Full Biography for Steve White

STEVE WHITE, CANDIDATE ORANGE COUNTY BOARD OF SUPERVISORS, 4TH DISTRICT. PERSONAL Age: 50 Profession: Real Estate Broker, White Realty 918 W. Lincoln Ave., Ste. 1, Anaheim, CA 92805. Telephone: (714) 774-9462, Fax: (714) 774-9466. Residence: 856 N. Clementine St., Anaheim, CA 92805. Pager: (714) 302-5222, Email: stevenwhite@msn.com.

POLITICAL INVOLVEMENT

1988-present: Vice-President, Anaheim H.O.M.E., Anaheim homeowner’s organization long critical of City redevelopment plans and corporate welfare.

1996: Plaintiff in lawsuit filed for Committees of Correspondence against the County of Orange challenging the constitutionality of the Board’s diversion of Harbors Beaches & Parks, O.C.T.A and other designated funds to repayment of bankruptcy bailout bonds.

1996: Spokesman, “No on T” Committee, successfully opposing resulting Orange County bureaucrat charter

1994-1995: Member, Orange County Charter Commission. Drafted minority report.

1994: Member, “No on R” Committee, successfully opposing bankruptcy bailout sales tax increase.

1991-1992: Member City of Anaheim Redevelopment Commission.

1988-1990: Member North Orange County Community College District Board of Trustees.

Party Affiliation: Democrat

I am concerned that the largest municipal bankruptcy in the nation’s history and the ensuing public debate on the roll of County government will not be addressed in this election. The bankruptcy resulted from the willingness of elected officials to gamble public funds in risky investments. Two of the candidates in this race voted to invest (and lost) public funds in the pool and are now seeking higher office. Although all are accountable for their actions, those who borrowed to invest are clearly the most culpable. Once the voters rejected the Board’s initial bankruptcy solution, a sales tax increase, they returned to Wall Street. The discretionary portion of the County’s 3 billion + budget should have been utilized; instead, taxes dedicated to transportation and parks were diverted to finance the bailout bonds. No serious consideration was given to downsizing county government or privatization of services. Growth of County government continues unabated. Billed as reform, the County Charter, was actually a turnover of board responsibility to an unelected bureaucrat. Again, the voters wisely rejected the ruse but the Board majority operates as if it had passed. The public debate and consensus that greater accountability, smaller county government and increased local control are needed have been ignored. When elected, I will seek a larger part-time Board, the cost of a nine member part-time Board would be less than half that of the current Board. In addition to providing local representation, it would make the position less attractive to career politicians. I will eliminate the CEO’s office, opting instead for a Chief Administrative Officer, placing full accountability on the Board, as is required under General Law. I will seek an outside audit of County services provided to unincorporated areas to determine that actual costs are charged to those receiving services and wealthier areas have no financial incentive to avoid incorporation into adjoining cities. I believe that the County should retain a roll in public safety and justice, regional transportation planning, health care, tax collection, and elections but that roll should decrease with urbanization. Local (city level) decision making and responsibility should increase. All agencies and district functions should be continually examined for downsizing or elimination. I have serious reservations regarding conversion of the El Toro base to an aviation use. Environmental concerns of air quality, traffic and noise were not adequately addressed in the County Reuse Plan. Both the County Plan and the opposition alternative proposals lack financial commitments I view as essential to moving forward.