(Editor’s note: SDGLN is not reporting on the 2012 San Diego mayoral race because SDGLN Publisher Johnathan Hale has a personal relationship with City Councilmember Carl DeMaio, who is running for mayor. SDGLN will also not be making an endorsement in the race.
For the first time in San Diego history, the mayoral race has two prominent LGBT candidates: DeMaio and District Attorney Bonnie Dumanis. Although SDGLN will not be reporting on the mayoral race, we will, as a service to the LGBT community, publish selected press releases by DeMaio and Dumanis to inform our readers about their campaigns. These press releases will be clearly labeled as such so that readers understand they are not written by SDGLN staff members.
In addition, all candidates for any political race are allowed to submit two pieces per month for our Commentary page. SDGLN Editor in Chief Ken Williams can be reached at firstname.lastname@example.org, @KenSanDiego on Twitter or at (877) 727-5446, x713.)
THIS IS A PRESS RELEASE FROM THE BONNIE DUMANIS CAMPAIGN
SAN DIEGO – Pointing to the need to strengthen San Diego’s economy and restore the city’s financial health, San Diego District Attorney and Mayoral candidate Bonnie Dumanis today released an ambitious plan for the first 100 days of her administration – specific actions focused on transforming city government and helping San Diegans get back to work.
“My vision is to raise San Diego's profile worldwide, solidifying ourselves as a leader in international commerce; a supportive incubator of innovative new technologies; and a modern, creative city that offers unparalleled quality of life to residents and visitors. To do that, we need to move quickly to leverage the incredible assets already in place, rebrand ourselves in the global community, and usher in a new era of accountability," said Dumanis.
"My 'First 100 Days Plan' is focused on a fundamental change in the way we do business at city hall and a top-to-bottom reform of government, allowing San Diego to realize its full potential and creating the best environment in California for business development and job creation."
Download the 100 Day Plan HERE.
Part 1. REMOVING THE ROADBLOCKS TO ECONOMIC GROWTH AND JOB CREATION. Transforming San Diego city government for the 21st century requires reducing the costs and delays associated with attracting and expanding businesses, and minimizing the “hassle factor” that comes from dealing with the bureaucracy.
* Establish the Mayor’s Core Industry Task Force to identify opportunities for growth in San Diego’s largest economic sectors. The Mayor’s office will convene a Core Industry Task Force including representatives of major employers, small businesses, and industry groups from among San Diego’s current and future core industries to propose steps the city can take in the short and medium term to improve the climate for expanding existing industries and drawing new employers to the region. Meetings of the task force will be public.
* Appoint a specialist on San Diego/Mexico commerce and trade. Within 30 days of taking office, the Mayor will a appoint a Special Assistant for US-Mexico Commerce who is bilingual, has a strong background in the Mexican legal system, and has extensive local knowledge of cross-border issues. The Special Assistant will work with the Mayor’s Core Industry Task Force, the Chamber of Commerce and other industry groups to identify steps that can be taken on each side of the border to promote and speed trade and commerce.
* To help students and employers, kick off the first Summer of Work and Learning. Together with the San Diego Workforce Partnership and local high schools, the Mayor’s office and the City Council will move forward with a Summer of Work and Learning beginning in the summer of 2013 to encourage local employers to establish summer internship programs and match the openings created with students through participating schools.
* Create partnerships with UCSD and San Diego State University for specialized student internships in their area of expertise within city government. The Mayor’s office will partner with local universities to draw student interns whose area of study matches a function of city government to draw upon their creativity and provide them with valuable experience for when they enter the workforce.
* Create a new Veterans Advisory Board to maximize opportunities for returning veterans. To match returning veterans with opportunities for work both inside city government and the private sector, the new Mayor’s Veterans Advisory Board will draw from current and retired members of each of the branches of the armed forces to identify opportunities for placement and determine where processes can be improved to expedite such placements.
PART 2: IMPROVING QUALITY OF LIFE. Although economic issues are critical to the City of San Diego given the current economy, other factors, such as a recent increase in certain types of crime and the problems facing San Diego Unified School District, are also of great concern.
* Establish the Office of Mayor’s Education Liaison to keep the Mayor and City Council fully informed of the health and well-being of San Diego Unified and its students. The Education Liaison will also be charged with research and recommending ways the district and city can reduce costs and improve student outcomes by leveraging the resources of both entities in areas of after school programs, internships, transportation, etc. The Liaison will assist in coordinating a regional approach to our educational opportunities citywide, and identify sources of funding available through federal and state grants, seek private funding, and assist with the Summer of Work and Learning Program.
* Make Communities Safer by Breaking the Cycle of Gang Violence. The Mayor will address the recent spike in gang violence in San Diego by supporting ongoing prevention, education and intervention. In partnership with the City of San Diego Commission on Gang Prevention and Intervention (CGPI), an educational curriculum modeled on the successful 'Girls Only' program will be offered to schools in the San Diego Unified School District. The program has been used in 'Boys and Girls Clubs' in some areas of the city and provides a forum for youth, giving them the opportunity to find alternatives to the kinds of abusive relationships that often lead to involvement with gangs, substance abuse and, eventually, the criminal justice system.
* Restore Cuts to Public Safety. The Mayor will immediately begin to identify funds that can be used to restore cuts to police, fire and lifeguards.
PART 3. TRANSFORMING CITY GOVERNMENT FOR THE 21ST CENTURY. For San Diego to take its place as a global center for commerce and innovation requires a transformation in both the culture and operation of city government.
* Creating a culture of performance, accountability and results. San Diego County government utilizes a comprehensive General Management System emphasizing performance, accountability, and results. For every action government takes, especially those which touch the areas of economic development and job creation, metrics will be established and tracked, and performance objectives set for continually improving the quality and speed of city services.
* Process Improvement Teams (PIT) to further improve services to city residents. The Mayor’s office will convene Process Improvement Teams for each city department, bringing together employees with experts from those who actually utilize each service to identify how each department can improve the speed in which services are delivered, reduce costs, and improve accountability and transparency.
* Reduce burdens on the taxpayer through managed competition. Reducing the cost of operating San Diego city government is essential. The Dumanis Administration will conduct a review of the city’s current managed competition process to determine where it can be improved to speed the process of allowing the private sector to compete with the city bureaucracy to improve service and reduce costs. San Diego County government’s successful managed competition process will be the model for the city. To remove the threat of future tax increases, the city must further drive down the cost of day to day operations. Additional savings from operations are necessary to further reduce the city’s large deferred maintenance/infrastructure backlog. The Dumanis Administration will make aggressive use of both managed competition and outsourcing to accomplish this.
* Creating an open, transparent and accountable city government. A culture of transparency and openness produces better results, encourages honesty, and creates accountability. To take full advantage of the power of transparency in government, city contracts and information on disbursements will be posted online and subject to public and media scrutiny.
* Back to basics. Every department, committee or group funded by the City will be required to justify its budget.
For more information about Bonnie and her campaign for Mayor, visit www.bonnieforsandiego.com.