town of moragaagenda item 5. a. 1...14 michelle ross 15 fritz stoop 16 17 interviews are to be 30...

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1 Meeting Date: September 25, 2018 2

3 4 TOWN OF MORAGA STAFF REPORT_ 5 6 To: Honorable Mayor and Councilmembers 7 8 From: Marty McInturf, Town Clerk 9

Cynthia Battenberg, Town Manager 10 11

Subject: Interview Applicants to Fill the Vacancy Caused by the Resignation 12 of Councilmember Jeanette Fritzky 13

14 Background 15 16 Councilmember Fritzky resigned from the Town Council, effective August 22, 2018. 17 Government Code section 36512 provides two options that cities can utilize to fill a 18 vacancy in an elective office within 60 days from the commencement of the vacancy: 1) 19 fill the vacancy by appointment; or 2) call a special election to fill the vacancy. On 20 August 22, the Council considered these options and decided to conduct an application, 21 interview, appointment process to select Councilmember Fritzky’s replacement. The 22 application period was opened on Monday, August 27, 2018 and closed on Wednesday, 23 September 12, 2018 at 5:00 pm. The Town Clerk received eleven applications for the 24 vacant seat. 25 26 At the September 12, 2018 Town Council meeting, the Council discussed the process 27 for interviewing applicants to fill the vacancy. The Council decided to utilize a single 28 interview selection process and also determined that the interviews and Council 29 discussion regarding the appointment would be conducted in an open public forum at 30 the Council Chambers. With eleven applicants, the Council directed staff to schedule a 31 special Town Council meeting on Tuesday, September 25, 2018 at 6:00 pm to begin the 32 interviews and schedule the remaining interviews for the regular Council meeting on 33 Wednesday, September 26, 2018. 34 35 Discussion 36 37 The Town Clerk was directed to randomly pull names to determine the order of 38 interviews, which she did on September 14. One of the applicants, Cathy Reaves, has 39 advised the Town Clerk that she is unable to participate in an interview on either 40 September 25 or 26 or accommodate a teleconference interview as she is out of the 41 country until October 2, 2018. 42 43

Town of Moraga Agenda ItemOrdinances, Resolutions,

Requests for Action 5. A.

2

The applicant interview order follows: 1 2

September 25: 3 Renee Zeimer 4

Seth Freeman 5 Fred Weil 6 John Anderson 7 David Stromberg 8 Kerry Hillis 9 10 September 26: 11 Christina Pelchat 12 Renata Sos 13 Michelle Ross 14 Fritz Stoop 15

16 Interviews are to be 30 minutes in length, which includes five minutes for a candidate 17 opening statement, followed by approximately 25 minutes of questions from the Town 18 Council. 19 20 Recommendation 21 22 Conduct the first night of interviews with applicants interested in filling the vacancy 23 caused by the resignation of Councilmember Jeanette Fritzky. 24 25 Report reviewed by: Denise Bazzano, Assistant Town Attorney 26 27 Attachments: 28 29

A. Council Interview Schedule and Applications for September 25, 2018 30 31

TOWN OF MORAGA SPECIAL MEETING

TUESDAY, SEPTEMBER 25, 2018

6:00 p.m.

Council Chambers and Community Meeting Room 335 Rheem Boulevard, Moraga, California 94556

Council Vacancy Applicant Interviews (from random draw)

5. ORDINANCES, RESOLUTIONS AND REQUESTS FOR ACTION

A. Interview of Applicants for the Town Council Vacancy

Interview Applicants to Fill the Vacancy Caused by the Resignation of Councilmember Jeanette Fritzky

6:00pm Renee Zeimer 6:30pm Seth Freeman 7:00pm Fred Weil 7:30pm John Anderson 8:00pm David Stromberg 8:30pm Kerry Hillis

RENEE ZEIMER

QUESTIONNAIREREPSONSES

1. PleaseprovideaCandidateStatementofQualifications(250wordmaximum).

Moragahasbeenmyhomefor34years.ItiswhereIfirstcametoraisemyfamilyandwhereInow

choosetoliveinmyretirement.Ihavehistoryhere.

IfselectedbytheTownCouncil,Icanoffermyexperienceinlocalgovernment-workingwith

budgets,communitymembers,electedofficials,departmentheadsandbusinessleaders.Ihave

attended,presentedandpreparedstaffreportsformanycitycouncilmeetings.IworkedonGeneral

Planupdates,ordinances,resolutions,citysurveysandparceltaxmeasures.

Asaprojectmanager,Iadvisedonasenioradultneedsassessment,facilitatedcontentious

communityinputsessionsontheurbanlimitline,producedpresentationshighlightingthelink

betweenlanduseandhealth,andservedasthestaffleadtaskedwithconductingWalnutCreek’s

firstgreenhousegasemissionsinventory,tonameafew.

Atthestatelevel,IservedtwotermsontheLeagueofCaliforniaCitiesBoardofDirectors,servingas

thePresidentoftheCommunityServicesDepartmentinmysecondterm.Inthatrole,Iwas

appointedtotheCaliforniaCities-Counties-SchoolsPartnershipTaskForceontheConditionsof

Children.WhileontheLeagueBoard,Iworkedoninfrastructurebonds,environmentalpoliciesand

advocatedforandagainstlegislationaffectinglocalgovernmentinterests.

Aftermyretirement,Idedicated15monthsasaleadteammemberontheMoragaEconomic

DevelopmentActionCommittee,whichresultedintwoMoragavisioningworkshopsand

recommendationsforRheemPlanningArearevitalization.

Ifselected,Istandreadytoserve.

2. Whatarethekeyissuesyouseefacingourcommunity?Whydoyouthinkthesearethekeyissuesandwhatmightbethesolutions?

Fundingofaginginfrastructureisandwillcontinuetobeanongoingchallenge.Partoftheproblemisourlocation,whichnaturallylimitsthegrowthofourtaxbasetofundextensive

improvements.YetIseemorepotentialforexpandingoureconomicbaseasmorepeoplework

fromhomeoratotherpop-upremotelocations.TaxmeasuresareatoughsellinMoraga.Before

askingvoterstotaxthemselves,Iwouldlookforopportunitiestoaddressinfrastructureneedsas

newprojectscomeonline,utilitiesupgradetheirsystems,andasregionalfundingandgrants

becomeavailable.Considertaxoptionsonlyasalastresortandwhentherearechampionsinthe

communitytoassuretheirsuccess.

Alackoftrustandconfidencehaspermeatedourgovernmentinstitutions.Localgovernmentshavenotbeenspared.Leadershaveanopportunityandaresponsibilitytodemonstrategood

governancepracticesinthefaceofthesechallengingtimes.

Inmyopinion,ongoingresistancetochangehasstifledthepotentialofthetown.WeneedacompellingvisionforthefuturethatnotonlypaintsapictureoftheMoragawewantbutan

understandingofhowprojectsthatcomebeforethePlanningCommissionandtheTownCouncilfit

intothatbiggerpicture.Absentofthatvision,eachprojectcaneasilybemetwithfierce,non-

productiveopposition.

QUESTIONNAIREREPSONSES

3. WhatisyourvisionforMoragaandhowwouldyoulikeittolookin10years?Inmymind’seye,boththeRheemShoppingCenterandtheMoragaTownCenterwouldundergorenovationsthat

bringgreatercommunityvalue,streetappealandaccess.TheMoragaCenterwouldcelebratethe

town’shistory,itsformerranches,pearorchards,railroad,etc.,anditnewagriculturalventures

withthefarmer’smarket,emergingwineandnowbeermakersasinspirationforitsnewlookand

design.Rheem,wouldsheditsoutdatedlinearstripmalldesigninfavorofcommercialareas

interspersedwithpatiosandcafesthatmakeyouwanttostaylonger.TheareaalongRheemBlvd

wouldfindit’sfootingasananchorforperformingartsandciviclife.St.Mary’sCollegewould

continuetogrowandflourishasacenterforlearningandintellectualpursuit.Withall,newhousing

andcommercialdevelopmentwouldbeintegralandanembellishmenttothenaturallandscapeso

astoimprovetheMoraga/RheemValleyexperienceforthosewholive,work,studyandvisit.

4. Haveyoueverheldapublicoffice?Ifyes,nametheofficetitle,datesofserviceanddescribetheduties.No.IcurrentlyrepresentSupervisorCandaceAndersenforDistrict2onEconomic

OpportunityCouncilofContraCostaCounty.Itisanappointment.

5. Pleasedescribeyourqualifications,educationandworkexperience/trainingthatyoubelievewouldberelevantinyourroleasaCouncilmember.Seequestion#1andresume.

6. WhathasyourpreviousinvolvementwiththeTownofMoragabeen?Pleaseincludeanyserviceorganizationsorcommunityengagementyouhaveparticipatedinandwhatyourrolewas.

SpecificallywiththeTown,IservedasateamleadontheMoragaEconomicDevelopmentAction

Committee.DuringthattimeIalsoworkedoncommunityoutreachforMeasureK.Elsewhereinthe

community,Iwassecretaryofmyneighborhoodemergencypreparednessteam.Whenmychildren

wereintheMoragaschools,Iservedonseveralprogramcommittees,wasarepresentativefor

RheemSchoolontheMSDCoordinatingCouncil,andheadedataskforceonafterschool,onsite

childcareprogramsfortheMoragaSchoolDistrict.

7. TheTownCouncilregularlymeetsonthe2ndand4thWednesdaysofeachmonthat7:00p.m.andperiodicallyhasadditionalspecialmeetingsandstudysessions.Councilmembersalsoserveona

numberofsubcommittees,commissionsandoutsideagencyboards.Pleasedescribeanytime

constraintsorlimitations/obligationsthatmightlimityouravailabilityforspecialmeetingsor

communityevents.

WiththeexceptionofapreviouslyplannedtripfromApril25-May14,2019,myschedulefrommid-

Octoberonisflexible.

8. AreyouawareofthetimecommitmentandtheresponsibilitiesassociatedwithservingasaCouncilmemberandareyoupreparedtoservewithoutreservation?Yes

9. IsthereanythingelseyouwouldliketosharewiththeCouncil?Therearetwo:1.IwillbeoutofthecountryfromSeptember26-October3.Ifselectedforan

interview,withpriornotice,IcanarrangetomeetwiththeCouncilonline.

Mypreferencewouldbeaface-to-faceinterview.

2.SinceIreferredtotheEDACreportinmycandidatestatement,Ihaveincluded

theNovember11,2011staffreporttoCouncilwiththerecommendationsofthe

MoragaEconomicDevelopmentActionCommittee.

Meeting Date: November 30, 2011 TOWN OF MORAGA STAFF REPORT_ To: Honorable Mayor, Council Members and Planning Commissioners From: Economic Development Action Committee (EDAC) Renee Zeimer, Economic Development Team Shawna Brekke-Read, Planning Director

Subject: Consider Economic Development Action Committee’s

Recommendations for Rheem Planning Area Revitalization Request: Provide direction to the Economic Development Action Committee on the

proposed strategic approach to revitalize the Rheem Planning Area Background: On March 9, 2011, the Moraga Economic Development Team presented an implementation plan to the Town Council, which included the formation of an Economic Development Action Committee (referred to as EDAC or the Committee) comprised of business representatives, community members and Town of Moraga staff. EDAC’s purpose was two-fold: (1) to identify guidelines that streamline community supported retail and compatible land uses and (2) to revitalize the Rheem Center. After considerable discussion, EDAC decided to limit the scope of the streamlining goal of clarifying uses and planning processes to the Rheem Planning Area (the shopping center and adjacent commercial areas, Attachment A) since the Moraga Center Specific Plan had already been approved. In accordance with the Moraga Economic Development Team’s implementation plan, EDAC reviewed materials including reports, surveys, the current General Plan, Moraga Center Specific Plan, municipal codes, and planning guidelines.1 EDAC also studied

1 Source materials include Moraga Center Specific Plan (2010), Revenue Enhancement Committee Final Report (2010), The Economic Impact of Saint Mary’s College on the Local Community (2009); Pitney Bowes MapInfo Retail Market Analysis (2008), Economic Development Advisory Committee Final Report (2008), Economic & Planning Systems, Inc, (EPS) Town of Moraga Market Assessment (2006), Moraga Transportation Corridor Streetscape Plan (2006), Town of Moraga General Plan (2002).

Town of Moraga Ordinances, Resolutions, Requests for

Action

AGENDA ITEM

V. A.

best practices from communities that successfully encouraged new business development.2 For greater efficiency, the Committee formed three work groups: Visioning, Streamlining and Marketing. Charged with articulating a vision for the revitalization of the Rheem Planning Area, the Visioning group organized two community workshops. A total of one hundred people attended the workshops held on August 27 and 29 at the New Rheem Theatre. EDAC also sought input from Campolindo High School and Saint Mary’s College alumni using Facebook. From these various sources, themes emerged upon which a draft vision was created. The Rheem vision and accompanying recommendations are included as Attachments B and C. General Plan sketches and policies addressing the Rheem Planning Area are attached as additional reference (Attachments D and E).

Discussion: The community workshop findings and ensuing discussions with EDAC revealed the Town of Moraga could:

• Modify the zoning ordinance to generate greater development potential; • Amend the General Plan and other planning policies to eliminate inconsistencies

between current planning guidelines and community desires; and • Undertake short, medium and long-term revitalization projects to provide a

catalyst for change. EDAC recommends the Planning Commission and Town Council consider the following projects: Short-term 1. Beautification projects to improve the outdoor aesthetics and functionality of the

Rheem Center. Recommended projects include:

• Reconfiguring and replanting concrete planters to break-up the linear configuration of the Rheem Center and increase outdoor seating;

• Refurbishing and maintaining information kiosks; and • Repairing and repainting The Park in Rheem Valley entry statements.

2. Grant applications to fund pedestrian, bicycle and vehicular improvements to

roadways and paths within the Rheem Planning Area and on access routes. 3. Permitting process revisions to offer greater guidance and ease in the permitting

process and to minimize delays.

2 Orinda, Lafayette, Walnut Creek.

Medium-term 1. General Plan and zoning changes that reflect community objectives for a mixture

of uses in the Rheem area and pedestrian-oriented development. 2. Streetscape and signage upgrades to improve visibility and design, and showcase

the Rheem Valley Planning Area as a public destination, with a particular emphasis on a gateway and intersection improvements at Rheem Boulevard and Moraga Road.

3. Marketing Plan to make Moraga attractive to desirable businesses and support

efforts of commercial brokers and business owners; and secondly, to market the businesses to residents of and visitors to the Town. This plan would build on the Town’s existing connections with the Rheem Theatre, local winegrowers, and Saint Mary’s College.

Long-term 1. Long-term strategic plan to implement the structural renovations and development

of the Area.

2. Use and Development of the Rheem area itself. To implement these programs, the EDAC voted at its November 14th meeting to recommend the Town add a paid part-time Economic Development Coordinator position. Staff recommends the position not be a permanent staff position, but rather an extendable one-year contract position.

Fiscal Impact: After Planning Commission and Town Council direction and discussion on priorities, staff can determine the fiscal impact of each project pending the outcome of the discussion. An Economic Development Coordinator position would cost the Town approximately $50,000 per year, assuming no benefits.

Alternatives: No action.

Recommendation: Provide direction regarding the proposed strategic approach for the Rheem Planning Area Revitalization. Prepared by: Renee Zeimer, Economic Development Consultant

Report reviewed by: Jill Keimach, Town Manager

Attachments: A. Rheem Planning Area Map B. Vision for Rheem Valley C. Recommendations for Making Rheem Valley a Destination D. Sketches from General Plan for Rheem Planning Area E. General Plan Policies Addressing Rheem Planning Area

SETH FREEMAN

_____________________________________________________________________________ 329 Rheem Boulevard Moraga, CA 94556 (925) 888-7022 [email protected] www.moraga.ca.us

QUESTIONNAIRE FOR TOWN COUNCIL APPOINTMENT APPLICATION

Please answer the following questions and attach your responses to your application.

1. Please provide a Candidate Statement of Qualifications (250 word maximum).

2. What are the key issues you see facing our community? Why do you think these are the key

issues and what might be the solutions?

3. What is your vision for Moraga and how would you like it to look in 10 years?

4. Have you ever held a public office? If yes, name the office title, dates of service and describe the duties.

5. Please describe your qualifications, education and work experience/training that you believe would be relevant in your role as a Councilmember.

6. What has your previous involvement with the Town of Moraga been? Please include any service organizations or community engagement you have participated in and what your role was.

7. The Town Council regularly meets on the 2nd and 4th Wednesdays of each month at 7:00 p.m. and periodically has additional special meetings and study sessions. Councilmembers also serve on a number of subcommittees, commissions and outside agency boards. Please describe any time constraints or limitations/obligations that might limit your availability for special meetings or community events.

8. Are you aware of the time commitment and the responsibilities associated with serving as a Councilmember and are you prepared to serve without reservation? Yes / No

9. Is there anything else you would like to share with the Council?

I hereby certify that all statements made in this application are true and complete. I legally reside in the Town of Moraga. I am 18 years of age or older. In compliance with State law, I understand that I will be required to file a Statement of Economic Interests upon appointment to office and annually thereafter. I understand that my application and materials will be considered a public record and thus will be available for public inspection and copying. __________________________________________ ________________________________ Applicant’s Signature Date

TOWN COUNCIL VACANCY 2018

sfreeman

SRF Sig

Seth R. Freeman – Application Supplement



See attachment

2. What are the key issues you see facing our community? Why do you think these are the key issues and what might be the solutions?

A. The key issues include governance practices and practical concerns:

a) Many of my concerns and possible solutions are well known by the Town Council, some of the include:

b) Increasing engagement and transparency with residents c) Implementing governance practices that exceed the minimum legal requirements

and acknowledge the level of sophistication and education of the community. d) Reducing entrenchment by creating term limits and greater use of RFPs for services

to provide for greater transparency. e) Resolving ambiguities and inconsistencies in land use regulations, General Plan,

zoning, special designated areas. f) Addressing Town expenses and capital needs based upon current revenue

constraints and recognizing that Moraga is unique in its needs and capacity to pay non-sworn staff.


A. My vision and my expectations are different. I am grounded in reality. I would expect Moraga ten years from now to be very similar as it is today. It is roughly the same as when I moved here 18 years ago. We must be realistic that we are cut off from freeway access and anything here will remain very localized. We will not be Lafayette nor Orinda.

The unique consideration is that there is a major family business property owner that essentially drives future project concepts and applications, and the direction of commercial property. 10 years from now Mr. Bruzzone may be retired, so who knows whether their property will be sold or a new manager takes over. We can not control that, but this future development will greatly impacts our town.

I would hope that we have very little new development as there is no apparent way to mitigate traffic in an out of Moraga, absent a new, convenient public transit system. Self-driving vehicles that will be the norm in 10 years that can carry many people at once to/from work (BART) and school may reduce the traffic problem.

I anticipate House prices will be 50% higher in ten years.

I would hope that our public open and recreational spaces are well maintained and well utilized


No.


Please see my resume.

I am an internationally recognized restructuring, turnaround management and bankruptcy expert. I am a Certified Insolvency and Restructuring Advisor and a Certified Turnaround Professional with over 30 years’ experience. I earned an MBA in International Management, International Finance emphasis.

I routinely am called to find creative, actionable solutions to tough and complex business and financial problems in and out of court. This would be very useful for the Town of Moraga.

I would bring some missing financial, analytical and accounting skills to the Town Council.

In addition to my professional qualifications, it is well known that I have closely followed the Moraga budgeting and financial process and data, perhaps more closely than any non-government member in the community.


I served as a Director of the Moraga Educational Foundation

Past member of the MCC Budget and Finance Committee

I am the official Alternate to Councilwoman Janette Fritzky


No constraints except when out of town for work, but generally always available.

8. Are you aware of the time commitment and the responsibilities associated with serving as a Councilmember and are you prepared to serve without reservation? Yes / No

9. Is there anything else you would like to share with the Council?

Biography:

SETH R. FREEMAN-CIRA, CTP SENIOR MANAGING DIRECTOR

1

Seth R. Freeman, CIRA, CTP is a Bankruptcy, Insolvency and Restructuring Consultant, Crisis and Turnaround Manager and Asset Manager with over 30 years of diverse consulting experience including financial advisory, operational and financial restructuring, controlled wind-downs, transaction management, arranging new financing, fiduciary, litigation support; and cross-border due diligence, insolvency and debt resolution, market-entry strategies, compliance, fraud investigation and recovery and complex dispute negotiation. His practice also includes serving as independent advisor to significant investors and directors of companies undergoing change.

Seth has over 20 years’ extensive cross-border emerging markets experience involving India, Mainland China, Hong Kong, South East Asia; as well as in Mexico, Central and South America. Seth is an acknowledged expert on cross-border India investment and business practices and provides clients with an extraordinary local market network to assist the firm’s U.S. clients in this fast-growing economy.

Over the past several years, Seth has developed expertise in the EB-5 investment immigration program to assist groups of foreign investors and their attorneys in EB-5 related fraud, mismanagement and bankruptcy, as well as assessing “redeployment” of “at-risk” investor funds and compliance required under USCIS regulation.

He has gained experience in all aspects of real estate investment, asset management, development, finance, lending, distressed asset and debt portfolios and investment banking across most property- types with an aggregate value exceeding $1 Billion, including client projects in the U.S., Mexico, Guatemala and Belize.

Prior to joining GlassRatner, Seth was Senior Managing Director of EM Capital Global Advisors and CEO of EM Capital Management, LLC, an international restructuring, insolvency and emerging markets advisory and asset management firm, he co-founded in 1996, where in addition to delivering consulting services he has served as investment manager of funds investing in India.

In the late 1980’s and early 1990’s he was a managing partner of a restructuring and leveraged buyout boutique focused on metal fabrication and stamping companies and a real estate consulting, syndication and management company focused on under-performing, value-add San Francisco apartments and San Jose office market.

Biography:

SETH R. FREEMAN-CIRA, CTP SENIOR MANAGING DIRECTOR

2

He began his career in real estate investment, development, leasing and asset management, rising quickly to Chief Operating Officer of a private Southern California diversified real estate and venture firm where among other duties, he was responsible for resolving complex litigation and restructuring and rehabilitating under-performing properties, hotels and operating companies. Seth later served as President of a San Francisco developer focused on office projects incorporating Historic Rehabilitation Tax Credits.

Seth’s clients include creditors, investors, debtors, lenders, banks, venture and private equity managers, family offices, boards and government agencies and their attorneys and other professionals. His roles have included court-appointed Financial Advisor, CRO, interim CEO, interim CFO, interim/ replacement general partner, Assignee for the Benefit of Creditors (ABC), expert and fiduciary in a variety of complex matters and cases involving both private and listed companies across a wide range of industries.

Industry experience includes: startups, technology, software, IT services, consumer products, apparel, distribution, industrial products, pharma, food and beverage, agriculture, hospitality, investment management, private equity, venture capital, professional services, banks and lenders, shipping, real estate and retail.

Seth has been interviewed over 120 times on Bloomberg TV, CNBC TV, CNBC Awaaz, CNBC Bajar, NDTV, TV18, ETNow and CNN on global and cross border business, Fed policy, restructuring and investment issues. He has been an invited speaker and moderator at leading MBA programs including Wharton, Chicago Booth, Harvard, NYU Stern, Columbia, Georgetown and UC Berkeley Haas; and at numerous industry and professional conferences, including AIRA and TMA, where he served as a Chairman of the Editorial Board of the TMA Journal of Corporate Renewal and a director and officer of the Northern California Chapter.

Seth holds an MBA in International Management from Thunderbird School of Global Management and a Bachelor of Arts in Management from St. Mary’s College of California. He is a Certified Insolvency & Restructuring Advisor (CIRA), a Certified Turnaround Professional (CTP) and a licensed CA real estate broker and general building contractor. In 2018, Seth was elected to the Board of Directors of the Bay Area Bankruptcy Forum.

FRED WEIL

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QUESTIONNAIRE FOR TOWN COUNCIL APPOINTMENT APPLICATION



2. What are the key issues you see facing our community? Why do you think these are the key issues and what might be the solutions?






8. Are you aware of the time commitment and the responsibilities associ ed with serving as a Councilmember and are you prepared to serve without reservation Yes

9. Is there anything else you would like to share with the Council? ~~~ ~,~ hereby certify that all statements made in this application are true and complete. I legally reside in the

Town of Moraga. I am 18 years of age or older. In compliance with State law, I understand that I will be required to file a Statement of Economic Interests upon appointment to office and annually thereafter. understand that my application and materials will be considered a public record and thus will be available for public inspection and copying.

r ,,

, -App' ants Signature

September 11, 2018 Date

329 Rheem Boulevard • Moraga, CA 94556 • (925) 888-7022 • [email protected] • www.moraga.ca.us

Applicant: Fred Weil Responses to Questionnaire for Town Council Appointment Application

1. Candidate Statement.

Since 1973, I have been an active volunteer in this community. I served 34 years in elective office, including 8 years on the Moraga Elementary School District Board, 13 years on the Acalanes Union High School District Board and 13 years on the Moraga-Orinda Fire Protection District Board. I have also served on two Town Committees, was a director of the Soda Aquatic Center, was a director of a homeowners’ association and was the founding director of the Moraga Educational Foundation.

The Council is faced with the challenge of helping Moragans to understand our infrastructure needs and support reasonable solutions. The Council involved many citizens to help enact the sales tax for street repairs and should consider a similar path for other infrastructure needs. I served on school district boards that, with the help of strong community support and participation, temporarily closed a school and persuaded voters to pass parcel and construction bond taxes.

By experience and professional training, I am a quick learner and a good listener. I have learned to explore alternative ways to meet challenges and avoid hasty decisions. I understand Brown Act requirements and limitations on the power and authority of individual Board or Council members outside formal meetings. In my 34 years on pubic boards, I strove to reach group decisions that harmonized diverging viewpoints. My prior board experiences would bring to the Council perspectives that other candidates may not have. I am eager to serve our community again by being an effective Council member.


2. Key Issues.

If appointed, I would absolutely not be a candidate to serve beyond the remaining two year term of the vacancy. I would focus on key issues that I believe can be addressed, or could start to be addressed, over the next two years. Successful efforts to resolve those issues would have considerable positive carryover effect.

1. Infrastructure issues will have to be addressed by the Council. Although the recent proposal to address the Town’s deteriorating storm drain system failed, the problem has not gone away. Despite the progress made in fixing our Town’s neighborhood streets, there remain some streets that are still badly in need of attention. Those and other infrastructure issues will only become more critical in the future. The Town’s extremely limited share of general property tax revenues is unlikely to be sufficient to address these issues. The challenge for the Town Council will be to overcome the negativity that appeared in the recent storm drains election. My own feeling is that pronouncements by the Council and experts hired by the Council may not be sufficient. An inclusive approach with a citizen’s committee which involves reasonable individuals who previously publicly stated their reservations about the storm drains proposal is likely to be helpful, whether the conclusions and suggestions of such a committee are ultimately different from, or the same as, those of the Town Council.

2. The Town Council should expand its interactions with the school and fire districts to be certain that there is appropriate coordination and cooperation. This is especially true for matters that may be presented by the Town Council to Moraga’s voters. The Council and the districts all serve our Town’s residents, but in different ways, and they have different constituencies. For example, parents of school age children tend to focus on issues directly affecting their children’s education rather than on broader issues addressed by the Town. Yet, Council decisions on land use, specific developments, road improvements, etc., may have long term effects on a school district that district board members may be more likely to be concerned about than the parents. While formal processes exist for input on issues considered by the Town Council, such as Environmental Impact Reports and Public Hearings, they may not, by themselves, be sufficient. From experience, I believe that closer connections between the


Council and the district boards, and especially between individual Council members and individual board members, are likely to be beneficial both to the Town Council and to the district boards. Formal joint meetings would help, but informal contacts should also be cultivated. In the long run, the Council may benefit from the support of the districts’ board members for some of the Council’s initiatives.


3. Vision for Moraga.

My wife, Joan, and I came to this wonderful community 46 years ago. Our three children, Julie, Lisa and Mike, went through the schools in Moraga and on to successful careers. Lisa has returned to Moraga with her husband and little girl.

Through the dedication and voluntary efforts of countless Moraga citizens, including the stewardship of so many Council members over the last 44 years, the original goals of incorporation of the Town have largely been realized. The opportunities for recreation for adults and children have also been greatly expanded. But more remains to be done to address the Town’s deteriorating infrastructure.

My vision for Moraga ten years from now is for our Town physically to seem much like today’s Moraga – a safe, family friendly community that values its environment and its residents. Realizing that vision will require the energy of its citizens and new funding to maintain the Town’s aging facilities. Over the next two years, I would like to play a meaningful role in realizing that vision.


4. Public Offices Previously Held.

Following is a summary of my 34 years in elected public office:

Member, Moraga-Orinda Fire Protection District Governing Board, 2003-2016 (President 2 times);

Member, Acalanes Union High School District Governing Board, 1987-2000 (President 4 times) (Contra Costa ACSA Friend of Education Award, 1998);

Member, Moraga Elementary School District Governing Board, 1979-87 (President 2 times);

The primary responsibilities of members of each board are to make district policy, approve budgets and contracts, and hire, oversee and periodically formally evaluate the chief executive officer (superintendent of schools or fire chief) of the district.


5. Qualifications.

By training and experience, I have learned how to achieve agreements among parties who have differing views and motivations. Professionally, I am a transactional attorney. My successes have come from bringing my clients and opposing clients and attorneys together in agreements that both sides find advantageous. That process works best when I can engage the other side in frank discussions about what they need in order to go forward and can then try to shape an agreement that meets the needs of both sides. The same approach works well with a board or council of five equal members that is faced with the need to reach an agreement for the benefit of the community, despite their different approaches and philosophies. I have worked with more than 25 other board members in 34 years on public boards., My aim was to reach a consensus whenever possible. I would bring that same approach to Moraga’s Town Council.

As a board member, I have had to address difficult issues that could divide a community. When those issues arose, I found that bringing the community into the decision-making process worked well. Examples include the following:

1. When the Moraga School District needed to close an elementary school temporarily due to declining enrollment, I was president of the Board. At that time, school closure was probably the most difficult and controversial decision any school board could make. While the obvious school to close appeared to be Los Perales, as a Board we decided to form a citizens’ committee to explore all options and to tell us what they thought would work best. The process took time, but in the end, the committee told us to close Los Perales and to retain the property in case it might be needed later.

2. Both in the Moraga School District and the Acalanes District, we found that involving community members made it possible to pass tax increase measures for curriculum and renovation needs. We also made sure that the costs and benefits were clearly stated. When we followed that path, the tax proposals were approved by the voters by wide margins.

3. Similar approaches were successfully used when economics dictated that curriculum and service reductions were needed at the Acalanes District.

Applicant: Fred Weil Responses to Questionnaire for Town Council Appointment Application I have been on both sides of the community involvement process. Forty years ago, before I became a member of the Moraga School Board, when Proposition 13 caused large reductions in available school funding, the school bus system that had served Moraga was terminated. That led to the formation of an ad hoc citizens committee of dedicated individuals who created a subscription school bus service with limited routes and bus stops. I was a member of that committee. Eventually, the Council (with cooperation from the Moraga School District) formed the Town’s School Bus Committee, of which I was a member.

Facilitating strong involvement of community members on difficult issues, as the Council did for the neighborhood roads improvement sales tax, can improve the chances for successful outcomes. The Council is well positioned to encourage community participation, both at public meetings and through ad hoc special citizen committees. That process is essential in the case of decisions that involve spending taxpayers’ money and raising taxes or fees. I believe that my experiences on other public boards can help Moraga’s Town Council with the process of successfully involving community members.

With my 34 years of experience as an elected board member of both school districts that serve Moraga, and of our fire district, I have unique perspectives and experiences on the interactions between the Town and the local agencies that serve Moraga. I have seen how good coordination between the Town and the school districts can enhance the quality of life for Moraga residents. An example is the joint Town of Moraga/ Moraga School District cooperation on the use of playfields. There should be more opportunities for cooperative action in the future.

Applicant: Fred Weil Responses to Questionnaire for Town Council Appointment Application 6. Town Committees; Other Community Service and Engagement.

Member, Town of Moraga School Bus Committee, 1978 (Committee, in cooperation with the Moraga School District, and using the work of an ad hoc citizens committee, re-established school bus service as a user-paid system upon termination of area-wide school bus service due to Proposition 13 revenue reductions);

Member, Town of Moraga Park District Study Committee, 1977 (I acted as Reporter for the committee and wrote the report that recommended termination of a joint powers recreation district whose only asset was the Hacienda, and absorption of park functions and the Hacienda into a Town park and recreation department).

Other Community Service and Engagement. See Resume included with Application.

JOHN ANDERSON

DAVID STROMBERG

KERRY HILLIS

town of moragaagenda item 5. a. 1...14 michelle ross 15 fritz stoop 16 17 interviews are to be 30...

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