commissions have the “responsibility . to remove, to the maximum extent possible, political considerations from [their] recommendations.”5 . There are public policy considerations when recommending salary levels for elected office. These include compression and the risk that attracting the best appointees and employees will require paying them more than the elected official for whom they work. Salaries set too low create a perception that officeholders may have to augment their salaries from political funds or other sources, and this sends a bad message. o Selection of Data Used . Compensation of high-level Utah appointed officials . Market data for private sector executive positions The commission found this of limited value. Compensation for relevant local government officials 4 REPORT OF THE UTAH ELECTED OFFICIAL AND JUDICIAL COMPENSATION COMMISSION 15 (2014), available at http://le.utah.gov/interim/2014/pdf/00005455.pdf. 5 Id. 2 E.g., To analyze the Attorney General’s salary, the commission looked at city and county lead attorney salaries. University president salaries . School district superintendent salaries . Elected executive (governor, lieutenant governor, attorney general, treasurer, auditor) salaries in other states The commission found this of limited value because of wide variations in officials’ duties among states. o Additional Points . Utah law specifically sets only the governor’s salary. The other executive elected officials are statutorily paid 95 percent of the governor’s salary. [C] Massachusetts Special Advisory Commission on Public Compensation: Report to the Public, Legislature, and Governor of the Commonwealth of Massachusetts (December 2014) o The Massachusetts Special Advisory Commission followed many of the same concepts as planned by the Quadrennial Advisory Commission for involving the public. The Massachusetts report is worth a full read-through to understand how transparency, public input, and a “guiding philosophy”6 of public interest strengthen the analysis of elected officials’ compensation. Like the Quadrennial Advisory Commission, the Massachusetts Special Advisory Commission utilized a website to post records, reports, and public information. Its archived website is found at https://www.umb.edu/academics/mgs/special_projects/masspubliccomp. o Key Ideas . Recommendations on elected officials’ compensation should be “based on the principle that an effective democracy requires exceptional representatives of the people . [and] a constitutional officer’s salary should enable any capable individual . regardless of his or her economic means and geographic representation, to offer his or her talents to the public interest.”7 o Selection of Data Used . Rank of Massachusetts elected officials among other states, both adjusted for cost of living and not . Private sector executive salaries . Base pay for other full-time state legislatures, both adjusted and unadjusted . Changes in income of state residents, as reported by the Regional Income Division of the U.S. Department of Commerce, Bureau of Economic Analysis 6 SPECIAL ADVISORY COMM’N ON PUB. COMPENSATION, REPORT TO THE PUBLIC, LEGISLATURE, AND GOVERNOR OF THE COMMONWEALTH OF MASSACHUSETTS 4 (2015), available at https://www.umb.edu/editor_uploads/images/mgs/Final_Report_Special_Advisory_Commission-NOV30.pdf. 7 Id. 3 o Additional Points . The Massachusetts commission considered the following factors in studying the salaries of elected officials: Ability to attract and retain a diverse and high quality set of people in determining public policy and the delivery of public services. Official list and scope of responsibilities undertaken by public officials. Comparability of salaries of similar positions in other states, as well as comparability within the state’s own salary structure. Comparability of direct and indirect compensation of public officials with similar employment in the private sector, including for-profit and not-for-profit businesses. Skills and qualifications required, and level of responsibility associated with the position. Effects on the current, future, direct, and indirect costs of salary decisions on the state’s finances. [D] Massachusetts Special Advisory Commission on Public Compensation: Preliminary Findings of Fact (November 2014)8 o This is the Massachusetts Commission’s “preliminary findings of fact,” issued after the commission gathered evidence and assembled research. Massachusetts’ preliminary facts memorandum to the public follows the Quadrennial Advisory Commission’s guiding principles, among which are “to learn by listening,” “be transparent,” make “all our research materials . digitally available,” and invite comments from any who choose to submit them.”9 o Key Ideas . Public involvement is paramount. Constitutional officers’ salaries should appropriately reflect the importance of each position’s respective responsibilities and responsibilities vis-à-vis each other. Gubernatorial residence (which Massachusetts does not have) may be considered a form of compensation. Although its exact dollar value benefit cannot be assigned, it can be estimated. [E] Report of the Committee to Study the Compensation of the [Montgomery] County [Maryland] Executive, County Council, Sheriff, and State’s Attorney (September 2013) o Officials Covered . County Executive 8 SPECIAL ADVISORY COMM’N ON PUB. COMPENSATION, PRELIMINARY FINDINGS OF FACT (2014), available at https://www.umb.edu/editor_uploads/images/mgs/Special_Advisory_Commission_on_Public_Compensation_Prelimi nary_Findings_of_Fact.pdf. 9 Memorandum, 2015 Quadrennial Advisory Commission: Getting Organized 1-2 (Oct. 8, 2015). 4 . County Council . Sheriff . State’s Attorney o Key Ideas . Median income of residents is a factor to consider when evaluating elected officials’ pay. Population and population growth are factors to consider. Evaluation should include a study of the demands of each position, responsibilities involved, level of independent decision-making, complexity of decisions, and the impact decisions have on the public. Interviews with current and former elected officials are key to fully understanding their roles in government. “The skills and expertise [needed to be on County Council] are similar to those required for high level management positions in the private sector. Although this Committee recognizes that private sector salaries are not an apt comparison, such salaries should inform this process to a certain degree.”10 o Selection of Data Used . Comparable positions in jurisdictions with similar populations Montgomery County’s population was 1,004,709, so the committee looked at jurisdictions with
Load more

Recommended publications
  • City Managers Department Meeting
    City Managers Department Meeting Beyond Bell: An Ethical Journey Wednesday, January 30, 2013 3:15 – 4:45 pm 1. ICMA: Code of Ethics and Guidelines 2004 2. ICMA: Ethics Program Report 2012 3. ICMA: Creating an Ethical Culture: Leaders Checklist 4. University of Santa Clara, Markkula Center: Government Ethics: Values, Compliance or Both? 5. ILG: Ethics Law Principles for Public Servants: Key Things to Know 6. ILG: Transparency in Local Government: Protecting Your Community Against Corruption 7. ILG: Money and Public Service: A Possible Blind Spot? 8. ILG: Public Agency Attorney Ethics ICMA Code Of Ethics With Guidelines The ICMA Code of Ethics was adopted by the ICMA membership in 1924, and most recently amended by the membership in May 1998. The Guidelines for the Code were adopted by the ICMA Executive Board in 1972, and most recently revised in July 2004. The mission of ICMA is to create excellence in local governance by developing and fostering professional local government management worldwide. To further this mission, certain principles, as enforced by the Rules of Procedure, shall govern the conduct of every member of ICMA, who shall: 1. Be dedicated to the concepts of effective and Credentials. An application for employment or for democratic local government by responsible ICMA’s Voluntary Credentialing Program should be elected officials and believe that professional complete and accurate as to all pertinent details of general management is essential to the education, experience, and personal history. achievement of this objective. Members should recognize that both omissions and inaccuracies must be avoided. 2. Affirm the dignity and worth of the services rendered Professional Respect.
    [Show full text]
  • Politics & Policy
    THE CALIFORNIA Journal of Politics & Policy Volume 2, Issue 3 2010 The Day after Tomorrow: The Politics of Public Employee Retirement Benefits D. Roderick Kiewiet California Institute of Technology Abstract The Pew Center estimates that as of July 2008, state and local governments in the United States had promised current and future retirees $3.34 trillion in benefits but had only $2.35 trillion of projected assets to pay for them. The investment losses that public employee pension funds experienced during the market downturn of 2008-09 made the trillion dollar gap much larger. In this paper I discuss how the pension funding gap has developed, compare the situation in California with that of other states, and discuss the ways in which the state government and local gov- ernments in California are responding to the increasing strains pension obligations place on their finances. I recommend that the constitution of California be amended to forbid the state and all local governments from ever again issuing pension obli- gation bonds, and to forbid the state of California, as well as all local governments within the state, from ever again offering their employees defined benefit pension plans. Keywords: public employee pensions, pension funding, defined benefit pension plans, pension obligation bonds www.bepress.com/cjpp Kiewiet: The Day After Tomorrow: The Politics of Public Employee Benefits THE CALIFORNIA The Day after Tomorrow: Journal of Politics The Politics of Public Employee & Policy Retirement Benefits D. Roderick Kiewiet* California Institute of Technology Introduction The Pew Center (2010) estimates that as of July 2008, state and local govern- ments in the United States had promised current and future retirees $3.34 trillion in benefits but had only $2.35 trillion of projected assets to pay for them.
    [Show full text]
  • Agenda Item 10: Designatioin of Precedential Decisiion
    ATTACHMENT A FINAL DECISION OF THE BOARD, AS ADOPTED ON JULY 16, 2013 Attachmem 1 BOARD OF ADMINISTRATION CALIFORNIA PUBLIC EMPLOYEES' RETIREMENT SYSTEM 2 In the Matter of the Calculation of the CASE NO. 2011-0789 Final Compensation of: OAHNO. 2012020198 3 PIER'ANGELA SPACCIA, FINAL DECISION 4 Applicant/Respondent, 5 and 6 CITY OF BELL. 7 Public Entity/Respondent. 8 9 RESOLVED, that the Board of Administration of the California Public 10 Employees' Retirement System adopts AttachmentA as the Final Decision ofthe 11 Board concerning theApplication of Pier'Angela Spaccia; RESOLVED FURTHER, tha 12 this Board decision shall beeffective immediately upon the Board's adoption. 13 ***** 14 I hereby certify that on July 16, 2013, the Board ofAdministration. California 15 Public Employees' Retirement System, made and adopted theforegoing Resolution, 16 and Icertify further that the attached copy of the Final Decision is a true copy of the 17 Decision adopted by said Board of Administration in said matter. 18 BOARD OF^MINISTRATION, CALIFORNIA PUBLIC EMPLOYEES' RETIREMENT S^YSTEM 19 ANNE STAOSBOLL CHIEF EXE CUTIV: OFFICER 20 21 Dated: III 2 S 2013 BY . DONNA rtSkMEL LU 22 Deputy Executive Officer Customer Services and Support 23 24 25 ATTACHMENT A FINAL DECISION BOARD OF ADMINISTRATION PUBLIC EMPLOYEES' RETIREMENT SYSTEM STATE OF CALIFORNIA In the Matter ofthe Calculation ofthe Final Agency Case No. 2011-0789 Compensation of: PIER'ANGELA SPACCIA, OAHNo. 2012020198 Applicant/Respondent, and CITY OF BELL, Public Entity/Respondent. FINAL DECISION The Board of Administration makes this Final Decision following itshearing of thecase upon therecord thatwas made when this matter was heard before James Ahler, Administrative LawJudge,Office of Administrative Hearings, Stateof California, on August 27,28 and 29,2012, and on December 27, 2012, in Orange, California.
    [Show full text]
  • Special Board Agenda
    MEETING TIME & DATE LOCATION Special Meeting of the 10:00 a.m. Board Room Central Basin Thursday 1st Floor Municipal Water District April 21, 2016 6252 Telegraph Road, Commerce, CA 90040 Board of Directors Board Workshop Agenda 1. Roll Call Invocation Pledge of Allegiance Certification by the Board Secretary to the Board of Directors that the Agenda was posted in Accordance with the Brown Act 2. Public Comment and Presentations – (This time has been set aside for persons in the audience to make comments or inquiries on matters within the general subject matter jurisdiction of the Board of Directors (the “Board”) that are not listed on this agenda. Although no person is required to provide their name and address as a condition to attending a Board meeting, persons who wish to address the Board are asked to state their name and address. Each speaker will be limited to three (3) continuous minutes. Speakers may not lend any portion of their speaking time to other persons or borrow additional time from other persons. Except as otherwise provided under the Brown Act (Gov. Code section 54950 et seq.), the Board may not deliberate or take action upon any matter not listed on this posted agenda but may order that any such matter be placed on the agenda for a subsequent meeting. The Board may also direct staff to investigate certain matters for consideration at a future meeting. NOTE: At the discretion of the Board, all items appearing on this agenda, whether or not expressly listed for action, may be deliberated and may be subject to action by the Board.
    [Show full text]
  • Unity Through Crisis: How a Latino and Lebanese American Coalition Helped Save Democracy in the City of Bell Michael Moodian Brandman University, [email protected]
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Chapman University Digital Commons Chapman University Chapman University Digital Commons Local Government Reconsidered City of Bell Scandal Revisited Feb 19th, 12:00 AM Unity Through Crisis: How a Latino and Lebanese American Coalition Helped Save Democracy in the City of Bell Michael Moodian Brandman University, [email protected] Follow this and additional works at: http://digitalcommons.chapman.edu/ localgovernmentreconsidered Part of the American Politics Commons Michael Moodian, "Unity Through Crisis: How a Latino and Lebanese American Coalition Helped Save Democracy in the City of Bell" (February 19, 2015). Local Government Reconsidered. Paper 8. http://digitalcommons.chapman.edu/localgovernmentreconsidered/bellscandal/papers/8 This Event is brought to you for free and open access by the Conferences at Chapman University Digital Commons. It has been accepted for inclusion in Local Government Reconsidered by an authorized administrator of Chapman University Digital Commons. For more information, please contact [email protected]. Running head: HOW A UNIQUE COALITION HELPED SAVE DEMOCRACY IN BELL Unity Through Crisis: How a Latino and Lebanese American Coalition Helped Save Democracy in the City of Bell Michael A. Moodian February 11, 2015 Author Note Paper for delivery at the City of Bell Scandal Revisited Conference, Chapman University, Wilkinson College of Humanities and Social Sciences, February 19, 2015 HOW A UNIQUE COALITION HELPED
    [Show full text]
  • Frameworks for Understanding Local Government Corruption
    Frameworks for Understanding Local Government Corruption: Deconstructing the Case of Bell, California Thom Reilly, Director, Morrison Institute for Public Policy & Professor, School of Public Affairs Arizona State University Paper prepared for presentation at the 2017 Western Political Science Association’s Annual Convention in Vancouver, Canada, April 12-April 15, 2017 1 Introduction While the vast majority of public officials are honest public servants, corruption involving city, county, and state officials, is not uncommon. In 2012, more than a thousand public officials across the country were convicted of bribery, fraud, perjury, and/or theft. The preceding 20 years saw an average of 1,013 public corruption convictions every year (DePangher, 2014). One of the most astonishing stories of municipal corruption in the past few decades recently occurred in a small city in southern California. Bell, California is one of the smallest, poorest cities in Los Angeles County, but until the beginning of the decade, its top city administrator had a pay, and benefits package worth $1.5 million a year. In the largely immigrant city where many residents did not speak English, the municipal government stopped serving the people and started helping itself in a case of “corruption on steroids,” according to the Los Angeles County district attorney (Gottlieb, Vives & Leonard, 2010). Widespread abuse included everything from multimillion- dollar capital projects, funded but never built, to shakedowns of business owners and people who had their cars towed. The corruption nearly bankrupted the small, blue-collar city and burdened Bell residents with a massive debt that they still bear today. The result: A poor community that got poorer while city bureaucrats enriched themselves.
    [Show full text]
  • C".0Mmunyty College Update
    MONTEREY PENINSULA COMMUNITY COLLEGE DISTRICT GOVERNING BOARD OF TRUSTEES www.mpc.edu/Governinglloard REGULAR MEETING TUESDAY, DECEMBER 13, 2011 OPENING BUSINESS: RECOGNITIONS, COMMUNICATIONS, AND REPORTS TO THE BOARD 1:30pm, Closed Session, Stutzman Seminar Room, LTC 3:00pm, Regular Meeting, Sam Karas Room, LTC 980 Fremont Street, Monterey, California 93940 Page 1 of 1 COUNTY OF MONTEREY CITY/SCHOOL/SPECIAL DISTRICT ELECTION November 8, 2011 Final Official Report MONTEREY PENINSULA Corn College Monterey TA No. 3 12/12 100.000/0 oeLc ROBERT SAVUKINAS 1,116 47.57% RICK J()l INSOI'4 1. 230 52.43% Total 2,346 100.00% http://www.montereycountyelections.us/Election%20Result hdr.htm 11/21/2011 COMMITTEES STATE CAPITOL CHAIR: HEALTH P0. BOX 942849 ARTS, ENTERTAINMENT, SPORTS, *SrtUh1V SACRAMENTO, CA 94249-0027 TOURISM & INTERNET MEDIA (916) 319-2027 BUDGET Ldffnruia rIafixri FAX (916)319-2127 RUDGET SUBCOMMITTEE NO. 1 ON DISTRICT OFFICES HEALTH AND HUMAN SERVICES 701 OCEAN STREET, SUITE 318-B OINT LEGISLATIVE AUDIT COMMITTEE SANTA CRUZ, CA 95060 JUDICIARY (831) 425-1503 NATURAL RESOURCES 0 FAX (831) 425-2570 WILLIAM W. MONNING 99 PACIFIC STREET, SUITE 555-D WEBSITE: www.assembly.cagov/monning ASSEMBLYMEMBER, TWENTY-SEVENTH DISTRICT MONTEREY, CA 93940 (831) 649-2832 (831) 649-2935 SANTA CLARA COUNTY DIRECT LINE (408) 782-0647 November 14, 2011 Vice-President Carsbia Anderson Monterey Peninsula College, Student Services 980 Fremont Street Monterey, CA 93940-4799 m6' Dear Vice-Presi son, Thank you for taking time out of your busy schedule to join me and other leaders of our regional higher education institutions at my annual higher education roundtable.
    [Show full text]
  • Nourishing Accountability and Transparency in Local Government A
    CALIFORNIA STATE UNIVERSITY, NORTHRIDGE Citizenry Involvement: Nourishing Accountability and Transparency in Local Government A graduate project submitted in partial fulfillment of the requirements For the degree of Master of Public Administration in Public Sector Management and Leadership By Alexandra Munoz December 2018 Copyright by Alexandra Munoz 2018 ii The Graduate project of Alexandra Munoz is approved: ___________________________________ _________________ Dr. Philip Nufrio Date __________________________________ _________________ Dr. Henrik Palasani-Minassians Date __________________________________ __________________ Dr. Kay K Pih, Chair Date California State University, Northridge iii Acknowledgement I would first like to thank my project advisor Dr. Kay K. Pih, of the Public Administration Program at California State University, Northridge. Professor Pih was always available whenever I ran into a trouble spot or had a question about my research. He consistently allowed this paper to be my own work, but steered me in the right the direction whenever he thought I needed it. I would also like to thank my loving partner for being the motivating light during the final stages of research, along with my dear friends and family, who fed me, supported me, and relentlessly inspired me throughout this memorable process. Finally, I must express my very profound gratitude to my parents, Javier and Carmen Munoz, for providing me with endless support and continuous encouragement throughout my years of study and through the process of researching
    [Show full text]
  • Annual Report 2015
    What is CAPI? As the world continues its rapid pace of urbanization, cities are fast becoming the front line in policy innovation and development. Growing urban communities are demanding higher standards of integrity from their government officials and representatives. To meet these challenges, the New York City Department of Investigation partnered with Columbia Law School in 2013 to create CAPI. CAPI is a nonprofit resource center dedicated to bolstering anti-corruption research, promoting key tools and best practices, and cultivating a professional network to share new developments and lessons learned, both online and through live events. Unique in its municipal focus, CAPI’s work emphasizes practical lessons and practitioner needs. Executive Director Jennifer Rodgers and NYC Department of Investigation Commissioner Mark Our Mission: Peters at our Global Cities conference. CAPI aims to improve the capacity of public offices and practitioners to deter, identify, and combat corruption. We work to: Build and support a vibrant community of leaders in the public integrity field. Develop tools and resources to help governments and practitioners fight corruption. Promote research and scholarship on important public integrity issues. To join our community and receive information about our activities and upcoming events, visit our website at www.law.columbia.edu/CAPI. Cover Photo: Death to Stock Photo, http://deathtostock.staging.wpengine.com/ Table of Contents Message from the Director 1 Highlights from 2015 2 Building the Nerve Center
    [Show full text]
  • Agenda Item 10: Designatioin of Precedential Decisiion
    ATTACHMENT B AUGUST 2, 2013 REQUEST FOR PUBLIC COMMENTS RE: DESIGNATION OF BOARD DECISION IN PIER'ANGELA SPACCIA MATTER AS PRECEDENTIAL Attachment B California Public Employees' Retirement System Legal Office P.O. Box 942707 Sacramento, OA 94229-2707 j I^ TTY: (877) 249-7442 (916) 795-3675 phone • (916) 795-3659 fax CalPERS www.calpers.ca.gbv Memorandum August 2, 2013 Ref. No. 2011-0789 To: All CalPERS Contracting Agencies From: WESLEY E. KENNEDY Senior Staff Attorney CalPERS Legal Office 400 Q Street, Lincoln Plaza North Room 3340 P.O. Box 942707 Sacramento, CA 94229-2707 Subject: Request for Public Comments re: Precedential Designation of Board Decision in the Matter of Pier 'Angela Spaccia, Case No. 2011-0789; OAH No. 2102020198 On June 19, 2013, the Board of Administration of the California Public Employees' Retirement System ("Board"), following a public hearing before the Board, "In the Matter of the Application for Final Compensation of Pier 'Angela Spaccia, Respondent, and The City of Bell, Respondent", adopted a portion of and rejected a portion of a proposed decision by an Administrative Law Judge. The decision was to be effective Immediately and was ordered to be precedential. The Board ordered that a Final Decision be prepared and presented for its consideration at its next meeting. The Final Decision determined that specific portions of Respondent's compensation paid to her by the City of Bell could not be used in the calculation of her retirement benefit because it was not paid pursuant to a publicly available pay schedule. In addition, a purchase of additional retirement service credit (ARSC) by the employer with employer funds would be cancelled and an amount equal to the cost of the purchase would be credited back to the employer.
    [Show full text]
  • Online Agenda Information
    ONLINE AGENDA INFORMATION The online Agenda is not the official Agenda for the EI Cajon City Council, but is posted and published four days prior to the City Council Meeting for the convenience of the public. Changes may be made up to 72 hours prior to the meeting; therefore added or deleted items may not appear on the City's website at this time. The City Council's official Agenda is prepared and posted outside City Council Chambers in the kiosk 72 hours prior to every regular meeting, and 24 hours prior to every special meeting. You may call the City Clerk's Office at (619) 441-1763 after 4:00 p.m. on the Friday prior to the Tuesday meeting for information about any changes to this Agenda. AGENDA BINDER, INCLUDING AGENDA REPORTS, IS AVAILABLE FOR VIEWING AFTER 4:00 P.M.! THE FRIDAY BEFORE THE COUNCIL MEETING, AT THE EL CAJON BRANCH OF THE PUBLIC LIBRARY, 201 E. DOUGLAS AVENUE, PHONE (619) 588-3718. LIBRARY HOURS: Monday - Thursday 10:00 a.m. - 8:00 p.m., Friday & Saturday 10:00 a.m.­ 5:00 p.m., and Sunday 1:00 - 5:00 p.m. 1 Itt>' ,'6 EI "~U'''''L'''U IVH:CHilll1! on "Help Keep Our City Clean" Please report any graffiti by calling the GRAFFITI HOTLINE at (619) 441-5533 Fun Facts About Leadership in Energy and Environmental Design - L.E.E.D. From Mayor Lewis Educational forums will be integrated into the Toyota of EI Cajon facility to inform visitors oftheir sustainable features. August 10 - City Council Advisory Meeting, 1:30 p.m., City Hall, 5th Floor Conference room.
    [Show full text]
  • From Kleptocracy to Democracy
    From Kleptocracy to Democracy Bassim Hamadeh, CEO and Publisher Mieka Portier, Acquisitions Editor Tony Paese, Project Editor Berenice Quirino, Associate Production Editor Jess Estrella, Senior Graphic Designer Danielle Gradisher, Licensing Associate Natalie Piccotti, Director Marketing Kassie Graves, Vice President of Editorial Jamie Giganti, Director of Academic Publishing Copyright © 2019 by Cognella, Inc. All rights reserved. No part of this publication may be reprinted, reproduced, transmitted, or utilized in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information retrieval system without the written permission of Cognella, Inc. For inquiries regard-ing permissions, translations, foreign rights, audio rights, and any other forms of reproduction, please contact the Cognella Licensing Department at [email protected]. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Cover image copyright© 2015 iStockphoto LP/RussellCreative. Printed in the United States of America. ISBN: 978-1-5165-3954-3 (pbk) / 978-1-5165-3955-0 (br) From Kleptocracy to Democracy HOW CITIZENS CAN TAKE BACK LOCAL GOVERNMENT First Edition Fred Smoller For Rod, the best teacher and friend a guy could have. Contents Preface 1 Chapter 1 The Rise and Fall of Bell 7 Chapter 2 Training: How Rizzo Perfected the Art of Graft 27 Chapter 3 The Fox
    [Show full text]