Jeff Sceranka

Candidate

City Council Redlands, November 2007

Often, people ask the question…”Why are You Running?” 

I believe that I have the experience to help Redland’s preserve its legacy of  being one of the “jewel communities” in Southern California.

When the citizens of Redlands elect me to a seat on the City Council, I will collaboratively work with the rest of the City Council to provide the level of services that our community wants and deserves.

To my knowledge, I have the most specific experience in the areas we need to focus on… achieving a balanced budget, enhancing revenues through economic development, and implementing  an aggressive vision for the future of  Redlands.

I have lived and worked in a number of small town communities that had a vision.

Montrose, Laguna Beach, Rancho Cucamonga, and now Redlands since 1999.

 I am familiar with and experienced in the kinds of decisions that are made and their consequences toward small towns achieving their vision.  Each of these communities has attempted to create and maintain a vibrant downtown retail core that preserves the character of the community, and provides revenue sources from expanded retail growth.

These downtowns have at least one thing in common: they are oriented toward  pedestrian foot traffic, sidewalk cafes, seating areas, attention to architectural detail in the store fronts,  and people watching environments that help small businesses prosper.

I have participated in the formation and development of a new city, R ancho Cucamonga, by serving in the following capacities:

Executive Director Rancho Cucamonga Chamber of Commerce

Chairman, General Plan Advisory Committee, Rancho Cucamonga

Member Foothill Corridor Task Force, Rancho Cucamonga

Member and Vice Chair Planning Commission, Rancho Cucamonga

I know the details of helping a city to achieve its dream and goals, especially from the planning point of view.  I worked actively on the Industrial Specific Plan, the Victoria Community Plan, the Terra Vista Community Plan, and the Etiwanda Specific Plan in Rancho Cucamonga.

Having a vision and implementing it to retain a high quality of life is not easy.  Redlands has the opportunity to keep its character and to expand on it, but it must set the bar so that businesses coming in recognize the quality and character of the community, and how they will help shape its future.  Developers, in many cases, build buildings then leave and the residents have to live for a hundred years with their projects.  You can’t afford to not ask for the best and get it.

I have had extensive experience working in the Inland Empire on economic development issues related to planning for growth, transportation, and quality of life.  I have served on a number of committees and commissions that relate to economic development and have owned an economic development consulting company which sponsored many regional events to market the Inland Empire in the 1980’s.  In my brokerage experience I have worked with the development community to buy and sell land for industrial, office, and retail projects as well as served as vice-president for Barton Development Company which developed office and industrial projects in the Inland Empire.

To answer the questions of some…growth does not solve the fiscal or cultural problems of a community, in fact in some cases it can exasperate the problem.  The real key is to have managed growth and planning that will truly represent the goals and aspirations of the community.  This, in my opinion, takes a concerted effort on the part of all involved in planning and economic development.  Good planning means saying no to some projects and yes to others, and being aggressive in getting the development that you want.

I understand the vital role that community organizations play in their community.

I have actively volunteered with and served on the Board of Directors of numerous community service organizations such as Rotary, Kiwanis, Boys and Girls Clubs, the West End YMCA, Boy Scouts of America.

Open space is vital to the health of a community, and a region.  Growth can minimize or eliminate entirely the natural trails, streams, valleys, and canyons that balance the hectic pace and lifestyle of urban living.  In addition, the elimination of historical agriculture can change the character and experience of living in a rural community.  Because of my experience in scouting, Geology training,  and experience as a volunteer ranger in the Grand Canyon, I have actively participated in efforts to preserve the open spaces within local, state,  and national parks.  I have been a member of a number of resource and nature conservancy organizations.  Redlands has a unique opportunity to create the Emerald Necklace, The Orange Blossom Trail, and the Santa Ana River Trail.  and improve its open space within the built out area of the community. I will actively support these efforts.

I am familiar with and have experience with many small business issues.

I have owned  a real estate company, a marketing and economic consulting company, a yogurt store, and a hotel management company.  My company has approved over $500,000,000 in projects to small businesses throughout the Inland Empire and our loans have created or retained over 8,500 jobs in the Inland Empire.   I have also served as the executive director of the Rancho Cucamonga Chamber of Commerce, where we developed numerous programs to assist small businesses. I am a board member of the Redlands Chamber of Commerce

My experience in the hotel industry and in the finance industry allows me to evaluate the needs and requirements of hotel operators for the downtown core.

I have managed and worked in over fourteen hotel properties throughout the Southwest, and helped open the first computerized hotel in Las Vegas, the MGM Grand Hotel.  Enterprise Funding Corporation, the company I am president of, has financed numerous hotel properties including the Country Inn and Suites in Redlands.

I know what it takes to bring in quality businesses to Redlands… businesses that will increase the revenues so that the city can pay for its services, but also businesses that will add to the character and quality of Redlands.

I have had extensive experience with bringing in and locating businesses to a community with my background as a commercial real estate broker specializing in land sales   I have had considerable experience in  the counseling of small businesses on their expansion requirements. 

I have worked closely with the city staff of Rancho Cucamonga on the formation and implementation of their redevelopment agency.

Redevelopment Districts allow the  development of infrastructure and amenities in a community by freezing the property tax and using the additional increased property values created by development in these districts.  Cities are able to accommodate growth and development that enhances the community using this tool.  In Redlands, our redevelopment agency needs to finish the infrastructure (storm drains, rehabilitation) in the downtown area. I am also firmly committed to the use of redevelopment in the historical Lugonia District of Redlands.

My experience in facilitation and seminars and my experience in the Inland Empire helps me to be a problem solver and a coalition builder within the community.

I have facilitated retreats and coalition building seminars for over twenty years in a multitude of organizations within the Inland Empire.  I give speeches on the history of the Inland Empire.  Having a regional perspective and serving on regional groups allows me to see how Redlands fits into the economic and cultural experience of the surrounding communities and what we can do to maximize our resources and revenue potential.

I believe in VISION and its implementation. Over the next five to ten years Redlands will have developed most of its vacant land. This development will lay the foundation for fiscal health, cultural opportunities, and quality of life.  It is critical that we make the right decisions about land use, and development standards, as well as bring in the best businesses to enhance our revenue and retail shopping experience.  We need to develop the financing mechanisms to preserve our open space and small town feel.

We cannot rest on the vision and implementation of pioneers such as the Smiley brothers or Judson and Brown.  100 years later, what have we created to leave for our next generations to enjoy and admire?  We must be bold and we must be action oriented or we will lose more of our heritage and unique character.  I do not want to see the obstacles of financing or lack of vision hinder our ability to maintain and create the kind of quality that my wife and I, and our neighbors are looking for.

SUMMARY

  If we look at those things that make Redlands special, other than the fact that many residents are second, third, and fourth generation, we have to start with the mature trees and landscaping as well as the excellent examples of turn of the century architecture. We are not a community of “tract houses” with “cookie cutter” architecture.  We also have a superior cultural experience with numerous theatre groups and venues such as Prospect Park and the Redlands Bowl. We have unique historical resources such as the Lincoln Shrine, the Smiley Library, the Morey House, and the Kimberly Crest House.   We have the University of Redlands.   We have a historic and potentially vibrant downtown.  We have a rich agricultural heritage including the Zanja. We have ESRI.   We have a community relatively free of crime where the police and fire are proactive.

But, given theses resources, it appears we have not created the financing mechanisms to maintain our trees and parkways, nor have we created a budget that is adequate to finance the maintenance and development of our streets.  Our ability to fund equipment, facilities, salaries and benefits for police and fire without cuts in levels of service and staffing are in jeopardy.

Our city has been operating in a deficit budget for a number of years. The City Council has a responsibility to the citizens of Redlands to balance the budget and at the same time provide for the level of services expected by the community.   I believe we need a new member of the City Council that has the Finance, Economic Development, and practical experience in implementing fiscal discipline and an achievable vision and plan for the future.

To help us create and maintain a strong financial future I propose the following:

1.        Re-evaluate the way we do business by looking at the efficiencies of our various departments to save money and maintain expected levels of service within the budget we have or can generate. This will involve a department by department audit, and I have had over 35 years working on audits in major corporations.

2.        Have an economic model done of the existing land use in the General Plan to see if the city can pay for itself in the future.  We need to know whether revenues exceed expenses over the short and long term. And if they don’t, we need to re-evaluate our proposed land uses on the remaining vacant property.

3.        We need to look carefully at the architectural guidelines within the downtown Specific Plan to continue to preserve the character of our downtown’s historic buildings. Unique architecture is what brings shoppers to old downtowns in addition to the calculated mix of retail tenants that provide products and services that are not found in the large department stores.  We risk losing the retail businesses that create the unique shopping experience in the downtown core.  Downtown has been migrating towards office uses.  Review of the current zoning is necessary to prevent losing most of the retail.

4.        We do not have a design review committee that looks at residential and commercial projects before they get to the Planning Commission.  I have found that this type of committee is very helpful to adjust projects before they become public so as to minimize community frustration.

5.        The existing mall needs to be redeveloped into a vibrant community core with unique and appealing mix of retail businesses similar to the experience of Victoria Gardens but on a different scale.

6.        We have to determine which businesses we want for our city that will add to our revenues and increases the choices we have as consumers to shop in our own community.  Then we have to go get them.  Major retail users are looking throughout the East Valley for their expansion sites. We need to be in the hunt and taken seriously as a viable location. We currently do not have an aggressive economic development program in the city.  We need one now!

7.        Re-evaluate the General Plan in those areas where we still control future development.  First to create retail opportunities that will capture the shopping dollars of our own residents that are going out of town, and secondly to maximize the retail opportunities that will capture sales tax dollars from neighboring communities.  Our freeway frontage should not be wasted with large distribution centers that employ fewer people per square foot and pay minimal sales taxes.

8.        Its time to re-negotiate the Donut Hole and annex the property into the city.  This would result in increased revenues  (3 to 5 million dollars per year) through business license fees, sales tax,  and property taxes.  The county has already gotten the development impact fees for much of the area.  Its time to rebuild the relationship and trust with the property owners.

09.      Develop a specific plan of action to resolve the parking problem downtown once and for all.  There are solutions.  Now is the time to move forward.

10.      Strongly support re-vitalization for the area north of the 10 freeway through the implementation of a new redevelopment district.  Break down any barriers that exist to our thinking of ourselves as one community. 

11.      Create a one person liaison for permits and approvals to minimize time delays and costs and streamline the approval process in the planning and building departments.

12.      Renew the redevelopment district for the core so that we can finish the construction of the needed infrastructure (storm drains, rehabilitation, etc.).

13.      Focus on a timeline and funding mechanism for a new police headquarters.  The existing facility is not up to current earthquake standards, and does not have adequate power backups for an emergency power outage.  If we have a major earthquake or disaster the existing facility will not serve our needs.

14.      Take a serious look at the adequacy of the crews for each fire engine company in the city.  Currently we have three fire personnel for each engine, it is my understanding that we should have four arriving at the same time to assure minimal damage to structure fires. We also need additional  fire stations.

15.      Work with the various conservancies, sports groups, and trail committees to ensure that we have as much open space as is feasible…first to minimize the impact of growth and urbanization, and second to provide adequate recreation opportunities for our residents.  There are two unfinished projects which I support strongly, the dog park, and the skate park.  Our sports fields need to provide opportunities for youth as well as adult leagues in all the various sporting activities, football, soccer, baseball, and softball.

16.      The entrance points to the city from the freeway and Redlands Boulevard, as well as other on and off ramps need to be upgraded to reflect the kind of community Redlands is.  Landscaping, signage, weed abatement all need to be designed to reflect the best of Redlands. 

17.      San Bernardino created an Enterprise Zone, a federal program which provides tax benefits and incentives for companies to locate within the zone.  This area borders Redlands. They are now considering expanding the boundaries of that zone.  Redlands should become a part of that zone, to create more jobs and to provide increased tax revenues.

18.      Many cities employee a grant writer to supplement funds within each department.  Other Inland Empire cities have been given  grants up to $20,000,000 for transportation improvements, public safety, and infrastructure.  Redlands needs to actively pursue grants.

19.      Look at the possibility of using Community Facilities Districts or Benefit Assessment Districts for long term stable financing of tree trimming and replacement, and street and sidewalk repair and replacement.

20.      Create programs to conserve resources and minimize urban sprawl such as signing the Mayor’s Climate Control Agreement.  The sustainability of our communities requires that we look at renewable sources of energy and conservation.  Providing incentives for builders to include energy conservation and solar is one way to do this. Energy and resource conservation is good for  business  as well as good for our community.

21.      Sustainability also means looking at ways to provide a mix of housing in our community for young families and for senior citizens.  If our children can’t live here and our parents can’t stay in the community as their children leave home and they no longer can take care of their large homes or lots, then how do we have a community of all age groups and lifestyles?  Small businesses need a diverse community to prosper.

22.      Many of the public hearings that did not go so well for our community were the result of zoning not being compatible with the General Plan.  This is called Conforming Zoning and most cities make their zoning conform to the General Plan so that there is not confusion or misunderstanding regarding the city’s plan for future land use on a specific property.  Redlands needs to adjust the zoning in the city so that it conforms to the General Plan.

There are three major areas to balance the budget and provide the appropriate levels of service to the residents of Redlands:

A.        Increase revenues

B.        Decrease costs by increasing efficiencies where feasible and appropriate

C.        If , and only if, the first two methods are inadequate re-evaluate the kinds of  taxes necessary to support our      services.  These taxes should not be vulnerable to the whims of the State government.

There are a few basic principles for sound financial management.

1. Don’t spend more money than you take in.

2. Don’t use one time revenues to justify committing to long term, ongoing expenditures.

3. Don’t just focus on the short term goals.  You need to work on short, intermediate, and long term goals at the same time.

4. Don’t think that plans alone will solve your problems.  You need to take action.

5. Anticipate the need for future land and facilities and buy when prices are lower.

6. Don’t sell surplus property for short term monies and not have land for needed fire stations, police facilities, parks, sporting  facilities, etc.  Sell land and replace it with more strategic land.

7. Always treat employees like owners with a vested interest in their company (city).  Reward them for innovation.

8. Take advantage of technology and use it to leverage your scarce resources…i.e. people and money.