HomeMy WebLinkAboutFile 2 of 2 - City Council Policy and Procedures1976-89 9eTe Daai l(cL
REQUES f FOR CITY COUNCIL ACTION
Date 9
CITY COUNCIL
Submitted to: Honorable Mayor and City Council Membe
Submitted by: 1
Paul E. Cook, City Administrator
.
Prepared by: Richard Barnard, Assistant to the City Administrator - --
Subject: ADJUSTMENT TO THE MAYOR AND COUNCILPERSONS
EXPENSE ACCOUNT
Consistent with Council Policy? [XJ Yes [ ] New Policy or Exception
Statement of Issue, Recommendation,Analysis, Funding Source, Alternative Actions, Attachments:
Statement of Issue:
At the City Council meeting of February 21, 1989, the City Council.requested that the
City Attorney prepare a revision to the City Council Expense Ordinance which would
provide for increasing the Mayor and Councilmembers expense account and revising the
method of providing for annual adjustment.
Recommendation: Approve introduction of Ordinance to adjust the Mayor and
Councilpersons Expense.Account.
Analysis:
The City Council directed the City Attorney to prepare a revision to the city ordinance
which establishes the City Council Expense Account. Council directed the City Attorney
to increase city Council expenses to $936 per month for the Mayor and $698 per month for
a Councilmember. Also, the Council directed that the Ordinance reflect that future
changes to the Council expenses be based upon 100 percent of the consumer price index
(CPI) rather than the current practice of basing it upon 75 percent of the CPI.
Alternative:
1. Continue with present expense account for the Mayor and Councilmembers and the
current method of providing for an annual adjustment.
Funding Sources:
1. Unappropriate fund balance.
Attachments:
1. Proposed Ordinance.
2. Current City Council Ordinance #2566.
3. Survey of nine (9) Orange County cities.
PEC:RB/paj
3749a
Plo 5/85
What the staff can(and should)
expect from the council
Hiring—and keeping—top-qual-
ity employees.The council should
be willing to pay a competitive
wage so that the best possible
staff can be hired and retained.
Stinginess in compensation usu-
ally proves to be"penny wise and
pound foolish."The council
should also support open and com-
pctitive recruitment when it is
clear that quality would be com-
promised by a strict policy of pro-
moting from within.
Clear policy direction.The in-
tent of council policy should be
stated clearly and unambiguously. `
Staff members cannot properly i
implement policy unless they fully I
understand it,and it is the respon-
sibility of council to be sure that
they do.Once policy has been set,
administration should be left to
the stag. Although it may be
tempting to get involved in ad-
ministration,eouncilmembers
should take the"high road":set
broad policy direction, leave im-
plementation to staff,and confirm '
afterward that the intent of policy
has been fulfilled.
Instructions to staff. The coun-
cil should give instructions to the
staff in a manner that accords
with the principles of the council/
manager system. For example,-as- ;
signments should be directed to
the manager and should originate
in a consensus of the council, not
with individual councilmembers.
CouncHmembers should contact
staff directly only when the pur-
pose is to communicate informa-
tion—e.g., to report on conditions
or describe a problem. Individual
eouncHmembers should not con-
tact staff with special requests.
Setting priorities. When the
council barks, the staff jumps—
but only so much work can be un-
dertaken at one time, and the
council should bark only when it
is important. When the volume of
work exceeds available staff time,
the councils should set clear prior-
ities—and authorize outside assis-
tance if necessary.
Teamwork. The council should
work as a team and should view
itself as part of a team that in-
cludes staff. Councils should sup-
port and encourage team-building
activities, perhaps including the
use of an outside facilitator to
conduct team-building sessions.
.Performance goals and evalua-
tions. Expecting and rewarding
high performance is contagious;
staff members are more likely to
perform well if they feel that ex-
cellence is what is expected of
them—and if the council notices
and supports achievement.
The council should periodically
evaluate its own effectiveness,
communication, roles,expecta-
tions, and teamwork. Self-evalua-
tion may be difficult, but it can
make for a more effective council.
Creative and positive confronta-
tion can be useful in overcoming
unstated difficulties that can ob-
struct a good working relationship.
The council should also periodi-
cally evaluate the manager, crite-
ria for such evaluations should be
made clear from the beginning,
and the result should be specific
suggestions from the council
about performance. '
Respect, honesty, and construc-
tive criticism.The council should
show personal and professional re- ;
spect for staff; trust is essential to
good council/staff relations. A
staff member should never be rep-
rimanded in public; if a problem
arises, the council should alert the
manager, who can then handle the
situation quietly and privately.
The council should also respect
the staffs administrative and
technical expertise. Although it
may not choose to accept a staff
recommendation, there is no need
to be harshly critical of the rec-
ommendation in order to justify
selecting another course.
The council and the staff will
function best as a team if the
council is forthright in dealing
with the staff, creating trust and
cooperation.
Councilmembers should try to
be problem solvers, not just crit-
ics. Although criticism is some-
times necessary, it should be
placed in a constructive context.
Responsiveness to new ideas.
Creative staff work should be en-
couraged and supported by the
council. As long as new ideas
have been carefully thought
through, the council should not be
afraid to try innovative sugges-
tions from staff.
Leadership..The behavior of
councilmembers—both in public
and in private---should iefiect the -
trust placed in them as leadtts of
the community. In dealing with
staff, councilmembers should -
keep in mind that they are deal-
'ing with employees who look to
them for guidance and support.
Saying no. Councilmembers
need to be able to say no, whether
it's to citizens.or to staff. Being
too indulgent exacts a big price
tag in the long Tun.
Although this list does not
cover every possible contingency,
it can serve as a basis for defining
expectations. Reviewed thought-
fully and regularly,it can lead to
better understanding between
councils and staff.
U
I iYU i CS FOF L Oum,IL I�CC I RCA 1 UIY DECI. 1 r,l�UU
THE COUNCIL MUST SET GOALS AND OBJECTIVES THAT ARE CLEAR
AND CONCISE_
THESE MUST THEN BE COMMUNICATED TO STAFF, BOARDS, COMMISSIONS,
AND COMMUNITY. BY HAVING THESE G & A's, THE COUNCIL AND STAFF CAN
MEASURE VARIOUS ITEMS OR PROJECTS AND SEE IF THEY ARE CONSISTENT.
ITEMS TO BE REVIEWED:
1. MASTER PLAN - LONG TERM 15 YEAR (2005)
A. KEEPING IN MIND THAT FOR A CITY TO SURVIVE IT MUST HAVE A
BALANCE OF RESIDENTIAL, COMMERCIAL, AND INDUSTRIAL. (I.E.
WHAT DOES THE COUNCIL WANT THE CITY TO BE AT BUILD OUT?
B. SET SHORT TERM 2 YEAR GOALS AND OBJECTIVES CONSISTENT
WITH LONG TERM M.P.,THEN MEASURE ITEMS TO GOALS TO SEE IF
THEY ARE CONSISTENT, IF NOT, SET ASIDE.
2. FINANCIAL
A. AUD IT THE WHOLE F I NANC I AL STRUCTURE OF THE C ITY
1. GENERAL FUND
2. SPECIAL FUNDS
3. WATER FUND '
4. RE-DEVELOPMENT
5. PFC
B. CHANGE CURRENT METHOD OF FUNDING WHERE ALL FUNDS GO TO
THE GENERAL FUND. SET UP RESTRICTED FUNDS WHERE MONIES ARE
COLLECTED FOR A PARTICULAR PURPOSE, THEN THEY SHOULD BE
RESTRICTED TO THAT USE UNLESS THE COUNCIL VOTES A
REALLOCATION.
C. SEPERATE RE-DEVELOPMENT FUNDS FROM THE FUNDS TO RUN THE
CITY, DO NOT INTERMIT{. HAVE EACH PROJECT STAND ON ITS OWN
MERIT, IF IT DOES NOT PENCIL OUT ON A FINANCIAL BASIS, SAY SO
UP FRONT THEN LEAVE IT UP TO THE COUNCIL TO SAY YES OR NO.
THIS IS A COUNCIL DECISION, NOT STAFF.
PAGE 1 OF 4
3. COMMUNICATIONS
A. THE COUNCIL SHOULD BE THE ONES TO COMMUNICATE THE
DIRECTION OF THE CITY !
B. BEFORE THE COUNCIL TAKES OFFICIAL ACTION ON AN ITEM, THE
STAFF SHOULD NOT GIVE THE STAND OF THE CITY ON AN ITEM. THE
COUNCIL SEEMS TO BE PREEMPTED BY STAFF ON MANY ITEMS.
C. STAFF NEEDS TO KEEP THE COUNCIL TELL INFORMED, SO THAT
IT'S NOT IN THE PAPER FIRST. THIS IS ALSO TRUE IN THE REVERSE.
D. COUNCIL MUST BE ABLE TO COMMUNICATE DIRECT TO VARIOUS
DEPARTMENTS FOR INFORMATION BUT MUST REMEMBER THAT ONE
COUNCIL PERSON DOES NOT SET POLICY OR DIRECTION. COUNCIL
MUST ALSO KEEP THE CITY MANAGER INFORMED.
4. COUNCIL MEETINGS
A. COUNCIL SHOULD FOLLOW THE SAME RULES THAT WE HAVE THE
PUBLIC FOLLOW, I.E. THREE MINUTES MAX TO SPEAK ON A SUBJECT.
B. ON ACTION ITEMS, AFTER THE STAFF REPORT AND BASIC
QUESTIONS ARE ASKED, A MOTION SHOULD BE PLACED BEFORE
COUNCIL STARTS DEBATE, WHICH SHOULD BE TO THE MOTION ONLY.
C. PUBLIC INPUT: GO BACK TO THE METHOD OF HAVING THE PUBLIC
TURN IN THEIR SLIPS TO THE CITY CLERK WHO CAN SEPERATE AND
SORT AS TO SUBJECT. WHEN THERE IS A LARGE NUMBER OF
SPEAKERS TO A GIVEN ITEM, TIME LIMITS SHOULD BE SET FOR A PRO
AND COP! PRESENTATION. STRICTLY ENFORCE THE TIME LIMITS.
D. LIMIT COUNCIL MEETINGS TO I IPM. TO CONTINUE A MEETING
BEYOND 1 1PM,. REQUIRE A 2/3 MAJORITY VOTE (5).
E. DIRECT QUESTIONS TO THE CITY MANAGER FOR ANSWER, IF HE
WANTS STAFF TO RESPOND, FINE.
PAGE 2 OF 4
5. BOARDS AND LUMMISSIONS
A. REVIEW ALL TO SEE THAT THEIR GOALS AND OBJECTIVES ARE THE
SAME AS COUNC I L'S.
B. ALSO REVIEW TO SEE IF THERE IS A NEED TO CONTINUE A
PARTICULAR B OR C.
C. THEIR MEETING PROTOCOL SHOULD FOLLOW THE PROCEDURES
USED BY THE COUNCIL.
6. SPECIFIC ITEI1S
A. DOWNTOWN
1.REVIEW ALL CURRENT PROJECTS, MOVE AHEAD ON ALL
APPROVED. SET SPECIFIC TIME LINES. KEEP COUNCIL INFORMED
ON THOSE PENDING REVIEW TO SEE IF STILL VIABLE, IF NOT KILL
PROJECT AND LOOK FOR VIABLE PROJECTS. BE SURE THAT EACH
PROJECT IS FINANCIALLY V I ABLE AND CAN STAND ON ITS OWN,
IF NOT THE COUNCIL MUST APPROVE THE CONTINUANCE OF A
PROJECT, NOT STAFF.
2. COMMUNICATIONS WITH THE INDIVIDUAL PROPERTY OWNERS
OR SHOP OWNERS MUST BE IMPROVED, TOO MUCH MIS-
INFORMATION . THERE MUST BE A CLEAR DIRECTION FROM
COUNCIL WHICH IS FOLLOWED BY STAFF AND COMMUNICATED TO
ALL.
B. REVIEW ALL DEPARTMENTS FOR DUPLICATION AND EFFICIENCY.
ALSO SEE IF PARTICULAR JOBS NEED TO BE REASSIGNED FROM ONE
DEPARTMENT TO ANOTHER.
C. TRAFFIC- REVIEW ALL PROJECTS AND PRIORITIES WITH THE
GOAL TO QUICKLY SOLVE MAJOR PROBLEMS SUCH AS WARNER
BETWEEN G.W. AND BEACH, ALSO GOTHARD FROM WARNER TO
SLATER.
D. PIER- LOOK AT VARIOUS METHODS OF FINANCING, SUCH AS
FLOATING A BOND VOTED ON BY THE CITY. GIVE CLEAR DIRECTION TO
THE VARIOUS COMMITTEES AS TO WHAT THEY ARE TO DO.
E. BOLSA CHICA- ADDRESS THE INFRASTRUCTURE NEEDS AND
EFFECTS ON THE CITY WITH THE VARIOUS PLANS. BE SURE THAT
MITIGATION IS WITHIN ANY PLAN TO ADDRESS THE NEEDS OF THE
CITY.
PAGE i uF +
THOMAS : Well , I abstained because I just haven't had time
to study it but you know, I heard some stuff here
that % really upsetting to me . We go to the City
Attorney which has made some illegal acts herself
on hiringArgut yet we come back to this situation
that we want an opinion that it 's illegal to kring
a city employee that ' s already here. I'm notAloo
percent for it but I don't like what I hear. I
really don't like what I hear. Is it legal this
o
time or'",is ie not legal the next time , you know.
It ' s been this way, it seems like , since I been
in here a year-and-a-half. If somebody wants to
hire somebody, we just go around all the rules and
we just go ahead and do it . I don't like to hear
Q- t-he Jolegal aspect of it if we're not gonna be
consistent , so what ' s your legal opinion?
HUTTON: The provision in the Charter sayg "no member;"
�gjls wrpn9 however, n'1�`e past we have interpreted that col-
lectively. If you'd like to wait , I will do some
J research on it tomorrow and get back to you but
} I'm not--I wouldhave to see what other charters
have been interpreted in that way. It says, "other
than any other place in this Charter. "
MANDIC : There' s no other place in it . It ' s strictly pro-
vided "no member. " That means one individual has
not the right to interfere with administration. I
think as a majority we run the budget . We can get
rid of anybody through the budget we ,want . We can
fire the Administrator if we got the votes; we can
do anything in that respect with department heads.
Now I cannot see any problem witl%hiring the same
way, and if you can interpret it in any other way,
I'm going to disagree with you wholeheartedly. I
made a motion and I would like to vote on it , and
that a single member, not "members ," the majority
can do, not darned well anything they want , but
just darned well better because we are appointed
by the people, I have no problems with this what-
soever. The people put me in office to do what I
think is right . I've seen the hemming and haw#�—
around John• wMr. Palin' s been trying to do a darned
good ,job and I think he 's been stifled in his efforts,
he' s working his tail end off--he ' s got the
whole department buzzing with projects, and I can-
not see how we can find a better person, and his
integrity; as far as I'm concerned, is impeccable,
and I think this is very much to be admired in a
person nowadays, and I agree the administration of
the Planning Department in the past has been strictly
a railroad for developers; in a lot of respects ,
for favoritism, and I think our actions Saturday
morning started in that same direction, and I
think we need some integrity in that department ,
and I think he ' s the man to do it . I vote my
6.
(/4o�LM 9
MANDIC: conscience and I have no 6p ms with this what-
(Cont . ) soever.
MAYOR: �et ' s see , Councilwoman Finley.
FINLEY: I just wanted to make one comment to comments of
Councilman Yoder, and that is we obviously have
a ratification power since this"Mia`me"" as brought
to us. We do have a role to play in this.
MAYOR: Gail, you had your light back on?
HUTTON : Therelfis an entire body of books that deals with
municipal interpretations of standard charter
provisions such as this , and I think that we . should--
if we 've delayed this long, I don't see why it
would be so impossible to wait a few days until
we can- get you a formal, legal opinion that deals
with this question. There have to be some case
precedents that we can go by .
MAYOR: Thank you. Councilman Pattinson.
PATTINSON: Move to table. 1341/i� : Tr�deaMr
yo0e2: Sseovo ra11bt
MAYOR: Move to table does not need a second. (It doesn't
need a second. There' s no discussion, call for a
motion to table.
CLERK: Three ayes--
MAYOR: Motion fails . Councilwoman Bailey?
BAILEY: I don't see 1hy there should be any question what-
soever ae-t-& the legality of a motion before this
body. We have every right to put a motion before
this body and give direction to our City Adminis-
trator and that 's exactly what we 're doing--we 're
giving direction. This has to come back to us in
another way, if it passes , for discussion at that
time . As far as°kshe--
MAYORel�: No, it doesn't . This is it . We are directing him
against his nonrecommendation to put someone in a
department whether he wants it or not , we 're forcing
it down his throat .
BAILEY: Okay, what I 'm saying is we talked about majority
direction of the Council, and if it so happens
this is the majority direction of the Council , then
it ' s up to the City Administrator to carry out
those wishes , and I call for the question.
MAYOR: I have another light on yet ; I'm not recognizing the
question yet . Councilman Pattinson?
BAILEY: (Inaudible )
7•
t .
MAYOR: Not when I have lights on in front of me , I would
honor--I've done this for you and other people when
there's lights on in front of me, I answer those
lights but if new lights come on after the ques-
tion' s called, I don't honor them. Councilman
Pattinson.
/O11 know, I—
PATTINSON: A-I agree , I think you're doing this .wrong but I' ll
tell you some other reasons why. Number one ,
there ' s no application on file for the position
from Mr. Palin. Number two, Mr. Mandic , your
interpretation of the law,"if my sister wanted
the job, if I .could lobby three other votes , we
could put her in. ^/
PATTINSON: that ' s just what you said. Don't argue--just
forget it , I got the floor. You know, I think -14.6l4k
your ideas are just screwed.
MAYOR: The question has been called for, John, and I've
indicated if no other lights are on, so I' ll call
for the question.
CLERK: Four ayes, three no.
MAYOR: Councilman Yoder.
YODER: I don't know if I, how to do this, but if I have a
right to challenge the vote until we get legal adviEee
from counsel because 'if we 're at error here , I
think it should be remedied before we go too far.
.MAYOR: Well, I would ask, as mayor of the city, to have a
legal opinion as soon as possible in our hands
prior to our next meeting that we have in regards
to whether or not the actions we 've taken here are
or are not within our proper scope of things to do.
-Pk-L Mandic?
co ncjftl4n a.
MANDIC : Okay, in the meantime , there 's beenAdirection given.
I assume ��takes over the job of Development Ser-
vices unless you want to take that to a vote also
as far as waiting for a legal opinion. Okay, I
guess we gave a direction and Mr. Palin should be
our new Development Services Director then, right?
That ' s the direction. Thank you.
MAYOR: Any other business to come before this body tonight?
We ' ll adjourn then and our next meeting will be on
July, the second, a regular meeting--do we have a+-
exec session?
CLERK: Six o' clock.
MAYOR: Six _o' clock. The meeting will be at six o' clock.
8.
6/25/79 motion to appoint Development Services Director (SIC)
MANDIC: Well , I beg to differ with you a little bit on that; the other day our getting rid of the Planning Commission - seems to me staff was trying
to say leave them there and we decided to change it. I wasn't in favor
of this Development Service combination before, I'm still not really.
It's been carrying on for a long time. I know I haven't got enough votes
to divide it and at this point in time I would like to make a recommenda-
tion that we appoint Jim Palin as permanent Development Services Uirector
and I think he's been doing an admirable job in this position. I would
like to give him this job full-time as Development Services Director.
BAILEY: I'll second that.
t
•
May 10, 1979
Dear
Because you have previously expressed interest in being appointed to fill the current
Council vacancy, I want to inform you of a Special Council Meeting being held on
Thursday, May 17, 1979, in Room B-8 of the Civic Center at 7:30 p.m.
The meeting is being held for the specific purpose of discussing the existing Council
vacancy, as the deadline for appointment is May 18, 1979. An invitation is being
extended to you, and others who have shown interest, to make a brief oral presentation
(three to five minutes) before the Council. If an appointment is not made by May 18, a
special election will be called.
Thank_you for your interest in Huntington Beach. I will look forward to seeing you at
that meeting. Will you please confirm your attendance with Council Secretary, June
Allen, at 536-5201.
Sincerely,
Don MacAllister
Mayor
DM:dp
Mr. George Williams •
7412 Cedar Street
Huntington Beach, California 9.2647.<_::.:. . Mr.Mil"liams
Mr. Larry L. Curran
18090 Beach Boulevard, Suite 1
Huntington Beach, California 92648 Mr. Curran
Ms. Wilma Stevens
6921 Rio Vista Drive
Huntington Beach, California 92647 Ms. Stevens
Mr. Gordon R. Hatch
16692 Baruna Lane
Huntington Beach, California Mr. Hatch
Mr. R.D. "Major" Bowles
7162 Sunlight Drive
Huntington Beach, California 92647 Mr. Bowles
Mr. Ted Bartlett
1718 Pine
Huntington Beach, California Mr. Bartlett
Dr. Ralph Bauer
16511 Cotuit
Huntington Beach, California 92649 Dr. Bauer
Ms. Ruth Finley
16161 Angler Lane
Huntington Beach, California Ms. Finley
Mr. Tony Amador
9862 Oceancrest
Huntington Beach, California 92646 Mr. Amador
Ms. Sue Betts
19582 Phoenix Lane
Huntington Beach, California 92646 Ms. Betts
Mr. Phillip L. Miller
6561 Meath Circle
Huntington Beach, California 92647 Mr. Miller
Mr. John Valintino
19251 Brookhurst,. #68
Huntington Beach, California 92646 Mr. Valintino
Mr. Tom Robson
209 W. Adams
Huntington Beach, California 92647 Mr. Robson
r '
%Drive, �\
6921 Rio VistHuntington Be10 April 1979
The Honorable Donald A. MacAllister
1121 Park
Huntington Beach, Ca. 92648
'Dear Don:
When Ron Shenkman's seat on the Council was vacated, I gave serious
consideration to the idea of applying for the appointment to that seat.
However, frankly, it never occurred-to me that neither. Ralph Bauer
or .Ruth Finley would be named to the position. (They are both superb
and very intelligent individuals.)
Now with at least one more opening on the Council, I very interested in
that position. I have not taken the time to re-write my resume, but
attached is the one which I have used in the past in order to be con-
sidered for a position in a political office.
Would you please read my resume, and then let me know if I should even .
bother to. rewrite and then submit my resume? I trust your judgement
and would abide by any decision you might make in this matter..
Of. course, there is a great deal of information which cannot be included
on a one or two page resume. But, the most important .is that I don't
owe anything to any particular group. (I even differed with my
feminist colleagues in that I wrote the President a letter .of congratulations
on his firing of Bella Abzug! ) .
Thanks for your time. I do appreciate your help.
Sincerely,
Wilma Stevens
847-1320
Enclosure/attachment
`l,_.... ':''.I lticr 1'ist:� '1)fJ .• .. . .� _
;;untington 13c:ich, C:, . 92647
tWORK EY.PEE I I.:NCE..
A) , ADMINISTRATION; SUPERVISION; MANAGEMENT:
i -
4-11-75 to EXECUTIVE ASSISTANT,
11-7-75 : to Congressman Sidney Yates, Capitol ,Hill, Washington, D.C.
6=1-71 to. CO-CHAIR, FOR PLUMAS COUNTY, PRESIDENTIAL CAMPAIGN
13-72: Successful (in area) Primary and General Presidential Campaigns.
1-1973 to GRAND JURY, PLUMAS COUNTY
6-17-74 : CHAIR, COMMITTEE ON EDUCATION, Resulted in Recall of County Superintendent
of Schools, and resignations of two Board Members. Also, served as Member of
i Committees on .Law Enforcement and Administration; Planning and Development.
1
2-3-71 to OFFICE MANAGER,
I 6-71: Successful Mayoralty campaign, (now) Congressman Norman.Y. Mineta, Sari Jose
t
j 2-69 to OFFICE MANAGER,
6-69: Successful City Council campaign', . (now) Congressman Norman Y. Mineta, San J(
j9-68 to OFFICE MANAGER,
�. 11-68: Successful Re-election campaign, Assemblyman John Vasconcellos, San Jose
,
2-68 to OFFICE MANAGER, FOR SANTA .CLARA COUNTY, PRESIDENTIAL CAMPAIGN
6-68: of seven offices, successful Presidential Primary Campaign.
I
B) . LEGISLATIVE ASSISTANCE; STAFF ASSISTANCE:
11-7-75 to LEGISLATIVE ASSISTANT,
j 11-11-76: ' to Congressman James M. Hanley, Capitol Hill, Washington, D.C.
I 2-15-78 to STAFF ASSISTANT,
9-11-78 to Assemblyman Dennis Mangers, Huntington Beach.
C) . FINANCE; FUNDRAISING ACTIVITIES:
i 1-1-79 to TRE*S4RER, National Women's Political Caucus, Orange County Chapter
Present: C PA i R) Annual Budget of $10,000 and- up.
9-11-78 to COORDINATOR, FINANCE, FUNDRAISING & SPECIAL PROJECTS,
Successful Re-election campaign, Assemblyman Dennis Mangers, Huntington Beat
12zl5-77 to CHAIR, FUNDRAISING EFFORTS,
6-1-78.: Successful Primary Re-election campaign, Congressman Mark Hannaford, Long B(
2-6-70 to CO-CHAIR, FUNDRAISING EFFORTS,
11-70: Successful Primary and General Re-election campaigns,
Assemblyman John Vasconcellos, San Jose.
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TI ON:
55- to 12-56 Western Wasp ngton State University, Bellinglam, Washington 98225
1-57 to 6-58. Oregon State University, Corvallis , Oregon, 97331
3-66 to 6-66 San Jose State University, San Jose, California.-95110-
6-69 to 8-69 DeAnza College, Cupertino, California, 95014
2-72 to 6-74 Feather River. College, Quincy, California 95971
. 6-77 to Present Coastline Community College, Fountain Valley, California 92708
4-76 to 8-76 Law School, Graduate Division, U.S.D.A, Washington, D.C. 20250
REFERENCES:
1. The Honorable Dennis Mangers, (Contact,personally: 714, 848-1168 office) .
16371 Beach Blvd, Suite 221 State Assemblyman, 73rd District
Huntington Beach, Ca. 92647
2. The Honorable Mark Hannaford, (Contact personally: 213, 925-3983 residence).
4944 No. Stevely Former United States Congressman
Lakewood, Ca.
3. The Honorable Norman Y. Mineta (Contact personally: 703, 370-6354 residence) .
4000 Ft. Worth Drive United States Congressman from California
J .
Alexandria, Virginia
i 4. The Honorable James Hanley (Contact personally: 315, 475-3527 residence) .
i 316 Coleridge Avenue United States Congressman from New York
Syracuse, New York 13200
" 5. The Honorable Sidney Yates (Contact Mary Bain, Administrative Assistant
Rayburn House Office Building office 202, 225-2111; residence 703, 533-8597) .
Washington, D.C. 20515 United States Congressman from Illinois
6. The Honorable John Peirce (Contact personally: 916, 283-2275 residence).
P.O. Box 297 Former Director of Finance, State of California
Quincy, California 95971enublican.
7. The Honorable Glen Craig (Contact personally: 916, 685-5240 residence) .
.8702 Santa Ridge Circle Commistsioner, California Highway Patrol
Elk Grove, California ✓R�pu i'c'a
8. Mr. Tony Miller (Contact personally: 916, 445-6371 office) .
Secretary of State'.s Office Chief Legal Counsel to March Fong Eu,
Sacramento, California Secretary of State
I 9. Mr. Peter Hackes (Contact personally: 202, 686-4469 office) .
NBC News Correspondent
Washington, D.C.
10. Reverend James P. Archibald (Contact personally: 301, 434-3332 office, or
Good Shepherd United Methodist Ch. 301, 434-1927 residence)
9701 New Hampshire Av. Former pastor, Capitol Hill United Methodist Chui
Silver Spring, Maryland 20903 Washington, D.C. 20003
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