Manhattan Beach Should Look To Hermosa

Editor Daily Breeze

Re: “Meetings to focus on residents’ priorities,” (Daily Breeze, December 11, 2013)

Manhattan Beach residents should note and applaud Hermosa Beach’s continued “Community Dialogue,” a “public engagement” process whereby elected officials are encouraging Hermosans to influence critical decisions on priorities and revenue generation. Through outreach, consultation, and creative consensus building dynamics, Hermosa Beach is promoting empowerment of residents and consultative democracy.

In contrast, Manhattan Beach has eschewed public engagement. Its elected officials rely on formalized “public participation” characterized by one-way communication patronizing residents into impotency rather than public deliberation and sustained problem solving. Cities and counties throughout California are recognizing the benefits of public engagement.

For Hermosans, the process is benefiting the building of their unique community identity rather than wanting “to be like Manhattan Beach” or “become Rodeo Drive at the beach.”

Edward C. Caprielian, Ph.D. Manhattan Beach

Editor Daily Breeze

Re: “Meetings to focus on residents’ priorities,” (Daily Breeze, December 11, 2013)

Manhattan Beach residents should note and applaud Hermosa Beach’s continued “Community Dialogue,” a “public engagement” process whereby elected officials are encouraging Hermosans to influence critical decisions on priorities and revenue generation. Through outreach, consultation, and creative consensus building dynamics, Hermosa Beach is promoting empowerment of residents and consultative democracy.

In contrast, Manhattan Beach has eschewed public engagement. Its elected officials rely on formalized “public participation” characterized by one-way communication patronizing residents into impotency rather than public deliberation and sustained problem solving. Cities and counties throughout California are recognizing the benefits of public engagement.

For Hermosans, the process is benefiting the building of their unique community identity rather than wanting “to be like Manhattan Beach” or “become Rodeo Drive at the beach.”

Edward C. Caprielian, Ph.D. Manhattan Beach

November 15, 2013

City Council of Manhattan Beach Manhattan Beach City Hall 1400 Highland Avenue Manhattan Beach, CA 90266

Greetings!

Is the departure of City Manager Carmany an absurdity of illogical actions by the Manhattan Beach City Council as epitomized in the novel, “Catch 22?” The senselessness begins by the City Council hiring Carmany as city manager in December 2010 under a contract that renews automatically yearly unless non-renewal is noticed12 months in advance; or, if the Council dismisses Carmany for cause.

During the next three years, the City Council, in closed session, conducts 13 performance reviews of City Manager Carmany but never finalizes his appraisal or establishes cause for dismissal that would result in no severance pay and benefits. In addition, the City Council contracts a consultant for $13,500 to advise it on finalizing Carmany’s appraisal but to no avail.

Last week, the City Council dismissed Carmany without cause. Under the contract, his severance includes a year’s salary of well-over $200,000 plus benefits plus payouts of accrued vacation and sick leave, and a portion of increased equity in his home financed in part by city residents.

It now appears that former City Manager Dolan, fired due to alleged and then admitted sexual misconduct, and now former City Manager Carmany, fired under pleasantry euphemisms shadowing his incompetence, are competing for who walks away with the highest severance jackpot of over $250,000 of our tax dollars.

We deserve a better explanation from Councilmembers Lesser, Howorth, and Powell (at the helm during most of Carmany’s tenure) than “the Council has decided to move in a new direction,” hopefully not further “Catch-22” absurdities.

Sincerely,

Edward C. Caprielian, Ph.D.

It has been over 100 days since a Daily Breeze editorial chided the Manhattan Beach City Council on problems that still remain – late meetings; postponing of agenda items; lack of transparency; and the interminable length of remarks by councilmembers.

The source of these problems also remains, i.e. rather than dual responsibility, the failure of the Council to hold itself accountable for policymaking, while holding the city manager and staff accountable for implementation.

Instead, under the guise of meeting management, the Council recently passed measures further gagging residents and silencing criticism, including reneging on allowing public comment on policy decisions made at meetings rather than only non-agenda items; and, failure to strengthen open meeting and public information access provisions as allowable under law.

As the Daily Breeze stated, “Manhattan Beach is a first-class city. It deserves first-class meeting management,” not practices that “actually work against open government by dissuading regular citizens from attending.”

Edward C. Caprielian, Ph.D. Manhattan Beach Resident

The corruption in Bell is “American as apple pie.” It is typical in low socio-economic communities in Southeast Los Angeles County and in cities as Manhattan Beach with wealthy, highly educated populations.

The commonality is lack of citizen oversight. As emphasized in a recent Daily Breeze editorial (“Bell corruption closer than we want to know”), “You’ll never know unless you pay attention to what your electeds are up to.” (March 26)

Why the lack of “attention”? In Manhattan Beach, as across the nation, elected officials, by limiting public engagement, fail to see their role as servants not masters thereby generating public apathy and disengagement.

For example, Manhattan Beach residents can only sadly claim, “We’re no worse than Los Angeles,” because, recently, in both cities, only 21 percent of registered voters turned out on Election Day. Indeed, the turnout in our seven municipal elections during 2001-2013 has been 19.1, 21.5, 29.5, 22.5, 24.03, 21.41, and 21.84 percent. Voter apathy is a clear indicator that prior Manhattan Beach City Councils have consistently discouraged public engagement thereby failing to gain the attention and commitment of our residents to care about public policymaking. The current Manhattan Beach City Council needs to acknowledge these past failures and demonstrate by action, not only words, that it will “walk the talk” to gain that attention, commitment, and caring. Further, “We the People” (U.S. Constitution) must insist that in delegating authority to our elected officials, do not give up our right to decide what is good for the people.

Edward C. Caprielian, Ph.D. Manhattan Beach Resident

Does the turbulence surrounding the proposed development of the Manhattan Village Mall symbolize a malady potentially culminating in the demise of our City Council’s stated mission “to preserve our small beach town character?”

Lapses by prior city councils – by failing to establish the necessary principles, parameters, and practices for our sustainable economic growth and land use development – are primarily responsible for this threatened outcome.

It is not an issue of “pro-growth” or “anti-growth,” but “smart growth.” Principles reflecting smart growth are if the mall modernization strengthens our distinctive unique community identity; protects our neighborhoods; recognizes the symbiosis between economic viability and quality of life; and, promotes our city’s commitment to safeguarding our environment.

Our Manhattan Beach City Council must provide the leadership to ensure incorporation of these principles into the various elements of a revitalized mall. Public hearings have produced more heat than light. (“Manhattan Village expansion project makes small progress,” ER, November 14)

Consequently, it will require extraordinary public engagement, deliberation, and consensus building by our councilmembers to generate the necessary innovative collaboration to produce win-win results rather than compromised principles ending in outcomes that are lose-lose.

Is the envisioned Manhattan Village Mall our “line in the sand” challenging our community’s integrity? If it fails, is it a point beyond which it opens up a floodgate of inappropriate business development inconsistent with the mainstream interests of our residents rather than narrow special interests? The effectiveness of the Manhattan Beach City Council’s principle-centered leadership will determine the outcome of these fateful challenges.

Edward C. Caprielian, Ph.D. Manhattan Beach

The Manhattan Beach City Council has taken action to reaffirm its focus on policymaking while ensuring it holds the city manager and staff accountable for policy implementation. Specifically, recommendations by Councilmember Tony D’Errico and Councilmember Wayne Powell, that garnered overall support by the Council, provide a needed clear differentiation between governance and management responsibilities.

Under this differentiation, the City Council’s primary responsibility is to the residents representing the ownership of Manhattan Beach as expressed through the community’s stakeholders. As a result, governance is a downward extension of ownership rather than an upward extension by the city’s administrators. In straightforward terms, the tail is no longer wagging the dog.

We, the residents, benefit because the City Council governs with an emphasis on outward vision rather than internal preoccupation; encouragement of diversity of viewpoints; strategic leadership rather than administrative detail; assurance of management accountability; and, proactivity rather than reactivity.

Further, these policy governance parameters and benefits will allow the Manhattan Beach City Council to empower the city manager and staff, thereby allowing them greater opportunities to demonstrate their competencies, creativity, and commitment toward achievement of policy-defined results.

Therefore, residents should demonstrate continued encouragement and support of these policy governance efforts to ensure city council policymaking represents the overall interests of our community, including the effective and efficient use of the resources we entrust to our elected officials.

Edward C. Caprielian, Ph.D. Manhattan Beach

The construction crisis in Manhattan Beach stems from the failure of prior Manhattan Beach City Councils (MBCC) to promote the public interest rather than the interests of the real estate lobby (i.e., developers, architects, contractors, and realtors). Instead, it has resulted in development conflicting with MBCC’s mission to “preserving our small beach town character” – but rather destruction in our quality of life (See, “Increase in residential construction has neighbors shaken up,” The Beach Reporter, August 8 and “Council addresses shoring, building issues, Easy Reader, August 8).

The failure to promote the public interest generates voter apathy and lack of civic involvement resulting from a sense of impotency. An antidote is employment by the present MBCC of public engagement interventions to empower residents in the deliberation of public policymaking along with the ownership and commitment to make those policies successful.

A resident significantly impacted by a major neighborhood construction project appeared before the MBCC pleading for its intervention. Yet, the same resident rejected the responsibility of the MBCC to promote civic engagement writing to me stating:

“… [A] few weeks ago you wrote of voter apathy and seemed to blame it on City Council's behavior. I believe our local voter apathy is based on self-centered APATHY…Our residents are too interested in throwing parties in their mcmansions, earning money to pay for their mcmansions, showing off their BMW's and designer duds, taking Johnny to soccer practice, etc. Think about how many garages you pass with the Beach Reporter lying outside all week. City Council's fault?”

The resident is not alone. In a survey of elected officials, 87% viewed the public as disengaged but overall valuing yet cautious of deliberative processes. Therefore, are we in a “chicken or egg” quandary? How do we ensure the MBCC is meeting its governance responsibilities to promote our overall community’s public interest?

Perhaps the answer is inherent in approximately only 20% of those registered voting in our municipal elections meaning each member of the MBCC did “not” receive votes by over 80% of registered voters. Representative government? No way!

Edward C. Caprielian, Ph.D. Manhattan Beach

The following is a Letter to the Editor appearing in the November 14, 2013 issue of the Daily Breeze submitted by Nelle Overstreet, a Manhattan Beach resident in response to the DB October 31 article, “City facilities, parking structures need millions in repairs.”

Since we do live by the ocean, it is expected that Manhattan Beach structures will deteriorate over a shorter time than those inland.  Those conditions should have been taken into consideration before they reached their current state of disrepair.

The consultants reported 23 out of 43 facilities were in very poor, poor or fair condition.  The penultimate was to read that our 8-year-old police/fire department building was in need of $1.8 million in repairs over the next 10 years due to:  “The building was not built up to code; it was not inspected properly…”  This should be unacceptable to the citizens of Manhattan Beach who depend upon our City Hall denizens to see to our city’s interests.  Who OK’d this mess?  Who allowed it to be approved along the way?  The blame should not just be put on the contractor, but also on those in City Hall responsible for this fiasco.  Someone needs to step up to the plate and accept responsibility.  Citizens are owed an explanation from past and present City Councils.

Nelle Overstreet, Manhattan Beach

The following is a Letter to the Editor appearing in the November 14, 2013 issue of the Daily Breeze submitted by Nelle Overstreet, a Manhattan Beach resident in response to the DB October 31 article, “City facilities, parking structures need millions in repairs.”

Since we do live by the ocean, it is expected that Manhattan Beach structures will deteriorate over a shorter time than those inland.  Those conditions should have been taken into consideration before they reached their current state of disrepair.

The consultants reported 23 out of 43 facilities were in very poor, poor or fair condition.  The penultimate was to read that our 8-year-old police/fire department building was in need of $1.8 million in repairs over the next 10 years due to:  “The building was not built up to code; it was not inspected properly…”  This should be unacceptable to the citizens of Manhattan Beach who depend upon our City Hall denizens to see to our city’s interests.  Who OK’d this mess?  Who allowed it to be approved along the way?  The blame should not just be put on the contractor, but also on those in City Hall responsible for this fiasco.  Someone needs to step up to the plate and accept responsibility.  Citizens are owed an explanation from past and present City Councils.

Nelle Overstreet, Manhattan Beach