1. After more than a year under a state of emergency in response to homelessness, it remains one of the most pressing issues facing Long Beach. What would you do differently to address this crisis of housing, addiction and mental health?

A long-term strategic approach is crucial to tackling the persistent homelessness crisis in Long Beach effectively. Building on recent success under emergency orders, the primary focus should now be investing funds in operations for a 24/7 response to homelessness. This aims to establish a sustainable system that persists beyond emergency measures.

Enhancing collaboration among different agencies is vital to creating an efficient and responsive support system. The success of emergency orders highlights the potential of collective action, but bureaucratic challenges have impeded progress. Investment in operations ensuring 24/7 access to resources can overcome these hurdles.

As emergency orders phase out, addressing root causes and establishing a foundation for enduring solutions is imperative. Investing in a 24/7 response system, fostering inter-agency collaboration, and prioritizing permanent supportive housing will create lasting change, improving the well-being of those affected by homelessness in Long Beach.

2. The city has recently had extensive hiring shortages affecting everything from trash pickup to police and fire response. How would you speed hiring and improve retention?

I was glad to hear this topic featured at Mayor Richardson’s recent State of the City address. I am encouraged by the new direction to solve this issue internally and at the ballot box. However, in addition to the solutions that are currently being proposed, we must collaborate directly with employees and their unions to understand the concerns and needs of our workforce. It is important to evaluate job responsibilities, salaries, benefits, and any obstacles hindering the hiring process. We must also keep in mind that our employees are human beings, and their experiences and mental wellness directly impact the efficiency of city operations. Addressing the underlying causes of hiring shortages and prioritizing employee satisfaction will also strengthen the foundation for a dedicated and resilient city workforce. 

3. Long Beach has long been dependent on oil revenue, but that stream of money is going away. How should the city make up that revenue to avoid major budget deficits?

Long Beach’s commendable shift away from reliance on oil revenue demonstrates a commitment to environmental justice and ensuring our financial budget reflects our values. To effectively offset diminishing oil revenue, a strategic focus on supporting existing businesses and expanding new sectors, such as the growing Space Beach economy, is essential.

Nurturing new sectors can cultivate a diverse economic landscape, contributing to financial resilience. 

Other promising sectors like wind energy and expanded rail operations provide additional opportunities for diversifying the revenue base and positioning the city at the forefront of sustainable industries. Proactive engagement with these sectors and exploring incentives for ancillary businesses to locate or relocate inside our city is crucial for building Long Beach’s economic activity.

This transition is not merely about replacing funds; it’s an opportunity to promote innovation, environmental sustainability, and economic growth. By investing in evolving sectors and fostering a business-friendly environment, Long Beach can overcome the decline in oil revenue and build a solid and sustainable economic future.

4. East Long Beach is home to some of the worst-rated streets in the city, but, currently, the city’s approach to road repairs focuses on keeping good streets in good condition while letting bad streets get worse. How do you feel about this approach and what will you do to address street conditions in East Long Beach?

The condition of streets in East Long Beach is a critical concern, especially considering the city’s current approach to road repairs. The focus on maintaining good streets in good condition while allowing deteriorating streets to worsen is a matter of significant consequence for residents. This approach perpetuates the existing disparities and poses long-term challenges for the community.

I am deeply concerned about the implications of this method, and I plan to work with my colleagues on the City Council to implement a more equitable and proactive strategy for road repairs. Rather than concentrating solely on preserving good streets, I advocate for a comprehensive plan that prioritizes the rehabilitation of poorly rated streets.

My proposed approach involves a shift toward preventive maintenance, targeting streets with lower ratings to prevent further deterioration. By investing in timely repairs and upgrades for the poorly-rated streets, we can break the cycle of neglect and create a more inclusive and fair infrastructure maintenance system. 

5. The Long Beach Airport is an important driver of business in the city but is also a source of noise complaints from residents. What do you think the city should do to ensure that airport operations are not affecting the quality of life for residents neighboring the facility?

The Long Beach Airport is an essential asset for the city and is vital to our local economy. However, it has complexities and limitations due to federal regulations that cannot be underestimated. As it was noted in a recent City Council meeting, the Long Beach Airport receives grants from the Federal Aviation Administration (FAA), and as a result, the FAA has the power to enforce and regulate without considering the quality of life of impacted residents. Although several flight schools are voluntarily coming to the table to work on this complex issue, more is needed for many people.

Collaborative efforts with federal leaders are crucial in addressing the intersection of airport operations and residents’ quality of life. To achieve a more balanced approach, we must explore new federal legislative opportunities to increase local control, specifically over the types of businesses and operations allowed next to residential areas. Overall, I am encouraged by the steps the city of Long Beach is taking and believe that the actions and recommendations laid out, despite the limited oversight the city has, is the right path to take.

1. After more than a year under a state of emergency in response to homelessness, it remains one of the most pressing issues facing Long Beach. What would you do differently to address this crisis of housing, addiction and mental health?

Regarding the homelessness housing crisis, I would like to replicate what I’ve done in the past as opposed to doing something differently. We need more projects like the 76-unit development “26.2” that provides single apartments for previously unhoused, low-income residents. The developer approached me for assistance with acquiring “project vouchers” for the $41 million residential building at the corner of PCH and Loma. The project simply was not happening due to the lack of rent vouchers. I was able to work with city staff to secure that funding source, and construction is now completed. I am very proud of helping to make the project happen, and I would like to see similar projects come to fruition.

Regarding addiction and mental health, I brought forth the council agenda item to support the Care Court system proposed by Governor Newsom. We need to make long-term plans for the rollout of this system and maximize our involvement so it addresses our needs. We also need to continue our collaboration with the outside agencies, such as LA County and Caltrans, but we need greater alignment on response time. I will be working hard to encourage both agencies to address encampments in a more expeditious manner.

Finally, we will continue to encourage residents to use our council office as a clearing house on reporting all issues surrounding homelessness. We work very closely with Homeless Services and LBPD on coordinating reports to our office and addressing encampments. Council District 4 is very complex in that we interface with multiple County, State and Federal jurisdictions along with ten different police agencies. It requires a great deal of council office coordination to direct resident concerns to the right place. We have also assisted individuals in working within the system to find temporary housing and eventually into permanent supportive housing.

2. The city has recently had extensive hiring shortages affecting everything from trash pickup to police and fire response. How would you speed hiring and improve retention?

We have made tremendous progress in resolving the hiring shortages over the last two months. Long Beach Fire Department staffing had been a challenge for a very long time, but on December 6, it was announced that we now have full staffing. This was accomplished by LBFD conducting a large recruit class that produced 39 probationary firefighters. That was more than enough to fill the 19 sworn vacancies and relieve the need for mandatory callbacks. There are also systematic changes proposed that will drastically streamline the hiring process. On January 18, the city announced a charter amendment proposal to reform civil service. The goal is to modernize our recruitment and hiring processes by transferring administrative responsibilities to the Human Resources Department. I believe we are well on our way to finding permanent solutions to our hiring challenges.

3. Long Beach has long been dependent on oil revenue, but that stream of money is going away. How should the city make up that revenue to avoid major budget deficits?

There is no instant fix for the loss of oil revenue. We will likely need to consider smaller budget cuts to avoid major budget deficits. I have stated publicly that City Council should think long and hard before cutting public safety assets to balance a budget as was done in the past. It took a major effort to restore Fire Engine 17, so we need to work very hard to find new revenue resources. This includes industries exemplified by Space Beach, but it also includes enhancing the business environment to recruit new businesses. In Council District 4, this started with the “Retail Renaissance” that took place near the traffic circle. It is continuing with the investment Fletcher Jones is making in Porsche Long Beach and the new Sports Basement that will occupy the former Sears building. These are very positive signs that Long Beach has the potential to develop the new revenue sources.

4. East Long Beach is home to some of the worst-rated streets in the city, but, currently, the city’s approach to road repairs focuses on keeping good streets in good condition while letting bad streets get worse. How do you feel about this approach and what will you do to address street conditions in East Long Beach?

I understand the rationale behind the Pavement Management System utilized by Public Works because I’ve worked with it for nearly nine years. The worst-rated streets are very expensive to repair, so there is an obligation to prevent good streets from becoming worst-rated streets. One way we free up funds for street repaving is to use our office operating budget to fund sidewalk, curb and gutter repairs. We accomplish this by running our office at an efficiency level that enables us to save, on average, 46% of our office operating budget to fund sidewalk, curb and gutter repairs. That percentage equates to an average amount of $217,000 per year. The savings is directed back into the community in the form of infrastructure repairs, tree trimming and community events. In the case of sidewalks, curbs and gutters, we do repair of the worst-rated.

5. The Long Beach Airport is an important driver of business in the city but is also a source of noise complaints from residents. What do you think the city should do to ensure that airport operations are not affecting the quality of life for residents neighboring the facility?

I have spent a number of years and have a wealth of experience working with airport noise impacted neighborhoods as both a private citizen and an elected official. City Council had tremendous success in addressing commercial air carrier noise violations a few years ago. We did it by working with our City Attorney and outside legal counsel to guide us through the intricacies of our noise ordinance so that it was never in jeopardy. At the time, I was accused of being very aggressive in protecting Council District 4 from late-night noise violations. All I did was expose to the public the actual numbers JetBlue Airways was racking up in terms of fines from late-night noise violations. JetBlue ultimately decided to leave Long Beach, and the noise issues for commercial aircraft left with them. Unfortunately for the airline, they have not improved on their operational issues. Since leaving LGB, the Wall Street Journal has named JetBlue the worst airline in the U.S. for three years in a row. I believe we can develop solutions with the General Aviation noise issues by using the same measured approach and due diligence. We will develop policies and find agreements that will serve both the airport business community and noise impacted neighborhoods.