CLEAR, COMPELLING, FISCALLY CONSERVATIVE LEADERSHIP

By Farrah Douglas

We now embark on a new phase of Carlsbad history. Our City is at 89% of its residential build out and Mayor Bud Lewis is stepping down after 40 years of service to our city. We must bring the positive city government of the past into a fresh era of energetic and updated management to ensure the future of this outstanding city.

The site of the current power plant offers a great opportunity to increase Carlsbad's quality of life and its future revenue through responsible oceanfront development. However, the development and ownership rights of NRG, as well as the critical power needs of the region, must be recognized.

Another important issue is the locations that the City has offered. To the best of my knowledge all proposals for new sites have been rejected by the Energy Commission. I've been walking precincts since May and I've heard from many of our families that they're very concern about the City's suggestion to bring th Power Plant near the most populate quadrant of the City, southeast quadrant which is located south of Palomar Airport Road and east of El Camino Real.

I support a process whereby major stakeholders, including NRG, SDG&E and the City, participate in serious, direct negotiations to reach a mutually beneficial resolution, keeping in mind the importance of reliable energy sources and Carlsbad's tradition of respecting private property rights.

CARLSBAD VILLAGE REVITALIZATION

Carlsbad Village is a critical future resource for both revenue and lifestyle. Future plans for Carlsbad Village must include the historic Barrio. The City allowed the redevelopment funds to expire. These funds were returned to Carlsbad by the State when the residents and property owners in the Village paid their property taxes. The funds were restricted and could only be used to revitalize the Village. I'm perplexed as to why the City allowed the funds to be expired and why it didn't apply for the automatic renewal of the redevelopment zone.

My goal is to work closely with the staff, the business and property owners in the Village and Barrio and to begin the process of revitalization. I've reviewed and studied the plan that Gary Nessim from the HomeLifeVillage Realtors has prepared and would like for the City staff to study the fesibility of the plan and report to the Council. If we leave the Village in the current condition it eventually will become a ghost town. We owe it to this historic part of Carlsbad to design a very careful plan to revitalize both the Village and the Barrio while preserving their rich history. I will work to:

- Review/decide on the Village-Barrio improvement projects on a case-by-case basis so each project moves toward economic vitality and sustainability.
- Develop partnerships to build parking structures while maximizing existing parking opportunities.
- Work with the community to design and develop the Skate Park/Museum.
- Study and make decision on the Grand Avenue Promenade and the other community-initiated improvements and designs.

FUTURE DEVELOPMENT AND FACILITIES

While the City is near build-out, some development activities will remain over the next several years. I believe land owners and developers deserve a level playing field when dealing with the fees charged for their projects. As well, the city must work to streamline the approval process and, in general, improve the level of communication with owners and contractors. To this end, I will:
- Review and examine the existing fee document (a 42-page book) to identify what fees need to be improved or reduced.
- Ensure the City has a balanced approach and that developers are paying their fair and equitable share for their projects' impact on our infrastructure and residents.
- Change the City's approach in working with project owners and contractors to one of problem-solving and partnership so everyone works together to increase Carlsbad's quality of life.
- Hold all parties accountable for timely, clear and proactive dissemination of information.

GENERAL PLAN REVIEW

The Carlsbad General Plan contains the following elements: land use, housing, open space and conservation, parks and recreation, circulation, public safety, noise and arts. I support an update to the General Plan and will urge a process similar to the very successful community involvement process for the Cannon Road properties (Proposition D from 2006).

In my view we must engage more of our Carlsbad residents in this process. I'm in favor of assigning new members to EC3 Committee, people who have not served on the Committee before. Carlsbad needs new fresh ideas and vision to chart our future.

GROWTH MANAGEMENT AND OPEN SPACE

Carlsbad citizens approved a Growth Management Plan in 1986. This plan has guided the City's development ever since. We are now at 89% of build out and many residents may wonder if the Plan is still being enforced. In 1986 the GMP called for an eventual population of 154,000. Today, revisions in the plan indicate a final population of 124,000. The plan in 1986 called for 54,599 dwelling units. Now, the expectation is for 44,017. Overall, the plan requires preservation of 40% of the City as open space, and that goal is close to achievement.

"Open Space," defined differently by different people, is always a topic of discussion, as it reflects the desire of most people for a less crowded environment. The balance between open space and other uses crops up regularly when new developments are suggested. I believe it is critically important for residents to stay up to date on open space discussions. I strongly support adherence to the Growth Management Plan, especially in the retention of 40 percent open space.

MCCLELLAN PALOMAR AIRPORT

McClellan-Palomar Airport is one of two commercial airports in San Diego County. As a resident in one of the developments near the airport, I am very concerned about safety issues and how airport operations affect our residents. As a new council member, I would meet with FAA officials regarding the recent plane crashes to discuss the causes of these accidents and the necessary steps we need to take to enhance safety.

The private sector has spent over $100 million in the renovation of the airport, and the County has added another $25 million to build a state-of-the-art terminal.

I support a runway extension within the airport's existing footprint, which would allow quiet, fuel efficient commercial aircraft to service Palomar airport. This will:
- Support my vision for economic diversity, making Carlsbad a friendly place to do business, and providing greater flexibility for our citizens.
- Attract regional corporations for the convenience of their product development and business travel needs--thereby increasing city revenues.

PUBLIC SAFETY

Public safety is a major issue for the whole community, including the business community. I believe a safety services master plan would define a roadmap to further enhance professionalism and ability to serve. My plan is to:
- Review the independent survey of our Fire Department to ensure Carlsbad meets and exceeds public safety standards.
- Make sure the actual response times of our fire and police personnel meets and exceed the standard and provide support to increase that efficiency.
- Provide equipment and resources necessary to protect our city in emergencies, including state-of-the-art communication devices.
- Create a master plan based on the results of the survey, providing for the present and future needs of Carlsbad citizens.

These steps will ensure a factual analysis that firefighters, police, management and council can agree on. I believe that the City should hire the best leadership possible in public safety positions and then allow them to use their expertise in determining priority needs.

TRAFFIC CONGESTION

Road improvements have provided better traffic flow. I favor creating a Traffic Management Center as part of the proposed Public Works facility. That Center will use the latest technology to synchronize all traffic signals in the City, significantly improving flow. I also believe that we need to address moving people to and from the two Coaster stations to facilitate greater use of mass transit. It's important that all major street repairs to be done at night and during the time the traffic is at its minimum as not to create bottle neck during hectic work hours. Additionally, we can look at reducing parking requirements for new developments in exchange for ensuring a ridesharing program for employees that could including carpools, vanpools and transit subsidies. Finally, let's also survey other cities with successful traffic management programs and learn what has made them successful.